Posts Tagged ‘glassdoor’

  • December 14th, 2016 Posted by N. Robert Johnson APR, Practice Leader, Workforce Communications

    Five 2016 Recruitment and Employer Brand Stats to Ignite 2017 Employer Brand Action

    Being deeply rooted in evidence-based recruitment marketing and employer branding, we love statistics. Often, we find inspiration through a statistic: the contemplation of what it’s really telling us and what actions it might prompt.

    Here are five statistics from this past year that inspire me as I think about the employer branding platforms we’ll create in 2017.

    Nearly half of all companies surveyed (48.9 percent) report they will increase spending on employer branding this year. (entelo 2017 Recruiting Trends Report)

    If there was ever a time to consider strengthening your employer brand, it might be now. Competition for talent is tough and it’s only going to get tougher especially as your talent competitors work to strengthen their employer brands. This statistic is direct: while you are contemplating spending more on your employer brand, you may already be losing competitive ground.

    The 2017 trends report published by recruitment software developer entelo also found that 50 percent of inbound applicants do not meet even the basic requirements for the roles they apply for. Smart talent acquisition professionals will focus their employer brand spending to attract better-fitting, higher quality candidates.

    69 percent of active job seekers are likely to apply for a job if the employer actively manages its employer brand. (Glassdoor, U.S. Site Survey, 2016)

    A strong employer brand not only attracts job seekers, it influences their behavior. A strong employer brand will, through inspiration and engagement, turn job seekers into job applicants. But, in today’s consumer-driven communications world, the experience expectations are high.

    We think of “actively managing” an employer brand as incorporating external branding principles and practices into your employer brand to ensure that people’s attention and interest are engaged from the start. This statistics helps to remind us that in 2017 we’ll need to up our employer brand game.

    75 percent of workers believe that work should have a deeper meaning than just bringing home the bacon. (Monster, 2016)

    We believe that the next evolution of employer branding is the infusion of mission, culture and values. Employer brands that get stuck in pretty pictures and empirical employment facts will not be able to compete for the talent that is looking to connect on a deeper level. This applies to all generations of the workforce. People are looking to connect with their work in a deeper and more meaningful way. They will favor employers whose mission, culture and values help them to do so. This notion is reinforced by Gallup’s finding that 83% of workers say that it is very important for them to believe that their life and work is meaningful and has a purpose.

    82 percent of survey respondents believe that culture is a potential competitive advantage. (Bersin by Deloitte, Global Human Capital Trends, 2016)

    Validating our belief that understanding and communicating culture is the next employer brand frontier, this statistic highlighting the perspectives of CEOs and senior HR leaders tells us that infusing culture into employer branding is more than just a “nice to have”: it’s an imperative.

    Bersin also found that while culture is viewed as important, only 28 percent of survey respondents believe they understand their culture well. The study also notes that only 19 percent believe they have the “right culture.” Here’s where employer branding can help: a strong employer brand program – one that is rooted in understanding the organization’s culture through validation techniques like engagement surveys, focus groups and individual interviews – will provide an evidence-based telling of the organization’s culture.

    (For more on purpose and employer branding, please download our white paper Connecting Purpose-Driven Messaging to Your Employer Brand. Click here.)

    On average, companies on the Fortune 100 Best Places to Work list experience half of the voluntary turnover of their industry peers. (Fortune 100 Best Companies to Work For® 2016 Study)

    We know that there is a direct connection between trust, purpose and retention. Research shows that employees feel a great workplace is one where …

    • There is trust between employees and employer,
    • Employees take pride in their work, and
    • Employees enjoy the people they work with.

    Strong employer brands are made from everyday employee experiences. Trust, pride and work enjoyment are important everyday work attributes and, if viewed favorably, result in a workplace where people will stay longer. What makes this statistic powerful is that it combines the cultural framework found in every member of Fortune’s list with the ROI impact of reducing turnover.

    Those are five statistics that inspire me. Each facilitates thinking that can ignite the strengthening of your employer brand in 2017. Do you have any that inspire you? Please share.

  • September 27th, 2016 Posted by N. Robert Johnson APR, Practice Leader, Workforce Communications

    What Is a Purpose-Driven Company?

    In October, we will be talking a lot about purpose and employer branding. I will be facilitating a webinar  on the topic. We will be publishing a position paper, Connecting Purpose-Driven Messaging to Your Employer Brand, as well as related blog entries. Finally, I hope that we can engage in a conversation about your company’s purpose and ways to infuse it into your employer branding efforts. But, let’s first define what we mean by a purpose-driven company.

    We think the purpose-driven company is one where a company’s purpose is a core driver of strategy and decision-making. The purpose-driven company rallies its people around a purpose or mission. The purpose-driven company stands for something.

    In the past, we might have thought of the purpose-driven company as being tied to a humanitarian purpose like “being green” or corporate sustainability. We think, however, that purpose, at least within the context of recruitment, employer brand and internal communications messaging, has evolved.

