Employer Branding Global Tours 2007-2014

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2014 Employer Branding Global Trends Study

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I'm please to advise of the launch of  Employer Brand International's '2014 Employer Branding Global Trends Survey Report.'

I enjoyed writing the report after we analysed data from more than 1100 organisations from 19 countries and regions across all industries in the private, pubic and not for profit sectors.

The global study released today details key insights into the current status of employer branding and future plans for organisations whilst highlighting key trends over the past five years of the trends tracking study.

To read the media release and to purchase the report please click here>

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Employer branding for business success at Volvo Cars

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The following interview and article is an abstract from the case study, ‘Employer Branding for business success at Volvo Cars,’ published in Employer branding & the new world@work click here for details>


I had the pleasure of sitting down with Sara Axling, People & Employer Brand Strategy Manager, Volvo Cars during our recent European Employer Branding World Series Summit in Paris. What strikes me most about Sara is the depth of her knowledge, understanding and experience in employer brand management. Every year I met hundreds of leaders and very few come close to Sara’s insights and approach towards employer branding. Her passion for employer branding is also a standout!

As the senior leader responsible for Volvo Cars’ global employer brand strategy, Sara is constantly juggling multiple challenges as the brand navigates new market entries, an uncertain global economy and the impact of technological and social changes which are shifting the paradigm in how companies attract and retain talent.

Company overview
Volvo Cars’ vision is to be the world’s most progressive and desired premium car brand. It is stated in our mission that our global success will be driven by making life less complicated for people, while strengthening our commitment to safety, quality and the environment. This is embedded in Volvo Cars’ corporate strategy, “Designed Around You” which puts people at the centre of all company operations. The strategy is a foundation and a guide for our business, our products and our corporate culture. With this corporate strategy, combined with an ambitious expansion plan, our aim is to sell eight hundred thousand cars by 2020. Volvo Cars Headquarters is in Gothenburg, Sweden. We have production sites in Sweden, Belgium and China. Our design centres are located in Barcelona, Shanghai and just outside Los Angeles. On a global basis, Volvos are sold in approximately one hundred countries, by approximately two thousand, three hundred dealerships. Volvo Cars employs approximately twenty three thousand people worldwide.

What were the key drivers for investing in employer branding at Volvo Cars?
The reason to invest in employer branding at Volvo Cars was driven by our corporate strategy “Designed around you” and our aim to sell eight hundred thousand cars by 2020. If we are to achieve our aim to double our sales and transform Volvo into a true premium car brand we need to be able to attract, engage and retain people who can bring this new strategy to life. The launch of our “Designed around you” positioning provided us with a golden opportunity to establish a new way of thinking about and working with employer branding at Volvo Cars. We made employer branding a strategic priority and it was strongly supported by senior management.

Our employer brand strategy is aligned and connected to the brand, people and product strategies at Volvo Cars. It has its base in the corporate strategy ‘Designed around you’ as well as in our corporate culture.

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Behind every great employer brand is a great leader supported by a team of greatness

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EMPLOYER BRANDING BEST PRACTICE - The inside stories

'Behind every great employer brand is a great leader supported by a team of greatness'

Key Insights into adidas Group’s employer brand strategy

One of the best global employer brands I have followed for the past five years is adidas Group. I’ve been fortunate to host their Global Employer Brand leader, Stephen Fogarty in seven countries as a speaker at our Employer Brand World Series Summits and most recently in Australia and New Zealand. You get to learn alot about the leader behind the employer brand when you spend so much time together. This paper will provide insights into adidas Group’s global employer brand strategy with a focus on the Group’s digital communications and EVP localisation strategy to support their aim to attract and retain the talent required to achieve their organisational objectives.

About the adidas Group
The adidas Group is one of the global leaders in the sporting goods industry, offering a broad range of footwear, apparel and hardware for sports and lifestyle. Their brands are renowned for their innovation and heritage and include household names such as adidas, Reebok, TaylorMade, Adams Golf, Ashworth, Rockport, CCM and Five Ten (see figure 1).

Figure 1: adidas Group website home page
http://www.adidas-group.com


 

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Employer brand helps match talent

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For the original article in February 2014 edition of HR Future please click here>

Despite economic uncertainty companies still invest in their employer brand to attract the best talent.

New research by Australia-based Employer Brand International of more than 3,000 organisations shows that, whilst the economic outlook remains uncertain in many countries, the smart companies continue to invest in their employer brand strategy with 39% of companies planning to increase their investment in the coming year.

Interestingly, 57% of survey respondents said their companies are planning for a growth phase and only seven percent said business is declining.

The global study on a range of key employment variables was undertaken to assist leaders to better understand the regional variances in employment around the world and the key areas impacting on the success of the employer brand strategy in national and global companies.

It is no surprise respondents choose economic issues (41%) as the factor they believe will impact most on their business over the next two years. However, employee capability (18%) ranks second along with shortage of talent (15%) as major issues their companies are facing.

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Tour Countries 2007-2014

Australia

Belgium

Canada

Chile

China

Denmark

France

Germany

India

Italy

Lithuania

Malaysia

Netherlands

NZ

Philippines

Poland

Romania

Russia

Singapore

South Africa

Spain

Sweden

Switzerland

Turkey

UAE

UK

Ukraine

USA

Uzbekistan

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