7. 雇主品牌项目切入和推动的7个维度
•For Recruiting Result Driven & For Employer Branding Driven
•按项目宏观目标(招聘结果导向或雇主品牌沟通导向)来
•For Active Candidates & For Passive Candidates
•按目标人群属性1(主动求职者或被动求职者)来
•For Campus Audience & Professional Audience
•按目标人群属性2(校园招聘或社会招聘)来
•Online Campaign& Offline Events
•按项目实施方式(线上方式实施或线下方式实施)来
•Talent AttractionEmployee EngagementTalent Retention
•按项目范畴(潜在人才吸引或在职员工关系或在职人才保留)
•On boardingProbationReferral Demission Post-Retirement
•按人力资源管理(入职环节、试用期转正环节、内部推荐计划、员工解聘、员工返聘)
•For Former EmployeeWorkmateAlumni Returnee
•按员工属性方式(已离职员工校友会或现在职员工校友会或在职人才保留)
8. Qualitative Research
定性研究
行为、及其理由(为什么加入我们公司)
Quantitative Research
定量研究
获取数据和样本量(有多少因为这个原因加入我们公司)
思科的EVP 获取视频分享
EB和EVP以及EVP Message的获取逻辑
9. Employee Focus Groups + Viewpoint
Survey
Current experience Needs and aspirations
Competitive Analysis
Industry Competitor mapping
Employment market view
Leadership Interviews
Aspirations
Business context
External Focus Groups
Attraction drivers
External Ford reputation
Research/雇主品牌调研的方法论和模型
11. Leadership view( Senior
Executives Interviews )
We will conduct up to 20 one-on-one interviews with
key stakeholders representing your target segments
and locations, lasting 30-45 minutes, either in person
or via telephone. The goal of these interviews is to
gather buy-in from senior leadership and develop an
aspirational view of your Employer Brand. An
interview discussion guide will be designed and
approved by your team in advance.
Typically, the key topic areas include:
•Company business objectives
•Leadership perceptions of employment experience
and aspirations for same
•Critical talent pools and desired employee profile
Employee View (Internal
Focus Groups)
We will conduct fifteen 90-minute focus groups
with a cross section of employees from your
target segments and locations.
The aim of these focus groups will be to review
current strengths and weaknesses of the
employment experience, and identify potential
points of employer brand differentiation. We will
develop a discussion guide for your approval,
moderate the focus groups and conduct the
analysis of the output.
EVP Internal Research
Research/雇主品牌调研的方法论和模型
12. Candidate View(External
Focus Groups)
We will conduct four 90-minute professionally
moderated sessions at an off-site research facility
with 6 to 8 individuals who match your candidate
profile, addressing your current reputation and
appeal as a potential employer, the relative
importance of different employment attributes, key
competitors, and preferred message channels.
We will develop a discussion guide and screening
guide for your approval, recruit participants, and
moderate the focus groups and conduct the analysis
of the output. We assume these focus groups will be
conducted in English.
Market View (Search
Agency Partner Interviews)
We will conduct five 30-minute interviews with
your search agency partners in key markets. We
assume that ITW would determine appropriate
search agency partners in each market and
provide contact information and introductions.
EVP External Research
Research/雇主品牌调研的方法论和模型
13. Competitor EVP Message Mapping
For competitor EVP message
mapping, we will help to chose
3-5 employers in Ford industry,
To observe each employers
based on the external
manifestation, take research in
design, content, voice,
consistency this four dimension.
And analysis during Career
development, Compensation
&Rewards, Leadership, Training,
Corporate Social Responsibility,
Culture, People these
information, We will come to a
conclusion for Ford employer
brand’s selling point.
For example:
Research/雇主品牌调研的方法论和模型
14. EVP Slogan Proposal
A compelling Core Positioning
– The one thing you most want to be famous for as an employer
• The anchor point for your employer brand messaging
• Under global branding statement “Go Further”
For example
Research/雇主品牌调研的方法论和模型
15. EVP Activation Guidelines
Activation Guidelines
• Developed as an internal document for HR Directors
and their teams to provide guidance on:
– The FORD employee value proposition
– Messaging and localization
– Target value proposition
– Briefing recruitment partners
Research/雇主品牌调研的方法论和模型
16. EVP internal & external research
Senior Executives Interviews
—12 individual Senior Executives Interviews
—each Interview 30-45 mins each(face to face or by phone )
Internal View
—8 Internal Focus Groups
—6-8 participants each(each Interview 90 mins each)
External View
—4 External Focus Groups
—6-8 participants each(each Interview 90 mins each)
—inculudes recruitment of each participant
Competitor EVP Message Mapping
EVP Concept & Visual Development
Ford'S EVP Development Workshop
—inculudes facilitation of one day workshop
—inculudes preparation and finalizing EVP
One Insight Report of Ford'S EVP
Ford EVP Communication Visual Toolkit
Employer Brand Soft Launch /
Research/雇主品牌调研的方法论和模型
17.
