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Employer Branding News
How to attract, satisfy and retain talent
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Every Leader’s Achilles Heel, Business 2 Community

Every Leader’s Achilles Heel, Business 2 Community | Employer Branding News | Scoop.it

For otherwise outstanding leaders, it is a lack of clarity.

 

You may be a brilliant motivator and leader of great character who empowers their team for success and inspires them to move to action. You may be trustworthy and a leader who lives each value of the organization in an exemplary fashion. You may approach your leadership role with a servant mentality and recognize every success and strength of your followers and organizations. And you may be the most honorable and courageous leader on the field.

 

But if you are not clear on your:

- Purpose

- Vision

- Strategies

you will either lead your followers in circles, down the wrong path, or leave them confused and bumping into each other.

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It's About More Than Numbers, Chuck Csizmar Compensation Cafe

It's About More Than Numbers, Chuck Csizmar Compensation Cafe | Employer Branding News | Scoop.it

Something else to think about; what role does the Compensation function play in your organization?

 

- Policeman vs. Gatekeeper

- Numbers vs. People

- Policy vs. Flexibility

- Analysis paralysis vs. solutions-provider

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The rocket science of employer value proposition, Carl Zide

The rocket science of employer value proposition, Carl Zide | Employer Branding News | Scoop.it

No, there is no rocket science to design an employer value proposition. Every company has one, designed by the company or by accident. Design by accident is by far the most common strategy among companies. Most companies don’t bother. Why should you?

Your company has a vision and goals what to do and how to accomplish it. You offer selected people work within your organization to fulfill the vision and the goals. But what you offer people is not just work, you offer them a employer value proposition. The employer value proposition consists of:

    * Compensation: salary, pension, insurances, breakfast, lunch, free soda etc
    * Professional challenge: demanding tasks, great colleagues, an engaging company vision, an exciting industry etc
    * Professional development: regular and planned training, development, mentoring, coaching, career possibilities, great managers to support individual growth etc
    * Social activities: Friday fika, Thursday beer, fossball table/Playstation/Xbox, company trip, poker events, Christmas party, sport activities like football, running, kayaking, fishing etc

 
Employer value proposition important
The goal for the employer is to convince the employee candidate that this specific value proposition is as tasty as possible and that the components in the value proposition support the recruitment, satisfaction and retention of the key employees.

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Talent Management Infographic, ADP

Talent Management Infographic, ADP | Employer Branding News | Scoop.it

Only 7% of companies have mature talent management strategy in place.

 

Every organization has top performers, the employees who are head and shoulders above their coworkers in terms of the value they bring. Finding – and keeping – those people, and helping them grow in their careers, is a major challenge. Another is figuring out how to align your workers' productivity so it directly supports corporate initiatives.
Talent Management can reveal the hidden value in your workforce, answering questions such as:

 

• Who are our top performers?
• What knowledge or experience do they have?
• How can we be sure we're compensating them fairly without overspending?
• What kinds of training should they be getting?
• Which promotions could they be ripe for?
• Who will succeed them should they be promoted, retire or leave?
• Where can we find others like them?

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Strategizing your Employment Value Proposition, GoodJob

Creating and producing a winning employment value proposition (or EVP for short) are critical steps towards achieving a strategic advantage in the labor market. A smartly-structured EVP tells your “story” to potential candidates, and what you promise in terms of opportunities for internal growth, benefits, the high level of the workforce and managerial staff, the significance of the product or service, and the general corporate culture. In other words, it is your elevator pitch, in which you spell out the unique value you offer as an employer (a “what’s in it for me” pledge).

 

1. Work Environment
2. Opportunities for Personal and Professional Growth
3. Organization
4. People
5. Immediate Incentives

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Drivers of career choice, Todd Wheatland

This report highlights responses to questions regarding Career Choice and Career Progression. The questions focused on:

 

- The relative importance of job experience and formal education in career development
- The importance of skills development
- The likelihood and causes of career change
- The impact of career “breaks”
- The desire to advance to an executive position
- The best indicators of talent among job seekers

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Why Large Companies Fail To Keep Their Best Talent, Eric Jackson

Why Large Companies Fail To Keep Their Best Talent, Eric Jackson | Employer Branding News | Scoop.it

Big companies are notoriously bad at keeping their best people. Here's why Dilbert lives in most big companies.

 

1. Big Company Bureaucracy. 

2. Failing to Find a Project for the Talent that Ignites Their Passion. 

3. Poor Annual Performance Reviews. 

4. No Discussion around Career Development. 

5. Shifting Whims/Strategic Priorities.

6. Lack of Accountability and/or telling them how to do their Jobs. 

7. Top Talent likes other Top Talent. 

8. The Missing Vision Thing. 

9. Lack of Open-Mindedness. 

10. Who’s the Boss?

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Recognition Increases Retention & Performance, Derek Irvine

Recognition Increases Retention & Performance, Derek Irvine | Employer Branding News | Scoop.it

Without a truly strategic recognition program, you’re likely not doing all you can to retain employees, help them achieve and sustain maximum productivity, and engage them in your culture.

 

Surveying office administrative personnel, the survey revealed:

- 66% would leave their current position if not shown appreciation by their manager
-67% say receiving recognition greatly or somewhat improves their performance
-93% of employees saying receiving formal recognition helps motivate them to sustain high performance.

