Layoffs slow to 539K in April; jobless rate rises
http://news.yahoo.com/s/ap/20090508/ap_on_bi_go_ec_fi/us_economy
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Yahoo! News
http://news.yahoo.com/
May 8, 2009
Yahoo! News Story - Layoffs slow to 539K in April; jobless rate rises
May 7, 2009
Why HR Rarely Develops the Employment Brand
(Reprinted from the Employment Branding Best Practice Exchange on LinkedIn)
After speaking with more than 100 HR professionals over the last year, I've found that very few develop or feel they control the employment brand. At first, this appears to illuminate a broken system. It seems logical and intuitive that the people who spend the most time dealing with the employees, and focused on the employee/employer relationship, would be the exact right folks to build and manage an employment brand. So why isn't this the norm?
I have come to believe that there are three very common realities that take place once a company makes a thoughtful decision engage in employment branding. Each of these three, in my opinion, creates less than ideal situations which negatively impact the value and return your EB realizes. I'd be interested in thoughts from this group on whether or not these seem to be accurate representations of reality, or if you can share ideas on how to avoid this pitfalls.
Here are the three most common scenarios I've seen first hand, and the obstacles created by each:
1) INTERLOPERS:
Once the idea for an employment brand initiative gains support and agreement, senior managers (particularly CEO's, GMs, and Marketing Directors) feel compelled to guide and direct the brand- to put their stamp on it, if you will. The power and control is taken away from the HR professional, and too much emphasis gets placed on how the company will market the brand. This emphasis leads to a contamination of the brand, as efforts are made to make the brand "look good" and fit into a pre-determined definition. Of course, we all know that brand loyalty and penetration is directly related to brand integrity. This practice most often leads to a rift between the brand you use to attract candidates and the reality of your workplace.
2) DETACHMENT:
The decision is made to outsource this work entirely to an advertising/marketing agency who promotes an employment branding specialty, but who's experience is truly in the consumer branding realm. This is common with companies who lack one or more of: internal resources (labor hours and/or creative/design competencies), understanding of the process to build the brand, and confidence in internal ability to do the job right. My company is an HR vendor, so I will not bad mouth this world or the enormous level of talent and expertise in it. However, creating this disconnect between HR and the outside agency can demotivate internal experts to engage in the process and offer their best effort in supporting the agency. The other drawback to this practice is often that the agencies are unable (not unwilling) to really get to the heart and soul of your true employment experience. It has become second nature to managers and employees to say nice things to outside vendors, either because of fear of being caught saying anything negative, or out of a sense of duty to put on the best face possible.
3) SHORT ATTENTION SPAN (I should have listed this one first, right?):
While buy-in and engagement are promised by the management team, it is quickly swept aside, and the resource support is never provided. This happens more often than any other. After a compelling presentation and proposal to the management team, GM, or CEO, you are able to generate widespread understanding of the value of employment branding, and support. Then, when you need to fill a position or hire an outside consultant for some creative work or analysis or SEO, there are no funds provided, and the req's are denied. The expectation becomes that you, and you alone, will somehow take care of this initiative... in addition to all the other work you already do. This unrealistic circumstance makes it nearly impossible to put the time and effort in initially, and even more difficult to sustain it through completion. What began as a great initiative which you proposed and presented, has become an unmanageable burden to you. Can you spell frustration?
After speaking with more than 100 HR professionals over the last year, I've found that very few develop or feel they control the employment brand. At first, this appears to illuminate a broken system. It seems logical and intuitive that the people who spend the most time dealing with the employees, and focused on the employee/employer relationship, would be the exact right folks to build and manage an employment brand. So why isn't this the norm?
I have come to believe that there are three very common realities that take place once a company makes a thoughtful decision engage in employment branding. Each of these three, in my opinion, creates less than ideal situations which negatively impact the value and return your EB realizes. I'd be interested in thoughts from this group on whether or not these seem to be accurate representations of reality, or if you can share ideas on how to avoid this pitfalls.
Here are the three most common scenarios I've seen first hand, and the obstacles created by each:
1) INTERLOPERS:
Once the idea for an employment brand initiative gains support and agreement, senior managers (particularly CEO's, GMs, and Marketing Directors) feel compelled to guide and direct the brand- to put their stamp on it, if you will. The power and control is taken away from the HR professional, and too much emphasis gets placed on how the company will market the brand. This emphasis leads to a contamination of the brand, as efforts are made to make the brand "look good" and fit into a pre-determined definition. Of course, we all know that brand loyalty and penetration is directly related to brand integrity. This practice most often leads to a rift between the brand you use to attract candidates and the reality of your workplace.
2) DETACHMENT:
The decision is made to outsource this work entirely to an advertising/marketing agency who promotes an employment branding specialty, but who's experience is truly in the consumer branding realm. This is common with companies who lack one or more of: internal resources (labor hours and/or creative/design competencies), understanding of the process to build the brand, and confidence in internal ability to do the job right. My company is an HR vendor, so I will not bad mouth this world or the enormous level of talent and expertise in it. However, creating this disconnect between HR and the outside agency can demotivate internal experts to engage in the process and offer their best effort in supporting the agency. The other drawback to this practice is often that the agencies are unable (not unwilling) to really get to the heart and soul of your true employment experience. It has become second nature to managers and employees to say nice things to outside vendors, either because of fear of being caught saying anything negative, or out of a sense of duty to put on the best face possible.
3) SHORT ATTENTION SPAN (I should have listed this one first, right?):
While buy-in and engagement are promised by the management team, it is quickly swept aside, and the resource support is never provided. This happens more often than any other. After a compelling presentation and proposal to the management team, GM, or CEO, you are able to generate widespread understanding of the value of employment branding, and support. Then, when you need to fill a position or hire an outside consultant for some creative work or analysis or SEO, there are no funds provided, and the req's are denied. The expectation becomes that you, and you alone, will somehow take care of this initiative... in addition to all the other work you already do. This unrealistic circumstance makes it nearly impossible to put the time and effort in initially, and even more difficult to sustain it through completion. What began as a great initiative which you proposed and presented, has become an unmanageable burden to you. Can you spell frustration?
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