How can you cut recruiting costs with your employer brand?

Having worked at a company with a good employer brand, I can tell you firsthand that the weight of an employer brand is heavy. The number of people who genuinely WANTED to be part of our organization was eye-opening. You see the ripple effects everywhere - more candidates replying to your InMails, fewer missed interviews, a higher acceptance rate to job offers, and so on. A solid employer brand really does change the game.

Leveraging AI, specifically ChatGPT, can significantly cut recruiting costs while enhancing employer branding. By automating initial candidate interactions, AI ensures consistent and personalized engagement, promoting a positive candidate experience. It swiftly filters and shortlists candidates based on predefined criteria, optimizing efficiency. Moreover, AI-driven content creation tailors job descriptions and communications, highlighting company culture and values, and fostering a strong employer brand. This streamlined process minimizes manual efforts, accelerates candidate sourcing, and cultivates a favorable employer image, all contributing to cost savings and attracting top talent.

All brands - but most especially employer brands - are essentially relationships. Like personal relationships, your employer brand's strength is proportional to its intimacy. Just as your relationships with your family and friends are more intense than those with casual acquaintances, your employer brand is most acute with current employees, then lessens in intensity as you go to former employees, those who know about your organization, to those who have never heard of you. If you think about employer brand through this lens, managing and strategizing an employer brand becomes clearer. But no easier.

I've found that investing in employer branding can dramatically cut recruiting costs. When the team and I focus on building a solid brand reputation, it naturally attracts more qualified candidates. This reduces the amount of time and money we spend on sourcing. We leverage social media and our company online presence to share what makes our culture unique. Our existing team members have become brand ambassadors, sharing their experiences and thereby attracting potential candidates through their networks. We track key metrics to see if our branding efforts are effective. But when done right, a strong employer brand can make a huge difference in not only attracting top talent but also retaining them.

Employer branding is extremely important when it comes to attracting top talent. Even when you're not hiring, it's best to use social media content sharing tools to educate others on your mission, vision, culture, accomplishments in addition to sharing professional tips, company events, market trends, etc. Think of it as proactive advertisement. Most candidates will leverage LinkedIn and Glassdoor to get insights about your company and if your brand is positive, you'll see relatively quick & positive results in the hiring process. On the flip side, if your brand is negative, the hiring process will be long, frustrating and expensive.

While often badged solely as an attraction tool, an employer brand can (and in many cases should) reduce application numbers which carries an immediate cost saving all by itself. Longer-term impacts can include higher productivity reducing the number of hires needed to achieve profit or revenue goals, and workforce stability making succession planning a more accurate and efficient process. Everywhere you look, there are sustainable savings to be found if you get it right and do it well.

When you are able to strengthen your employer brand you are able to create awareness and loyalty both internally and externally. This reduces recruitment costs because there will be more interest working with the company on an active level reducing outreach efforts, advertising costs, time to fill times are shorter and the candidates are excited to join which makes the experience more enjoyable and can plant the early seed for retention (also reducing costs). For the internal employees a stronger brand can create a sense of purpose, belonging, and attachment which will reduce attrition and allow for more creativity and productivity by the happy and connected employees - plus... retention.

A strong employer brand can help reduce recruiting costs in several ways: - Attracting passive candidates - Increased employee referral - Efficient Screening and selection - Enhanced candidate experience - Fewer Recruiting agencies In summary, a positive employer brand not only attracts more candidates but also reduces recruiting costs by improving the quality and fit of candidates, increasing employee referrals, and minimizing turnover. It streamlines the recruitment process and makes it more efficient, ultimately resulting in cost savings for the organization.

This is an area where Recruiters pull dual-duty. We are typically the face for the organization & as such, are advertising not only jobs, but the culture / core-values, the project, history + direction we're headed, etc. It (the brand) can be sold to help an indecisive candidate with multiple options in front of them, it can help to build trust on the frontend of the process, & many times (especially in Video Games) it can be the primary differentiator between a candiate being interested in even pursuing a role to begin with (does your Studio have a bad history? Great, people will avoid / may not even give your Recruiter the time of day).

Having worked as both an in-house Recruiter and an agency Recruiter, I can without a doubt say employer brand is crucial at the time of recruiting. Not only from a "marketing" standpoint, but by having people already know of the company, what they do and having genuine interest in working at said companies. Also, referrals, employees who like their workplace will be much more likely to refer friends/ex-coworkers to join their current company, and who is more suited to know about their team and projects needs than someone involved in the project? Hiring a referred candidate (who is suitable for the position) has multiple advantages, the referrer will feel valued, and the hired employee will start already grateful with whoever referred them.

