NH237 Consulting and WDAD Communications - Research on the future intentions and challenges facing the UK’s employers

The opportunities for the Employer Branding profession have never been greater and neither have the challenges 18 Whilst many recruiters will go out of their way to outline the challenges of the external talent market to hiring managers, such people often adopt an entirely internal view. It may have been some time since they themselves were going through the job changing experience. Last year’s unemployment spikes may well have confirmed to them how lucky candidates are to be engaging with their organisation. Great TA professionals need to constantly educate hiring managers as to the external realities and choices at the disposal of great candidates. In some ways, such answers clash with another question touched on earlier during this research. We asked our group whether their Employer Brand had been recognised to a greater extent during the last 12 months within their organisation. Just 2% of respondents disagreed with this view. It feels as though there is a gap between key internal stakeholders recognising the importance of the Employer Brand and themmisunderstanding its constituent elements. They perhaps still picture the Employer Brand in design rather than broader experiential terms. One of the perennial challenges of those people managing an organisation’s employer brand is their capacity to produce metrics that influence senior stakeholders and, presumably, the respective budgets. To what extent do you agree with the following statement? Our inability to produce Employer Branding metrics which influence senior leadership inhibits the progress of our function. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Completely agree Agree Neither agree or disagree Disagree Strongly disagree