Free! Freshman "Employer Brand Operation Raiders" released!

As early as the end of the Spring and Autumn Period, the embryonic form of employment relationship appeared in China. According to Zuo Zhuan, when Cui Shi Rebellion happened in Qi State, Shen Xianyu, a doctor, took refuge in Lu State and "hired himself in the wild" to serve as a farmer's employee and was self-sufficient. In the thousands of years of the existence of "employment relationship", there are also many allusions that emperors will treat virtuous men and women. Before, the Duke of Zhou "held his hair three times and vomited his food three times, fearing to lose the people of the world"; Since then, Zhao Haoqi's "Five Kneeling" of Qin State and Liu Bei's "Boarding Zhuge Caotang" are all excellent examples of employing people. Back in time, the thirsty employer has changed from emperor to business owner. With the gradual disappearance of talent bonus, enterprises have to start thinking about how to attract talents and win Fan Sui by building employer brands. With this problem, the freshman visited more than 20 enterprises, combined with the cutting-edge practical cases at home and abroad, combed the methodology of employer brand building from the perspective of 0- 1, and compiled the book "The Second Curve of Talent Recruitment-The Whole Raiders of Employer Brand Operation", hoping to help enterprises uncover the veil of employer brand operation and better step into the road of employer brand building. The full report can be downloaded directly at the end of the article! In the early 1990s, SimonBarrow, a British management scientist, and TimAmbler, a professor at London Business School, first applied "brand" to the field of human resources and defined the concept of "employer brand". Drawing lessons from Needscope model in marketing, they put forward that employer brand also includes three dimensions of benefits provided by employers to employees, such as functional benefits of "working environment", economic benefits such as "salary" and psychological benefits such as "corporate image". In China, since 20 10, the demographic dividend of China has gradually disappeared, the recruitment has shifted from the seller's market to the buyer's market, and the employer brand has gradually entered the public's field of vision. Although employer brand is mentioned more and more frequently by employers and human resources practitioners, their understanding of employer brand is quite different. In the book Talent Magnets: Shaping Strong Employer Brands with MAGET Principle, the author believes that with the development of the times, people's understanding of employer brands can be roughly divided into three stages. In the first stage, employer brand is strongly linked to campus recruitment, and enterprises focus on attracting college graduates. The publicity of employer brand naturally targets this group of people by default. In the second stage, enterprise managers gradually realize that employer brand building is a systematic project, and employee experience is the core of this system. It is the employees who form the enterprise together, and the employer directly faces the internal employees. The employee satisfaction determines the health of the employer brand. In the third stage, in the Internet era, the flow of talents is becoming more and more frequent, and the competition in the talent market is intensifying. Enterprises have encountered great challenges in talent recruitment and retention. Some enterprise managers realize that in order to meet these challenges, enterprises need to establish employer brands that are both for internal employees and attract external talents. -"Talent Magnets: Shaping Strong Employer Brands with the Principle of Magnets" "It can be said that from the first stage to the third stage, enterprises have paid more and more attention to employer brands. Why the employer brand can go from behind the scenes to in front of the stage, and from shyness to powder black debut, is related to the change of the job market, the rise of the Internet and the emergence of a new generation. Understand why employer brand is so important. As Charles Handy, the father of management philosophy, once said, today's talents are not looking for jobs, but looking for employers. Talent measures not only the work itself, but the experience and expectation that an enterprise can give its employees as an employer. Today's new generation of migrant workers will pay attention to what the employer said and did when they joined the job, which will affect the employment choice of talents. In addition, Ren Shida's 20 19 global employer brand research report shows that 86% of the candidates will not consider applying for or working for a company with a bad reputation. Only in 202 1 year, the negative information of employers in well-known enterprises was listed many times in Weibo. Events such as "996, sudden death, sexual assault and disrespect for women" may make the employer image that enterprises have worked so hard to build collapse overnight, while bad word-of-mouth will make enterprises fall into the dilemma of talent acquisition. Finally, the quality of employer brand is not only related to attracting foreign talents and retaining domestic talents, but also closely related to the business development of enterprises. In fact, whether employees recognize employers will be directly reflected in the way they treat customers. A good employer brand is to take care of employees first, and then let employees take care of the customers of the enterprise. Aon Hewitt has published such research results. They believe that the best employer = the best employee = the best performance, that is to say, the best employer is always more likely to harvest high-quality employees, and high-quality employees can bring rich financial returns to enterprises. Knowing how to be a "technical" employer brand begins with the combing of EVP, which is the value provided by the organization to employees and the exchange of skills, abilities and experiences that employees pay for the organization. Simply put, when you want to buy employees' time, what is your bargaining chip? What