2018-雇主品牌信任危_机_弥合鸿沟（英文版）-5mb

THE EMPLOYER BRAND CREDIBILITY GAP: BRIDGING THE DIVIDE

Core Content Overview

This document outlines the findings of a 2017 research study conducted by Weber Shandwick in partnership with KRC Research, titled The Employer Brand Credibility Gap: Bridging the Divide. The study surveyed 1,902 full-time employees across 19 global markets, highlighting the disconnect between how employers present themselves and the actual employee experience. It emphasizes the importance of building and activating credible employer brands to improve recruitment, engagement, and retention in a competitive talent market.

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Key Findings

Employer Brand Credibility Gap

• Only 19% of global employees perceive a strong match between the employer's public image and their actual experience.
• 74% of employees fall into the "marginally aligned" category, indicating room for improvement.
• 7% strongly disagree that there is any match, referred to as "unaligned" employees.

Impact of Alignment on Business Outcomes

• Better Recruitment: Aligned employees are 76% more likely to recommend their employer as a place to work compared to the global average of 54%.
• Stronger Advocacy: Aligned employees are 59% more likely to encourage others to buy the company's products/services and 41% more likely to share praise online.
• Greater Retention: Aligned employees are 77% more likely to stay with their employer for the next year than the global average of 64%.
• Increased Productivity: Aligned employees are 54% more likely to put in extra effort than the global average of 40%.

Employee Experience Challenges

• 85% of global employees report experiencing organizational changes affecting their jobs.
• Work/life balance is the top challenge, with 42% of employees citing it as a concern.
• For "At Risk" employees (likely to leave in the next year), 46% cite work/life balance as a critical issue.

Employer Reputation as a Key Factor

• Employees at aligned organizations are 11 times more likely to rate their employer's reputation as "very good".
• For At Risk employees, employer reputation is the second most important criterion when considering a new job.

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Top Factors in New Job Search

Global Employees

• Compensation
• Employer financial stability
• Career development opportunities
• Work/life balance
• Company reputation

At Risk Employees

• Company reputation
• Work/life balance
• Career development opportunities
• Compensation
• Employer financial stability

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Building & Activating Best-in-Class Employer Brands

Weber Shandwick recommends a "Build & Activate" model to create credible employer brands:

Building Top Employer Brands

1. Lead with Purpose and Values:

   • Aligned employees are more likely to agree that their employer provides necessary training (54% vs. 23%).
   • Fair treatment of all employees (58% vs. 28%).
   • Social purpose and positive contribution to the world (54% vs. 24%).

2. Establish Values Through Strong Leadership:

   • Leadership that aligns with the organization's vision and values (48% vs. 20%).
   • Creates a good culture (45% vs. 18%).
   • Is responsive during crises (46% vs. 21%).
   • Instills trust (41% vs. 16%).
   • Acknowledges employee contributions (41% vs. 17%).

3. Ensure Employees Know the Organization's Values:

   • Clear code of conduct (65% vs. 31%).
   • Effective communication of vision and goals (57% vs. 29%).
   • Keeps employees informed (42% vs. 16%).

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Activating Employer Brands Through Employee Activism

Employee Activists

• 32% of global employees share work-related content on social media.
• In aligned organizations, this number increases to 48%.
• Activist employees are more likely to:
  • Be encouraged to share content (34% vs. 16%).
  • Work for organizations that provide a platform for social media activation (43% vs. 27%).
  • Have clear rules for social media use (53% vs. 47%).
  • Be monitored by their employer (30% vs. 20%).

Social Media and Employer Branding

• Platforms like Glassdoor, Vorkers, Kanzhun, Jobui, Jobstreet, OCCMundial, Catho, and InfoJobs provide unfiltered views of employer culture.
• 49% of activists are familiar with these sites, and 60% have used them.
• Only 18% of aligned employees post their experiences on such sites, indicating untapped potential for employer brand building.

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Recommendations for Employers

• Conduct an internal audit to ensure alignment between employer brand and employee experience.
• Define the desired employer brand and test it with current employees.
• Address misalignment before deploying the brand externally.
• Empower employees to share authentic experiences and act as brand advocates.
• Use social media strategically to engage employees and showcase the organization's values and culture.

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Conclusion

The study underscores the need for employers to create authentic, credible employer brands that reflect the real employee experience. This is not only a reputational imperative but also a strategic advantage in the competitive talent market. By aligning internal practices with external messaging and leveraging employee activism, organizations can enhance recruitment, retention, and overall performance.