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Employment Branding II (August 26, 2004) The labor shortage creates a new requirement for the development of relationships between employers and demographically defined pools of candidates. This process, which is an outgrowth of the emerging changes in the basic concept of management, is nothing less than a redefinition of the boundaries of the organization. Figure 1. Elements of an Employment Brand Checklist
Immediate Requirements Medium Term (1 to 3 Years) Long Term (3 to 5 Years) Prioritization and Budgeting
Department-Level Demographic Targets
Message Components
Value: Propositions and Realities
Audience Retention/ Relationship Management
Performance Feedback Mechanisms
Delivery Mechanisms
What makes Company X the employer of choice for Unix professionals is unlikely to be the dynamic that attracts candidates in accounting. A brand, as it is commonly understood, is a good place to start. But, the focus on being a generic "employer of choice" is an inadequate vision for effective long-term labor supply management. The correct approach to brand development moves the equation as close as possible to the potential candidate. In a shortage environment, the candidate holds the upper hand and all approaches must become candidate centric. In other words, the brand exists through the eyes of the potential candidate, not the company insiders. Employment Branding I - John Sumser © TwoColorHat. All Rights Reserved.
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