functional, economic and psychological satisfaction can you give them, so that they are willing to believe, join, stay and pay? These should be included in EVP. What is the final presentation of EVP? We found that the EVP of some enterprises is a slogan, some enterprises are a few words, some enterprises are dozens of points, and even an EVP manual. In fact, EVP has no fixed presentation mode, and each mode can be applied to different scenes. For example, when we organize our internal training, the details are more comprehensive, but when we spread it to the outside world, a slogan can catch our eyes better. Of course, EVP is not a sudden epiphany. Its establishment requires enterprises to correctly examine themselves and fully understand talents. EVP carding ideas "confidant" means that enterprises need to sort out the services that employers can provide for employees at present, and restore "the true face of enterprises in people's eyes" through internal and external research. A confidant should also be a "confidant". Enterprises can make use of internal and external talent resources to conduct research, or rely on the employer brand report of authoritative organizations to grasp what most talents are paying attention to and care about at present. With a thorough understanding of self and an accurate grasp of talent demand, we can use the research results to "establish the core point of EVP". When writing, employer brand practitioners can summarize key information according to the core points, then summarize keywords according to these key information, and finally summarize slogan according to keywords. Enterprises can try to write different forms of EVP to form a perfect EVP system. The communication strategies of employer's brand can be roughly divided into two categories, one is "speaking out actively" and the other is "gaining authority to endorse for us". The so-called active voice means that the employer actively outputs the image of the employer in the media matrix. Enterprises can divide the communication objects of employers into internal employees, talents recruited by schools and talents recruited by social organizations. And develop differentiated content strategies according to different groups. For example, in the face of "internal employees", enterprises can start with employee stories, internal recommendation activities, holding employee care activities, and promoting corporate culture. In the face of "social recruitment of talents", enterprises can highlight the stability of the platform, salary and treatment, work-life balance and so on; Faced with "recruiting talents to attract wisdom", enterprises can plan campus ambassador recruitment, school recruitment start-up, campus publicity, theme air publicity and so on according to the process of school recruitment. Self-talk propaganda is always unconvincing, and enterprises can also borrow compliments from others and let the authority endorse themselves. For example, by participating in the selection of employer awards, accepting exclusive interviews from authoritative organizations, participating in professional forums, etc., we can enhance the authority recognition and enhance the persuasiveness of corporate employer brands. Enterprises should pay attention to the evaluation of public opinion while letting third-party authoritative organizations endorse for us. Enterprises can conduct public opinion monitoring in Zhihu, Maimai, Weibo and other channels in time, listen to external voices, and avoid the continuous fermentation of negative information. Channel strategy in employer brand promotion, content is the core, but a good channel strategy can make content seen by more people. In the face of mixed channels, enterprises should not "spend money like water and gradually become attractive", but should choose channels according to their own brand tonality and candidates' characteristics and formulate operational strategies that fit the channels. For example, in the recruitment in official website, enterprises should ensure the timeliness and richness of the content, and comprehensively display the contents of enterprise introduction, enterprise culture, social welfare, enterprise life, welfare treatment, training plan, employee stories, recruitment trends, job hunting and so on. Formally, official website can vividly display his employer's brand information by carrying video, VR, robots and other technologies. On the WeChat public platform, operators need to establish the positioning or objectives of official WeChat accounts (such as conveying employers' opinions/enhancing employees' welfare/attracting talents). ), and after a clear positioning, establish the update frequency (weekly shift/daily shift) and content style (such as relaxed and lively/professional and formal), and then the operators can plan the content around the target or EVP, accumulate their own topic pool, and push it regularly to ensure the continuous exposure of the enterprise. In the pulse, enterprises can create their own "personal design" and actively display information such as enterprise dynamics, employees' voices and work information. HR can also carry out the activity of "I give my confession to XX" internally, calling on everyone to share their real work experience, gather the strength of employees and shape a more comprehensive employer image. In addition, facing the talents of pulse center, enterprises can also add friends, establish their own network layer, and then influence these spare talents through content. The above content is taken from Dayi's "The Second Curve of Talent Recruitment-The Whole Raiders of Employer Brand Operation". In the full version of the report, we will continue to share with you: What are the nanny-level strategies for companies to write employer value proposition (EVP)? How to do a good job in channel operation and increase the spread of employers? How to measure the effectiveness of employer brand? What inspiration did the excellent practices of enterprises such as vivo, JD.COM and Hapnokai bring us? Pay attention to the official WeChat account of Dayi Cloud Computing, reply to "Employer Brand" and download the full text of the white paper for free.