2017雇主品牌现状（英文版）_36页-6mb

Summary of Employer Branding Survey (2017)

Core Content

This document presents the findings of a survey conducted by Universum and DHI Group, Inc. in 2017, which gathered insights from 2,490 Employer Branding Professionals across 50 countries and 35 industries. The survey focuses on employer branding strategies, particularly the development of Employer Value Proposition (EVP), the role of social media, and the importance of segmentation and measurement in employer branding.

Main Points

1. Employer Branding Strategy Ownership

• HR and recruitment are the primary departments responsible for employer brand strategy and activities.
• CEO is the ultimate accountable party for the health of the employer brand, regardless of company size.
• There has been an improvement in the understanding of employer branding across all organizations.

2. Employer Value Proposition (EVP) Development

• 84% of WMAE have developed an EVP, up from previous years.
• 50% of employers who haven't developed an EVP yet plan to do so.
• Medium to large companies are more likely to invest in EVP development.
• Leadership commitment is the main challenge for large and medium companies, while finding the time is the main challenge for small companies.

3. Visual Identity and Content

• Employee photos and videos are now the most deployed content by WMAE, showing a 15% increase since 2016.
• Visual content is central to employer branding, with YouTube and Instagram being the top channels.
• Employer branding guidelines are in place for:
  • 68% of WMAE
  • 61% of large companies
  • 49% of medium companies
  • 37% of small companies
• 76% of WMAE plan to develop employer branding guidelines, indicating a growing trend.

4. Tailoring Employer Branding

• Tailoring employer brand activities to different target audiences has become one of the top three priorities for leading employers.
• 60% of WMAE have developed target profiles for different talent segments.
• Companies are increasingly segmenting their communication by:
  • Communication channels
  • Demographics
  • Work values
  • Motivations
  • Job functions

5. Channel Preferences and Investment

• Social media remains the most common channel for increased employer brand investment.
• WMAE focus more on campus recruiting compared to non-WMAE.
• Employee referral is also on the rise, with 56% of WMAE planning to increase their investment.
• Digital advertising and professional networks are also being invested in, though at a lower rate than social media.
• Traditional media (e.g., direct mailing, student publications) are receiving the smallest net increases in investment.

6. Social Media Planning

• 44% of WMAE plan social media content two to three months in advance.
• Non-WMAE companies tend to post content as and when needed.
• A mix of both approaches is recommended for a strong employer brand strategy on social media.

7. Employee Generated Content (EGC)

• Small businesses use EGC less frequently than WMAE:
  • Photos and videos: 36% vs. 77%
  • Testimonials: 44% vs. 75%
  • Inside stories: 36% vs. 74%
• The use of EGC is expected to grow as companies recognize its cost benefits and value in building employer brands.

8. Employer Brand Measurement

• Medium to large companies are increasing the number of measures used to evaluate employer brand effectiveness.
• WMAE are more likely to use data-driven decisions for employer branding.
• The primary measures used are:
  • Brand awareness
  • Consideration
  • Engagement with content
  • Employer brand image
  • Employee engagement, candidate satisfaction, and new hire satisfaction
• Brand image has seen the most significant increase in measurement, especially among large companies.

9. Alignment with Corporate Strategy

• Leading employers are more likely to align their EVP with corporate vision, values, and HR strategy.
• Purpose-driven employer brands, such as "Building the earth's most customer-centric company" at Amazon, are becoming more prevalent.

10. Shifting Responsibilities

• There is a shift from dedicated employer brand resources to shared corporate communication responsibilities.
• WMAE have shown the most significant increase in this shift, with a 13% rise in shared responsibility.

11. The Future of Employer Branding

• Employer branding is evolving from a general awareness to a strategic, segmented, and measurable initiative.
• Companies are increasingly focusing on employee advocacy, employee referral, and data-driven decisions to enhance their employer brand.
• Visual content and social media are key to attracting and engaging talent.

Key Takeaways

• EVP development is becoming a critical component of employer branding, with a significant majority of WMAE and large companies having developed one.
• Social media continues to be the main channel for employer branding investment.
• Tailoring employer brand activities to different audiences is now a top priority.
• Employee generated content is becoming more important, especially for WMAE.
• Measurement is improving, with a focus on brand image, consideration, and engagement.
• Leadership alignment and internal consistency are essential for successful employer branding.

Conclusion

The 2017 survey highlights a significant evolution in employer branding practices. With a growing emphasis on EVP development, segmentation, data-driven strategies, and employee advocacy, companies are moving towards more sophisticated and personalized employer branding approaches. The trend shows that WMAE are leading the way in innovation and investment, while smaller companies are catching up in terms of strategy and measurement.