Some of ways to get start: 1. Number of applicants: a metric that measures the number of applicants that a company attracts and reaches out to during the recruitment process. It shows the level of attractiveness and applicant interest in the employer brand. 2. Employer brand awareness index: the level of recognition and awareness of the employer brand within the target talent pool and candidates. 3. Employee satisfaction index: an index that measures the level of employee satisfaction with the company. 4. Turnover rate: the rate at which employees leave the company within a certain time period. 5. Social media engagement rate: the rate of interactions, comments on social media related to the employer brand.

What do your target audience think about you as an employer? What do think after being exposed to your branding? Have you shifted their perception? Is it closer to where you'd like it to be? Do they believe what you say? Is that more likely to make them want to work for you? Is that more likely to make them apply to work for you?

Here are some examples for ?? Talent-related metrics: ? Employee engagement - how long employees stay and how many leave voluntarily. ? Employee Net Promoter Score reflects appreciation for you. ? Employee reviews reflects experiences and opinions of you as an employer. ?? Recruitment-related metrics: ? Applicant fit indicates the interest of suitable candidates in your organization. ? Number of applications reflects your attractiveness. ? Recruitment cost indicates your recruitment efficiency. ? Offer acceptance rate reflects candidates' willingness to join your organization. ?? Talent attraction-related metrics: ? Brand awareness reflects your visibility in the job market. ? Brand perception reflects your differentiation.

1. Does your brand perception with your target talent, change year on year? i.e. are you developing your reputation with talent? 2. How does it compare to your competition? Are they stronger in being recognised for attributes and stories that you believe you should be market leaders in? 3. Are you marketing your brand well? - measure Impressions for brand awareness on maybe programmatic - sure; but focus on CTRs (click thru rates) and video/content plays for genuine connection with talent on social platforms. 4. Quality of applicants. Do you have increased apply to interview/consideration rate? - this means you communicating your employer brand well. 5. Retention. If they stay, they believe in you.

It starts with a problem you are trying to solve. There is no simple answer. Define your problem and work backwards to solve it using talent branding. If the challenge is around the talent pipeline, your metrics would be about a number of applications. If reputation is your challenge, eNPS and Glassdoor scores would be one way to measure.

One of best way to promote employer brand is story-telling which we're following: - Origin story: telling the story of the founding, history and development of the company. - Employee success story: sharing stories of employees overcoming challenges and succeeding at work. - Diversity and Inclusion story: telling about efforts to build a diverse and inclusive work environment. - Community impact story: sharing the company's community activities and impact. - Work-Life Balance story: telling how the company helps employees balance work and life.

Recognizing that a thriving employer brand is pivotal for attracting top talent, I firmly believe that harnessing the power of strong employee ratings is a game-changer. While measuring a brand's pulse is crucial, fostering a workplace where employees genuinely enjoy their experience results in positive feedback that resonates. These authentic ratings on platforms like Best Places to Work, Great Place to Work Institute, LinkedIn Company Pages, and Glassdoor substantiate a commitment to an exceptional work environment. These reviews hold significant sway within the competitive job market and serve as a testament to the genuine essence of a brand.

Here are some tips: → Keep your audience coming back. Engaged. Educated. Entertained. → Realistic job advertisements. → Employee spotlights and video interviews or testimonials. → Transparency when it comes to the culture and values during the company presentation, and the interviewing process. → Storytelling +social media presence adjusting to each platform. Creating an interesting and dynamic impact will build an engaged audience.

One of THE greatest and FREE ways I’ve helped companies improve their brand in a massive and tangible way is to improve the footprint on a platform. How? Take LinkedIn for example. The company page pushed out the content. The EMPLOYEES could pick and choose at least 2 pieces of content a week to repost WITH comments. This took place for 90 days. For every piece of content the employee reposted that included comments how the company embraced the content subject, they were entered for to win a vacation paid. Having organic growth of the company brand content FROM the biggest users of the company - the employees - was a greater ROI, improved performance, and created engagement. HR was very inundated with resumes.

