The main focus of Dell’s early employment branding strategy was to be visible where candidates were spending most of their time – on social media. However, there was no real approach to our content strategy on social. We simply followed a post and pray model to increase brand awareness, where we posted pictures that we thought were globally relevant and prayed that we’d reach candidates in all markets to join Dell. As social media evolved, so did our approach to Dell’s online presence.
In 2015, Thermo Fisher Scientific was looking to launch the company’s first employer brand. The Fortune 500 Company employs 55,000 professionals in diverse fields including the research, healthcare, industrial and applied markets. Thermo Fisher Scientific offers services and products that enable its customers to make the world healthier, cleaner and safer. The employer brand team was faced with a challenge: How do you take an enormously successful company with a humility-focused leader and communicate a story that will make people want to work there for the right reasons?
GoDaddy’s mission is to radically shift the global economy toward life-fulfilling independent ventures. We power the world’s largest cloud platform dedicated to small, independent ventures. With more than 14 million customers worldwide and more than 63 million domain names under management, GoDaddy is the place people come to name their idea, build a professional website, attract customers, and manage their work.
Our top 3 strategic initiatives as we began this transformation in 2013 were to transform the brand, grow the business globally, and build a diverse and best in class product and engineering function. We traditionally did not have a strong employment brand within the engineering community. In fact, we had a negative employment brand hiring engineers, particularly from Silicon Valley. We had to find ways to reestablish our employment brand messaging and our advertising to be more about what we do and who we do it for.
Appirio is a global services company that helps customers create next-generation Workday and Customer Experience using the latest cloud technologies. Our free-thinking consultants deliver unmatched customer value by creating actionable strategies, delivering results quickly, and helping organizations adapt to a new experience - driven era. We do this by harnessing the power of one of the world’s largest crowdsourcing communities and thousands of pre-built solution accelerators. Appirio is a trusted partner to some of the world’s largest brands, including YP, Cardinal Health, Coca-Cola, eBay, Facebook, Home Depot, Sony PlayStation, Moen, and IBM.
This past year, Appirio transformed our interview process to make it more effective and efficient, to ensure we are making the right hiring decisions as well as providing an excellent candidate experience. We did this by providing standardization, a job competency library of behavioral based interview questions, evaluation scoring aligned to an area of the business/role, interview training, and a strong focus on transparency and communication.
Five years ago, recruitment marketing at Dell was a completely different landscape than we have today. There was no consistent global employment brand, no real social media strategy when it came to attracting talent, and very little recruiter engagement through social media. Though we did have career-related social platforms, we had little to no interaction with teams outside of our HR organization.
Centric Consulting is a business and technology consulting firm with nearly 800 people across the US and India.
Our core purpose is to create unmatched experiences for our employees and clients. Thus, the cornerstone of our talent acquisition efforts is showcasing the unique the aspects of our culture that make for a special employee experience.
In 2015, Centric Consulting was looking for creative ways to increase our talent pipeline while still being mindful of costs and true to our culture. After much conversation and consideration, we launched our first major employer branding campaign on Glassdoor.
All of the local tech talent was moving away after university so we wanted to target something towards recruitment. We saw a need for an event that could connect University students to the local tech community to educate them on the job prospects within Victoria. A major contributor to the local talent pool are the students that graduate from the University of Victoria’s Computer Science and Engineering departments.
Attracting and retaining talent is harder than ever. In 2014 Virgin Media came to us with a problem: “How do we bring our brand to life through the recruitment process and offer support and guidance to all our candidates?” Virgin Media came to us with this question prompted by two major factors. Firstly they were concerned about their -29 Net Promoter Score and the resulting impact this could have on this brand. Anything associated with Virgin comes with certain service expectations and this was a concern. Secondly, conversation with Virgin started directly following ‘Google’ Dave Hazlehurst’s speech at LinkedIn’s Talent Connect 2014 in London. The keynote scrutinised what recruitment would look like if brands became famous for how they treat people when they fail - or ‘silver medalists’ as we name them. We knew the answer was multi-faceted. First, it required an introspective and honest look at current practices.
Founded in 2012, Lever is a fast-growing, venture-backed recruiting software company based in San Francisco. We formally launched our applicant tracking system in October 2014, and during our first year on the market, the number of customers using our core product grew from a handful to 600. Looking ahead to year two, we needed to quickly double our team to support ongoing growth but we wanted to do it the Lever way, maintaining our strong commitment to building a diverse and inclusive workforce. Employees had founded Lever’s first Diversity & Inclusion (D&I) task-force when we were only 10 employees, and we had worked hard to achieve balance. By October 2015, 43 percent of our employees were women and about half were nonCaucasian. We knew we needed to scale, but were intent on continuing our D&I progress.
Likeable Media is a dynamic social media agency that’s fast, smart and likeable. We are independently owned by Dave and Carrie Kerpen, who started the company under quite unique circumstances. The beginning of our business was also the beginning of our family, which has had an enormous impact on our culture and how we operate. We are a small but impactful team that creates amazing content for huge brands. Our people are our product, and our team of 50+ employees has rated us as one of the best places to work in NYC for four years in a row for the Crain's List. Our culture can be characterized as passionate, inclusive, and collaborative.
