Half day open training event held in Toronto, Canada.

1. Employer branding, attraction and
employer of choice
by Toronto Training and HR
January 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Emotionally intelligent organizations
Contents 7-8
9-10
Need for personality
Labour market strategy
11-12 Job specifications
13-15 Social media
16-19 Hiring through social media
20-21 Niche diversity sites
22-24 What merits do brands have?
25-27 Keeping brand passion alive
28-29 Four types of employer brand
30-32 Employer brand strategy
33-34 Key components of an employer brand
35-36 Creating a successful employer brand
37-42 Things to consider with employer branding
43-45 What must an employer of choice promise?
46-47 Attraction drivers
49-50 Presenting a compelling case for action
51-58 Case studies
59-60 Conclusion and questions
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Emotionally intelligent
organizations
Page 5

6. Emotionally intelligent
organizations
Commitment to work-life balance
Openness and high-trust working relationships
Creativity and innovation formed through
collaborative working
Willingness to share ideas and resources
A supportive as opposed to a competitive culture
Page 6

7. Need for personality
Page 7

8. Need for personality
Individuality
Backstory
Relationships
Policy
Language
Spokespeople
Page 8

9. Labour market strategy
Page 9

10. Labour market strategy
High rewards Low rewards
High culture Employer of choice Employer of values
Low culture Employer of cash Employer of churn
Page 10

11. Job specifications
Page 11

12. Job specifications
Make it enticing
Make it informative
Make it clear
Make it actionable
Get your job specification online
Page 12

13. Social media
Page 13

14. Social media 1 of 2
Young people only?
Facebook
Twitter
LinkedIn
Page 14

15. Social media 2 of 2
USING SOCIAL MEDIA
Expand your employee pipeline
Engage top performers and join in with the
conversation
Be prepared to be transparent
Role of HR
Link between recruitment process and social media
Page 15

16. Hiring through social
media
Page 16

17. Hiring through social media 1 of 3
The cornerstone of an effective social recruitment
strategy is a well defined employer brand
The more a recruitment process uses technology,
the more personalized it should be
A recruitment process should be fast, effective and
comprehensive
An effective recruitment process should reflect
who you are
Page 17

18. Hiring through social media 2 of 3
It’s not the tool that matters; it’s how you use it
The digital world is powerful, and its power can be
quantified
Online technologies are becoming integrated
Page 18

19. Hiring through social media 3 of 3
IMPLEMENTING AN EFFECTIVE STRATEGY
Research
Don’t restrict yourself to one outlet only
Create a network
Be relevant
Engage
Page 19

20. Niche diversity sites
Page 20

21. Niche diversity sites
CanadianImmigrant.ca
Inclusionnetwork.ca
Jobabilities.ca
BPW.ca
Equitek.ca
Page 21

22. What merits do brands
have?
Page 22

23. What merits do brands have?
1 of 2
A strong brand signifies a product or service of
recognizable quality, reliability or value for money
Brands help to differentiate a product or service
from others being offered by competitors
Brands convey familiarity on a product or service,
attracting customers away from offerings of
competitors
Page 23

24. What merits do brands have?
2 of 2
Customers have a tendency to become loyal to
brands, reducing the likelihood that they will
switch to products or services offered by
competitors
Customers will pay a premium price for brands
with which they identify
Fewer dollars have to be spent on advertising
when there is already strong brand recognition
Page 24

25. Keeping brand passion
alive
Page 25

26. Keeping brand passion alive 1 of 2
Get the basics right-it’s about delivering good
quality, being reliable and consistent
Understand the audience and be clear who the
customer is
Be true to yourself and don’t pretend to be
anything else
Place marketing at the heart of the business, but
that’s more than a fluffy logo and a marketing
campaign
Page 26

27. Keeping brand passion alive 2 of 2
It’s about making sure employees understand what
the brand is about and ensuring everyone uses the
same message
Have a long-term vision of where you want the
organization to go and share this with your
employees
Hire people who are going to be faithful to the idea
as they are going to be the strongest asset
Be distinctive, don’t just be different…be really
different
Page 27

28. Four core types of
employer brand
Page 28

29. Four core types of employer brand
Prestige
Cause
High risk/big potential
Work-life balance
Page 29

30. Employer brand strategy
Page 30

31. Employer brand strategy 1 of 2
Identify the labour market in which the
organization is going to compete, consider the
potential for sources of labour, and identify which
groups of people are likely to want to buy into
employment with the organization
Prepare the marketing objectives and strategy
Page 31

32. Employer brand strategy 2 of 2
Formulate the marketing mix to support ‘the
product’ with use of the product elements, the
pricing elements and the promotion elements
Product promotion in terms of public relations, in-
house promotions, direct mail and advertising
Page 32

33. Key components of an
employer brand
Page 33

34. Key components of an employer
brand
Transparency
Put a human face on it
Consistency and time
Align the employer brand with the consumer brand
Have a personality!
Make it part of the culture
Corporate philanthropy at a grassroots level
Invest in high quality design
Page 34

35. Creating a successful
employer brand
Page 35

36. Creating a successful employer
brand
Research
Top-level buy-in
Alignment to corporate strategy
Communicate with more than just words
Walk the walk and talk the talk
Page 36

37. Things to consider with
employer branding
Page 37

38. Things to consider with employer
branding 1 of 5
What?
Why?
How?
Where?
When?
Who?
Page 38

39. Things to consider with employer
branding 2 of 5
It’s about the synthesis
It’s about presentation
It’s about authenticity
It’s about word of mouth
Page 39

40. Things to consider with employer
branding 3 of 5
Brand messages coherent with the brand reality
are required to build trust
Seek first to understand and then to be
understood
Employer brands are crucial to business success so
top leadership needs to be involved
Page 40

41. Things to consider with employer
branding 4 of 5
It’s about the synthesis
It’s about presentation
It’s about authenticity
It’s about word of mouth
Page 41

42. Things to consider with employer
branding 5 of 5
Blogs
Videos
Cell phones
Existing employee profiles
Headhunting targets
Employee referrals
Page 42

43. What must an employer of
choice promise?
Page 43

44. What must an employer of choice
promise? 1 of 2
Provide an environment where colleagues can
thrive and shine
Support and challenge them to access the best in
themselves
Set strong standards and be rigorous in
performance appraisals
Build strong relationships; understanding the
talents, strengths and needs of other people
Page 44

45. What must an employer of choice
promise? 2 of 2
Acknowledge and celebrate success-make work a
joy as well as a job
Build high trust throughout the organization-it is
the only way to get the best from people
Be a model in your own work-stretch yourself, live
the organization’s principles, have fun, work hard
and celebrate your success
Page 45

46. Attraction drivers
Page 46

47. Attraction drivers 1 of 2
Competitive base pay
Vacations and time off
Healthcare benefits
Opportunities for career advancement
Retirement benefits
Convenient work location
Flexible schedule
Challenging work
Learning & development opportunities
Page 47

48. Attraction drivers 2 of 2
Organization’s reputation as an employer
Reasonable workload
Page 48

49. Presenting a compelling
case for action
Page 49

50. Presenting a compelling case for
action
Approach the senior team
Invite the HR department to act as enabler of the
great organization culture
Build critical mass from your current position
Work with your own team
Plough a lone furrow
Page 50

51. Case study A
Page 51

52. Case study A
Page 52

53. Case study B
Page 53

54. Case study B
Page 54

55. Case study C
Page 55

56. Case study C
Page 56

57. Case study D
Page 57

58. Case study D
Page 58

59. Conclusion & Questions
Page 59

60. Conclusion
Summary
Videos
Questions
Page 60