    Thus, we think more broadly about what constitutes purpose-driven messaging. We are thinking of companies like EY. The global professional services firm has undergone a purpose-led transformation culminating in a new organizational, and employer branding, platform: “build a better working world.” EY applies its purpose to engage their people to achieve higher levels of business performance for their clients and themselves. The employer branding implications and opportunities, as showcased by EY’s transformation, are dramatic. In EY’s case, we clearly see that connecting purpose to employer brand makes the employer brand stronger. (Click to see EY’s Brand Guidelines)

    It is our hope that our conversation on purpose will challenge, inspire and prompt you to think about your organization’s purpose and its connection to your people and your employer brand, wherever you may be in your purpose-journey.

    It’s also my hope that you will challenge us as well. Read our upcoming position paper and blog pieces. Attend our free webinar on October 25th. But, as you do, please challenge us with your questions and reactions to the ideas presented in this conversation. Share your perspectives on the role of purpose in your organization and your organization’s employer brand. We will all be stronger for it.


    Connecting Purpose-Driven Messaging to Your Employer Brand webinar replay: Click here. Webinar presentation: Click here.  White paper: Click here.

  • February 18th, 2016 Posted by N. Robert Johnson APR, Practice Leader, Workforce Communications

    Why We Like Glassdoor. And Why You Should Too.

    Your job candidates find it indispensable. Your employees make it their routine. Even your vendors and your competitors frequent it. We’re talking about Glassdoor, the unique employment review and rating site that is everywhere.

    Launched in 2008, Glassdoor is THE online destination for employees to anonymously review their companies and to post data and comments about topics such as salaries, workplace culture, and senior management leadership.

    Here’s why it’s important to embrace sites like Glassdoor. Top talent – from the most qualified candidates to high-performing employees – is using review sites to form and validate their beliefs about employers.

    Candid Glassdoor reviews are good, aren’t they?

    It’s unmistakable. Glassdoor brings more transparency to the employment space than ever before. But with that transparency can come some angst and anxiety for HR pros and talent execs. Organizations often have the same questions: “What if my company is not well rated?’ “What are my current employees going to talk about? What if someone says something bad about our company?

    These are legitimate concerns. Most importantly, they are questions that can lead to powerful opportunities.

    3 things you can do now to make Glassdoor a positive for your company

    Create a profile.
    Be proactive. Take control of your presence on Glassdoor by developing your own company profile. Having a strong presence on the site shows job seekers and employees that you welcome open communication.

    Set the stage for positive reviews.

    If employees view a third party website as a primary outlet for airing their concerns, they will use that outlet. The result? A company’s Glassdoor reviews may be a mixed bag. Let’s be clear: negative reviews are now a fact of digital life.

    The key is to understand that it’s not about managing the negative review but, rather, about creating a balance. There’s a good chance that many companies with predominantly negative reviews (and thus low rankings) are actually great places to work, but the “dissenters” are dominating the conversation. In those cases, it’s important for the company to find ways to engage all perspectives to share.

    The goal is to attain a balance between negative and positive reviews. Set the stage for sharing by encouraging workers to contribute their experiences to Glassdoor. Enlist managers to spread the word and reassure that it’s okay to share honest feedback. Target the “every day” stories of workers and their peers over senior level executives as they are a more trusted and credible source. (Eldeman Trust Barometer 2016)

    Tell your side of the story.
    The usual inclination of companies who encounter negative online feedback is to ignore it and hope no one sees it. Well, in today’s world, people are going to see it. In this case, the best defense is a strong offense. Acknowledge and respond to the negative review in a genuine and caring way. You may respond by mentioning initiatives that your company is establishing to improve the situation. Merely thanking the reviewer for bringing the problem to your attention is better than no response at all.

    A full 69% of Glassdoor users said their perception of a company improved after seeing a company respond to a review, according to a recent Glassdoor survey.

    Glassdoor: open it wider and make it a powerful resource

    Why do we believe you should embrace all of this? Because we believe that authenticity is the new paradigm of employer brand communication. Your employer brand exists and it’s out there for the world to see and experience. Maybe, in the past, you’ve not considered your employer brand as something that you had to actively manage, but now — because of the transparency of review sites like Glassdoor — it is front and center.

    Platforms like Glassdoor present a simple question: will you actively manage how people see you, or will let others manage that perception?

    Ways to get started

    Here are a couple of ways to get started in your Glassdoor journey.

    1. Audit your Glassdoor page. Review key statistics as presented by your page and compare those stats to those of your competitors.
    2. As a part of your audit, read carefully current employee reviews. Reflect as to how accurate those reviews are. And, compare those reviews to other engagement data you may have on hand. Note the gaps.
    3. Create a plan for engagement on Glassdoor. As a part of this plan, develop specific goals, each containing a measurement mechanism.
    4. Finally, understand that it takes time to improve your Glassdoor page. Therefore, make sure that you incorporate a longer-term planning and implementation schedule into your approach.

    Glassdoor has much to offer. The strategy is to become an active member of the community. Contribute to the conversations. Use the site to not only monitor the impact of your employer brand in real time, but to enhance it based on what your target recruiting audience is talking about most.