You’d think that for being a recruiting company, we’d have a perfect recruiting process from the very beginning. Quite the opposite actually. We almost missed our hiring goals by 40% in our first year of hyper-growth! It all began in July 2015, when we sat down to forecast our hiring needs for the remainder of the year. At the time we had 50 employees. The forecast said we needed to be at 175 by the end of the calendar year in order to hit our aggressive business goals. Based on our historical recruiting capacity, we could probably end up at 70 if we kept going as-is. That just wasn’t going to work.
Cisco is no longer a “networking” company, it’s a technology company, with a new CEO, a new Executive Leadership Team and a new focus on culture with a newly appointed Chief People Officer. Not even a year-old, Cisco’s People Deal – the employee value proposition that guides our culture was the catalyst for a shift in Talent Brand voice, because not only was there a description of what Cisco expected from employees, but what employees could expect from Cisco. Most people know of Cisco, but do they really KNOW Cisco? The Talent Brand team had to overcome the image of Cisco as this “stodgy old tech company” image. We are diverse, we are cutting edge, we are a great place to work – and our employees are the ones saying it.
Diversity. How many times have you read or heard that diversity is the key to a company’s success? Most times you can turn to the good ole fashioned diversity statement in an organization’s careers page or a diversity message from the company’s CEO. Many employers believe the generic statements will bring diverse candidates into the workplace or that diversity is a one-size fits all approach. That simply is just not the case.
Before diving into how we use data, let’s review a few things about our company and our Talent Acquisition team. Opower is the leading provider of cloud-based software to the utility industry, and our mission is to help utilities build a clean energy future. If you’ve ever received a home energy report in the mail that compares your energy usage to your neighbors, that’s Opower. Our Talent Acquisition team is comprised of 15 people, and we hire about 200 employees per year collectively (we reached 600 employees in 2016!). Although our budget for tools and resources is pretty lean, we have one person dedicated to analytics, who splits his time between HR and Talent Acquisition analytics.
We needed to attract top Sales and Finance professionals in a highly competitive & demanding market (Sweden, Denmark, Finland, and Norway) to join our Oracle Applications Sales team. If you’re looking for the best way to approach your market, the first thing you should be working on is finding out everything about it. This is how we planned to take action – we researched key market insights to inform our recruiting outreach strategy.
One of our five core values is “People Are Our Strength”, which we take very seriously at all levels of the organization. This value drives our emphasis on talent development, and inspires us to overcome limited resources to deliver for our employees. As a not for profit charitable institution, we work with limited resources to deliver meaningful training and experiences to our staff in order to support both career growth, and the needs of the business. The backbone of these development initiatives is our professional development programme, HR360.
Referrals are one the the best sources of hire for most organizations, and Dell is no different. We’ve been working to enhance our referral program over the last several years to drive quantity, improve quality and make the experience more meaningful for our employees. This is how we did it.
Over the past several years, the Dell Talent Acquisition COE team reviewed, analyzed, updated, and enhanced our global Employee Referral Program. This included: reviewing and updating the policy so that it was consistent across all locations, providing clarity around payout amounts and timing, implementing a social sharing job tool/talent community, creating regional teams to promote the program and centralizing and improving the administration of the program.
How do you help nearly 1,000 employees spread around the globe to understand, live, and bring an employer brand of a hyper growing global start-up to life each and every day?
This is one of the questions that keeps our Talent team, and surely many others, up at night. Hootsuite has experienced four years of explosive growth, growing from 20 to nearly 1,000 employees, and seeing our operations grow from one to nine countries (and counting) during that time. We’ve always been an organization with strong values, but scaling our Employer Brand with this type of growth takes more than a compelling Employer Value Proposition (EVP). We needed to find a way to iterate on our current frameworks. To articulate and capture what makes Hootsuite special, and make it easy for current and future employees to sing from the same sheet of music. Our answer was to develop an Employer Brand playbook, “A Guide to #HootsuiteLife”. The playbook was developed to share the why, what, and how we approach Employer Brand; including examples of Employer Brand campaigns and how our peeps can bring them to life. Focused primarily on equipping our talent department, we also wanted to build something that our employees felt equally empowered by.
How We Linked Culture and Strategy to Drive Engagement and Create an Inspired Workforce [Earls Kitchen & Bar]
Our aim on this initiative was to create a clear culture that links to business strategy, foster and create an engaged workforce and take a stand for leadership. Therefore, beyond building a business that we’re proud of, we see our partners (our term for “employees”) thrive and become a leader in their life, and ultimately we become a top career destination for young people in North America.
Statistically, only 25% of completed job applications will ever get reviewed by a hiring authority at an employer. Very few will ever receive a response from a real person. In an effort to improve our candidate experience, based on feedback from job candidates in 2014, we audited our process to find only 12% of the 100k applications received annually were being reviewed. We thought we could do better than that.