In 2010-2011, Vodafone underwent a massive branding overhaul. Now, Vodafone is one of the most recognisable brands all over the world. So, the way in which they approached their positioning for the branding overhaul was of massive importance. Not only would this have retail and customer consequences, but also would change the way they are perceived as an employer with the ability to attract quality talent.
They had to work very closely with human resources, brand marketers, communication and advertising team to make certain that everybody was on the same page. Planning for the overhaul started nearly a year in advance, and as a result, when the plan was rolled out across 25 countries, it led to a talent rebranding success.
Employers in the new world need to walk hand-in-hand
With the social media and branding changes
That is occurring rapidly in
Today’s digital climate.
They need to adjust, accommodate and stay agile in the face of a changing market. A large amount of the employers is starting to see the value in building a loyal talent brand today.
But first, before getting to the branding part, one must change their internal methodologies.
1. Scrapping conventional methods for integrative models:-
• Conventionally, employers used to hire people using advertisements, newspaper classifieds or job postings on online websites. Some of the savvier companies would use social networks like LinkedIn and Facebook.
• However, in these efforts, one crucial element was missing, the art of branding for talent acquisition.
• This element will become more and more prominent in the years to come.
• There will emerge a need for talent acquisition branding to create a seamless tapestry across different platforms and media to attract, engage and keep a loyal following of talent.
• Till now, organisations were doing the basics of attracting and engaging talent.
• But how should an organisation aim to keep a loyal following of potential candidates?
• Well, this can be done by leveraging one simple fact that people are social by nature.
• Social networking will be limited if we do not take full advantage of online social interactions, bring them on the ground, and convert them into real-life relationships.
• The lazy organisational recruiter would post things online and hope that people will click the links.
• The savvy organisation of today knows how to leverage their social connections online, and then host or organise in-person events for these online connections to take the relationship further.
• That is how a long-term pool of candidates is built.
2. Branding in the emerging hiring landscape:-
• The first stop in acquiring a loyal pool of candidates is to start off with the right kind of branding.
• Employer rebranding is emerging as one of the top priorities for companies and recruiters who want to nab the best talent in the market.
• Many companies are slowly starting to increase their budget for employer branding because they realise the need for creating proactive programs of expanding their professional networks via social media.
• These outbound efforts are slowly starting to see returns because talent acquisition teams are starting to get better quality hires.
• We will look at some of these case studies in the next section.
• What is important here is that these employers and organisations are not doing the branding game alone.
• The most successful ones out of all of them are taking the help of their marketing, branding, and recruitment teams to channel the best of the best expertise in making a strong hire.
• Another influencing factor in driving the need for branding is that the money is no longer the driving force for attracting key talent but flexibility is.
• Thus, many employers and employees do not see eye to eye when it comes to navigating modern workplaces.
• This is a fatal flaw for modern employers and can be bridged with the help of authentic branding.
• Let me illustrate with an example: Think of today's workforce as nomads. They can go to global and professional extremes to get the personal fulfilment they require from their work. Once they saturate themselves in the new environment and the landscape, they move on to newer pastures. This is what is happening in recruitment today. So, organisations need to prepare for the eventuality that most workers will leave the organisation in the matter of a few years. Succession planning is highly recommended in such settings and the employers who don't do this will face massive attrition of intellectuals. Making pre-emptive branding of a waiting pool of candidates is even more critical to survival!
3. Dangers of the digital world:-
• There are just as many pitfalls to social hiring as there are advantages.
• An employer who is not savvy to these dangers will surely make mistakes that cost them both time and money.
• One of the biggest pitfalls of branding culture is that everybody puts their best foot forward.
• This includes the candidates that you are hiring as well.
• Most of the times, this is a good thing, as it highlights everyone's positive features.
• However, such situations can also be dangerous if proper background checking is not done.
• Things normally hidden under the carpet can come out when completing social profiling of potential candidates.
• The employer of the future must complete a thorough combing of the applicant's background to ensure they are hiring the same person who they claim to be.
• Social profiling is going to be the norm of the day going forward. However, there is a fine line between doing your due diligence and invading someone's privacy.
Without any rules or guidelines to guide us today,
Ethics and privacy
Are very subjective terms.
• But as personal branding and professional branding start to take on more significance, we will start to see an emergence of Internet guidelines on appropriate ways to complete background checks.
• Until then, employers must tread with integrity and caution.
4. Innovation is the name of the game:-
• Although the pitfalls of digital hiring are many, the rewards are just as generous.
• The organisations of the future will (out of necessity) use innovative models such as equal partnership models, collaborative models, zero supervision models, and this are a good thing.
• Such accommodative models will keep employees happy and candidates excited about the employer’s working culture.
In his bestselling book a leader without a title, Robin Sharma had a great quote, “To become a great leader, one must first become a great person.”
Similarly, to become a great employer, the organisation must first become a great value proposition. Attract the candidates with authentic value and genuinely innovative work programs. As hierarchies fade and money loses the pull among qualified professionals to switch jobs, as organisations set aside old ways and look at holistic ways to create work settings, a grassroots approach is emerging.
In coming times, employer brand values will shape authentic interactions with like-minded candidates, leading to more honest, long-term and fruitful working relationships. Such as, a shift in recruitment thought will open opportunities for employers and employees to connect via social and personal branding.
In the professional world of tomorrow, branding will become the currency that determines the direction in which qualified candidates are drawn.