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Employer Branding by the Numbers

Nicole Dorskind, Managing Director North America, ThirtyThree, Shares Case Study Insights, and Successful Employer Branding Strategies

 
Nicole Dorskind, Managing Director North America, ThirtyThreeUS TotalPicture interviewNicole Dorskind

Given how competitive it is to find, attract, recruit and retain high-performing talent it's no wonder employer branding has taken on a new importance and urgency in boardrooms worldwide. My guest today on TotalPicture is Nicole Dorskind, Managing Director North America at ThirtyThree an international communications consultancy that creates communication and marketing strategies for a broad range of clients - from start-ups to Fortune 100 companies.

It wasn't long ago that companies seeking out agencies like ThirtyThree could have been considered patients - hemorrhaging talent, and realizing they were facing a double-edged crisis: rapid turnover of high-potentials, and difficulty recruiting top-tier candidates. The culprit in many of these cases: a poor employer band.

Welcome to a Big Picture Channel Podcast on TotalPicture, I'm your host Peter Clayton. Joining me today is Nicole Dorskind, whom I met at the Employment Branding Strategies Conference (#EBrandCon) in Chicago. She led a workshop on the importance of Employer Branding.

I asked Nicole to share some of what she presented in Chicago with the TotalPicture audience.

TALKING POINTS

Nicole, Tell us about your background.

How did you find ThirtyThree or did they find you?

So 33 is a global company focused on employer branding, employee engagement and Internal communications. Tell us more about your agency and give us a couple of examples of the kind of projects you're involved in.

How do you define employer branding?

Organizations with a strong employer brand - (I'm going to recite some stats from your workshop). Benefits of a strong employee brand:

  • 28% lower employee turnover,
  • 50% lower cost of hire, and
  • 100% increased job consideration (these stats are all from Linkedin)

so let's unpack these numbers. (Expand on this).

I'd like to spend some time talking about employee engagement - and I'm going to throw out some 2016 statistics:

32.6% of American workers are engaged (Gallup) that means 67.4% are disengaged. Hello? Is anybody home? Why is this still happening?

24% of employees worldwide are "actively disengaged" (Gallup) According to Glassdoor, "actively disengaged employees aren't just unhappy at work - they're busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish. They aren't just unhappy, but they're aggressively lowering morale and productivity levels. These people can be a real danger to any organization."

I wanted to include a global statistic since 33 is a global company - Nicole, are the engagement issues the same globally? Are companies in the UK or APAC -- dealing from the same deck of cards or are there different drivers when you approach engagement in different parts of the world?

47% of workers report that they have had to replace more than 20% of their workforce during the past 12 months (Spherion) What does that cost?

Recruiters and HR love to talk about millennials. So let's talk about them 21% of millennials say they've changed jobs within the past year, more than 3x the number of non-millennials (Gallup)

67% of decision-makers say they're more concerned about turnover at their organizations now than they were 12 months ago (Randstad) How about your clients?

53% of HR pros say that the highest priority in the coming year is to retain top talent (Xerox) (Which in my mind translates to a certain amount of job security for you and me).

And this from our friends at SHRM -- 46% of HR pros say retention is their greatest concern, followed by employee engagement at 36% Don't the two go hand-in-hand?

We could play this numbers game all day, but I think we've made our point. Disengaged employees are estimated to cost the U.S. between $450 billion to $550 billion, according to a Gallup poll. And, according to a CareerBuilder study, 69% of employers say they've been negatively affected by a bad hire in the past year.

We've done an excellent job of stating the problem. Now, let's talk about some ways to fix the problem. Because I would guess many companies call you when they realize they have a big problem and it's costing them a lot of money. If the toothache is bad enough you will go to the dentist.

One of the case studies you shared at your employment branding workshop was a project with JPMorgan. Can you tell us about that?

I'd also like to to talk about the project you did with Audible in Union City, NJ. Because I think this is the kind of employer branding challenge that most companies not named Google, Apple, Facebook or Amazon face. Tech jobs in particular are difficult to fill, and they had 100 tech jobs to fill.

Another topic, Nicole, that is very much discussed in the TA conferences I've been attending this year is diversity. Can you talk about your work with EMC?

What trends are you seeing relating to employer branding?

What is the best way to approach the C-Suite to get a budget to deal with the issues we've been discussing today?

How can our listeners connect with you?

Peter Clayton

About Peter Clayton

Peter Clayton, Producer/Host, is an award-winning producer/director of radio, television, documentary, video, interactive and Web-based media who has created breakthrough media for a wide array of Fortune 100 clients.

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