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Why do they leave? Eliminate these retention killers, HRCommunications

Why do they leave? Eliminate these retention killers, HRCommunications | Employer Branding News | Scoop.it

You can’t retain your best employees unless you know what motivates good people to leave an organization. Money, of course, isn’t the only factor. Take a look at the main reasons employees decide to move on:


• Unfulfilled expectations.
• Lack of feedback/coaching.
• Limited opportunities.
• Lack of recognition.
• Stress.
• Lack of confidence in leaders.

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Rethinking human capital development in Knowmad Society, John Moravec Education Futures

Rethinking human capital development in Knowmad Society, John Moravec Education Futures | Employer Branding News | Scoop.it

For most of us, Society 3.0 is in the future – possibly in the distant future. But, for a few people leading the change toward this proto-paradigm, it is very real. Three drivers are leading us to the formation of Society 3.0, which describes a world that is somewhere between “just around the corner” and “just beyond the horizon” of today’s state-of-the-art:

- Accelerating technological and social change;
- Continuing globalization and horizontalization of knowledge and relationships; and,
- Innovation society fueled by knowmads.

Kurzweil (1999) postulates a theory he labels the Law of Accelerating Returns to describe the evolutionary process that leads to accelerating technological and social change:

    As order exponentially increases, time exponentially speeds up (that is, the time interval between salient events grows shorter as time passes).

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Building a rewards & recognition program: One size does not fit all, Chris Vyse OC Tanner

Building a rewards & recognition program: One size does not fit all, Chris Vyse OC Tanner | Employer Branding News | Scoop.it

A good way to start is by working through a solution design process. Do a thorough assessment of your current recognition state by reviewing relevant employee survey data, conducting focus groups and executive interviews. Next, conduct a facilitated design session where you bring all your key stakeholders together.

 

- Alignment and impact: aligns with your goals, objectives, mission, vision, and values.

- Leadership development and training

- Communications – Keep recognition top of mind

- Measurement and assessment – Focus on metrics to drive ROI and validate to your key stakeholders that strategic employee recognition is good business

- Awards – What award currency works best for you? Frequency and reach.

- Ongoing impact management – Review and fine-tune to meet your changing needs.

- Technology – Recognition program–dashboards to track activity and results in real-time

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Are You Really Serious About Improving Morale? by David Lee

Are You Really Serious About Improving Morale? by David Lee | Employer Branding News | Scoop.it

Business objectives that relate to your company’s success, such as increasing quality, productivity, and customer loyalty, while reducing turnover, absenteeism, and safety related costs, are all influenced by employee morale. Therefore, keeping morale high should be on every manager’s radar screen.

 

- Are You “Being Penny Wise and Dollar Foolish” … or Just Plain Delusional?

- Are You Trying to Solve an Experiential Problem With a Goodies, Gimmicks, and Gala Events?

- Would You Use This Approach In Your Personal Life?

 

1. Remember That Goodies, Gimmicks, and Gala Events Are The Frosting, Not The Cake.

2. Make Sure All Managers Understand “It’s the Little Things, and Every Little Thing Matters”.

3. Most of the Answers Are Within You and Your Workforce… So Ask.

4. Be Willing To Look In The Mirror – Especially If You’re At The Top.

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Why You Need a Talent Strategy, Michael Haid

Why You Need a Talent Strategy, Michael Haid | Employer Branding News | Scoop.it

Talent is the No. 1 impediment to or success factor in executing the business plan. Led by the CEO, a talent strategy must:
1. Articulate a comprehensive vision of where the company wants to go, what unique value it delivers and what effects it wants to have.
2. Organize work structures to unleash the knowledge, innovation and creativity of every employee to achieve that vision.
3. Examine, understand and deliver what employees want from their employer and work environment.

 

Components of an Integrated Talent Management Plan

1. Assess talent.

2. Develop leaders.

3. Implement and align strategy.

4. Engage employees.

5. Align the workforce with business needs.

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Preventing the Loss of Key Talent, Edward E Lawler III

Preventing the Loss of Key Talent, Edward E Lawler III | Employer Branding News | Scoop.it

What kind of practices do organizations need to adopt in order to increase their agility and position them well to profit from the recovery? In order to be more agile, they need to adopt talent management practices that allow them to change the skill set of their employees and motivate them to change their behavior. They should not be adopting practices that are focused on retention.

 

The key practices that will accomplish great agility include abandoning the traditional job description approach to talent management and adopting a skill based pay system that includes pay for skills and skill acquisition.

 

A market pricing approach is needed that will reflect the individual’s value in the market, not his or her job’s value in the market. Skill based pay does a much better job than paying according to “what their job is worth” of retaining those individuals who are critical to the organizations skill needs.

 

Jobs don’t have a worth; individuals do, and at a time of economic expansion it is particularly important that individuals be paid what they are worth in the market.

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What Great Companies Know About Culture, Deidre H Campbell

What Great Companies Know About Culture, Deidre H Campbell | Employer Branding News | Scoop.it

To better understand the ROI, my company, Burson-Marsteller, teamed up with the Great Place to Work Institute to ask senior executives from top-ranked companies about the value of a positive work environment. The survey garnered responses from 20 of the top 25 companies in the global workplace ranking. Here's what those companies do in common:

 

1. They invest more in their employees.

2. They're upgrading. 

3. They recognize that culture is critical to talent retention. 

4. They know their audience.

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