This is asking: How do I get to New York? Well, where are you now? Every company is different. Every company has different contexts. And (most importantly) every company (SHOULD!) have a different sense of what the brand is and what it's for. At the same time, there is no such thing as a good brand or a bad brand. There is a lid for every pot. You can't appeal to everyone. So the question should be, "How do I strengthen my brand." You might say that's the same, but that's not correct. There are no one-size-fits-all solutions to a brand situation. "Improve" implies that brands are on a good<>bad continuum and that's a path to weak branding.

I would like to believe that a brand is something that is unique, and distinguishes itself from the others in the category! So, the only way to do that -is by being authentic! Given that technology and finance are level playing grounds now, it is the human capital that differentiates the best companies from the rest. Being employee-friendly, helping them achieve the best, and even enabling career paths internally in any organization, will prevent them from looking for greener pastures elsewhere! We all know reputation is what others think of you- the character is what you truly are, what you do -when no one is watching! And guess what, happy employees are contagious, and bring in happier customers, and growth!

Maintaining an employer brand demands ongoing attention, yet excessive feedback solicitation risks overwhelm. Relying solely on online platforms for reputation management might skew perceptions. Regular content updates could prioritize quantity over quality, diluting authenticity. Quantitative metrics matter, but qualitative aspects like culture impact too. A balanced approach is a way to a well-rounded employer brand strategy.

Pay attention to the ebbs/flows of employee interaction with each other, team leaders, organization stakeholders. Identify sore points, have the courage to acknowledge change is needed and communicate this effectively. Get employee engagement into possible changes and act swiftly.

Employer brand is the responsibility of the company. Not just one person or one team. Companies are intricate and ever-changing, with opportunities to insert employer brand initiatives at every turn. To remain on top of opportunities, whilst ensuring your stakeholders are already onboard: create a working group made up of marketing, comms, HR, recruitment, legal and IT. Meet regularly, discuss change, report on results and use this group as your driving seat to create and embed change.

Like any belief, you maintain it through ACTION. If you believe in ending world hunger, you prepare meals. If you believe in salvation, you pray. If you believe in being “a great place to work,” you: - Empower managers - Remove friction from process - Create safe spaces to share - Promote diversity - … and any number of additional criteria that might appear in the pillars of your EVP. Alongside the actions taken, you communicate thoughtfully, frequently, and with emotional storytelling. Tell the stories of people succeeding at those actions. Show your team what it looks like to put belief into motion.

Set a meeting with your CFO. Explain branding, not it TA terms (time to fill, etc) but in business terms (pile of cash to save, piles of customers to create). Why the CFO? Because they control the money. Where HR and TA will have to wait until next year and the gauntlet of the budgeting process to do anything smart (because they are seen as cost centers), the CFO can approve the funding in the meeting. And when the CFO is behind you, the sky's the limit.

Leveraging Employee Advocacy for Growth We shifted from heavy ad spending to employee advocacy to improve ROI at a former tech firm. We urged staff to share work stories on social media, focusing on LinkedIn to highlight our culture. To aid this, we offered content creation training. The outcome? LinkedIn's organic reach tripled in six months, application quality rose, and referrals increased. Authentic employee narratives enhanced our brand, fostering company pride and camaraderie. For effective employer branding, the genuine stories of current employees can be the most impactful tool.

If we want to build a great employer brand, I think we need to build a great community. It's not just employees but candidates, guest, customers and pretty much anyone that talks about company at anywhere and anytime.

They say that you get what you measure. Typical EB metrics include the money & time spent on recruitment or the quantity & quality of received applications. However, these aspects do not directly reveal what is important to individual people — the people that the employer brand aims to attract. For them, the value of brand is perceived more as an emotional scale, with dimensions such as reliability, attractiveness or joy. And it is true that if an employer brand fails to evoke any emotion, it is unlikely to be a success. On the other hand, if an employer brand ignites a positive spark in a person, the recruitment process can transform from a business transaction into a starting point for a shared journey. You get what you measure.

Top leadership publicly commits to DEI goals and ensured that diverse voices were represented in decision-making processes. collaborating with local cultural experts and NGOs to tailor training programs that address unconscious bias and promoted cultural competence among employees. A confidential reporting system for incidents of discrimination and harassment, fostering a safe environment for dialogue needs actively be in place. Regularly measure progress using employee surveys and representation metrics. These efforts will result in increased employee satisfaction, improved relationships with the local community, and a stronger, more inclusive organizational culture that celebrates diverse heritage.