18. Visual impression -Ford VS Competitor
Design EngageDistracting
Conservative
Adventurous
Fronts are typical, images tend
to be inset as rectangles
A distinct hierarchy of visual and
copy elements exists.
No hierarchy of content exists. Just long paragraphs of text.
resulting in message confusion.
Concept-based approach.
Type and images are
integrated based on objective.
Information-based approach,
heavily grid-oriented, relying
primarily on vertical and horizontal
alignment.
19. Consistency StrategicTactical
Unified
Disconnected
Variety of mediums points to
the same set of beliefs,
creative concepts and textual
themes.
Consistently connected to the big picture.
Task oriented, short sighted, little or no
connection to other functions or broad goals
within the organization.
Mediums point to a wide variety
of attributes, creative concepts
and textual themes
Visual impression -Ford VS Competitor
Consistently connected less to
the whole big picture.
20. Content Candidate
focus
Company
focus
About the
work
About the
success
Speaks to the focus of the organization from
a product, service and mission perspective
Clear introduction about works at
compensation, career path etc.more
oriented starting from candidate
perspective with employee story,
employee newsfeed, touch
opportunity
Addresses professional advancement, financial security,
and policies and programs designed to affect employees
success
Speaks to the type of work done and the way in
which it is accomplished including company
culture influence
Addresses achievements of the
organization such as size, scope and
history.
Concept impression -Ford VS Competitor
21. Voice EmotiveRational
Active
Passive
Claim Being a good choice
of employer without proof
points. Brief introduction
without data or functional
supports
Provide sufficient reports to as proof points to
Being a responsible employer of choice,
statement driven approach.
Statement-based information laden with clichés.
requires the market to be interested already. Rarely
use numbers to prove the facts.
Built with imperatives and interrogatories
that are action-oriented and thought-
provoking. creates interest in the markets.
Build up active impression by no strong data supported
except company introduction part but some clear
diagram helps people to better understand career path.
Psychological and self-expressive information that
allows the market to relate and become motivated
Concept impression -Ford VS Competitor
24. Internal communication External communication
Objectives
Challenges
Approaches
• Position the employer brand proposition in
the company
• Employees should understand, accept
and buy in to the employer brand
• Employees pass the band values on
• Employer brand must be positioned long-term, not just once
• Should be designed to address target audience
• Employment brand proposition must be credible
• Consistency of communications (layout, content)
• Clear and regular communication
• Involving employees in communication initiatives
• Definition of communication channels
• Gradual launch of employer brand
• Emphasis on USP, not just functional benefits
• Consistency of consumer and employer brand
communication
• Raise awareness of employer brand
• Position employment brand proposition
in the market
Approach to communication roll out:
• Start with internal communications and cascade downward and outward, enhancing positive mouth of word as well
as credibility of Ford communicated messages.
• Customize messages, activities and channels to key segment preference while maintaining consistency with overall
regional EVP design and core message.
Awareness
Consideration
Conversion
Acceptance
On-boarding
General Internal & External Communication Approach
25. Main communication medium to utilize for communicating employer brand externally
• Newspaper Recruitment Advert
• Magazine Recruitment Advert
• Employer Branding Advert
• Graduate brochure
• Posters
• Online Banner
• Job Posting Template
• HTML Email
• Career e-newsletter
• e-Post Card
• Employer Video
• Graduate Video
• Social Media
• Referral cards
• Brochures (professionals version)
• Head Hunter Comm. Pack
• Event invitations
• Post cards
• Job Fair Pack
• Pull up banners
and display system
• HTML email
• Social Media
• Recruiter card
• Offer Pack for middle
management hires
• HTML email
• On Boarding Welcome Kit – graduate and professional version
• HTML email
• Post card from CEO/HR
Awareness
Consideration
Conversion
Acceptance
On-boarding
31. 亿滋(Mondelez)
EVP:The Power Of Big, And Small——大与小的力量
Mondelēz International supports big
thinking,in all its forms. One way to
celebrate that belief could be to invite
some seriously big thinkers on college
campuses to a unique event. The floor
could be opened up for anyone with an
idea — big, small, or otherwise — to
share it with the audience.
However, each of our speakers would
have just 60 seconds to explain their idea
in full. People could build on each other’s
ideas, or propose an original idea of their
own. The event would become a collage of
big, innovative thinking — all moving at the
intense, hyper-speed of small. So bring the
best idea you’ve got, because it just might
be your ticket to a new career.
案例说明
32. 默沙东(MSD)
EVP:Grow As We Grow, Help The World Be Well——与默俱进,福天下
人才发展体系与工作绩效管理系统犹如硬
币的两面,缺一不可。默沙东拥有一套完
善的工作绩效管理系统,用于有效地培养
和发展人才,帮助员工客观准确地评估自
身职业水平,了解在工作中的发展空间,
进而在公司的支持下不断学习和发展。
当员工的职业发展通过绩效管理系统得以
明确时,人才发展体系也同时启动。我们
运用多种途径来提高员工的专业能力和职
业素养。
案例说明