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 19 Clearly, the volume and range of metrics available to employer branding practitioners has grown significantly. So much of the process is trackable, frommedia and channel performance to candidate pipelines and retention rates. However, for this group, just over 10% feel they have to hand metrics that will influence senior leadership, allowing them the investment and encouragement to move the team and function on. “My view is that ’s because the usual metrics (tracking the process & channels) speak more to recruitment than the brand and reputation as an employer. Of course, hiring talent is crucial to business success, but reputation is just as important ”. Alison Heron This feels both a failing and an opportunity. If the vast number of metrics thrown up by employer branding activities have little heft and traction, as far as leadership is concerned, which ones might have a more positive effect? If this survey is pointing to issues around the size of the team allocated to employer branding or under-investment, then we aren’t asking the right questions of the vast range of data being produced by the various employer branding touchpoints, in order to produce the right answers required by senior management. > How can, therefore, such information point to enhance productivity? > To the organisational savings made by having an attractive, compelling employer brand? > To having average employee tenures increasing rather than decreasing? > To being perceived as a naturally go-to employer by in-demand talent pools? And this is by no means an exclusive list.