Brett’s opinion is sought globally by the media and HR, Marketing and Management publications. His articles have featured in publications around the world including titles such as The Ecomomist, Business Week, HR Future (South Africa), The Human Factor (India), Personnel Zaradzanie (Poland), The Opinion Leader (Finland), HRM Magazine (Singapore), HR Professional (Canada), HC Magazine (Australia), Personnel Today UK, International Association of Business Communicators, Times Ascent (India), Universum Quarterly, Human Resources Magazine (Australia), NZ Management (New Zealand), onrec.com, Executive Grapevine (UK) and ERE Journal of Corporate Recruiting Leadership. Brett is an International columnist on employer branding for HR Future, South Africa's leading HR publication.
This section includes a selection of articles from Brett Minchington's catalogue.
Article published in ERE Journal of Corporate Recruiting Leadership
If more companies had the answer to the question, “Why would someone want to work for us?” chances are we wouldn’t have the increasingly high levels of disengagement we do now amongst employees in companies around the world. The past few years have witnessed one of the most severe periods in economic history following the meltdown of the global financial system, which had its roots in the subprime mortgage market and took hold when Lehman Brothers filed for Chapter 11 bankruptcy protection in September 2008.
Article originally published in South Africa's leading HR publication, HR Future where Brett is an International monthly columnist on employer branding. click here for the published article.
This article provides some insights into "The role of leadership in employer branding as featured in Brett's new book Employer Brand Leadership - A Global Perspective.
Build employer brand leadership capabilities in your company
The role of an employer brand manager is increasing in scope as the discipline evolves. As the line between the role of human resource, marketing and communication professionals in talent attraction and retention continues to blur, employer brand managers are being empowered to deliver responsibilities from all three functions.
In 2006 when I published my book, ‘Your Employer Brand attract-engage-retain,’ the position of an employer brand manager was virtually unheard of. Today companies such as Nike, Ernst & Young, UnitedHealth Group, Vestas Wind Systems, Starbucks, IBM, Ahold, E.ON, Deloitte, Nordea, DONG Energy, HP and Deutsche Bank now all have dedicated employer brand managers focused on developing their company’s employer brand.
Employer Brand Leadership Capability FrameworkTM
To assist employer brand leaders to better manage their cross functional responsibilities I developed the Employer Brand Leadership Capability FrameworkTM to ensure a consistent approach to employer brand management. (see figure 1).
Figure 1: Employer Brand Leadership Capability FrameworkTM
(click image to enlarge)
The key functions contained in the Employer Brand Leadership Capability FrameworkTM include:
This is an excerpt from the article which was published in Australia, Poland and in South Africa's leading HR publication, HR Future where Brett Minchington is an International guest columnist.
This article provides some insights into Employer Branding 3.0 as featured in Brett's new book Employer Brand Leadership - A Global Perspective.
Employer Branding 3.0 - Connecting employees and customers for a better society
For the past two and half years I have been travelling the world interacting with leaders and sharing best practice in employer branding. Each new country provides an opportunity to learn about the local nuances and the challenges of delivering an employment experience which positively impacts on an employee’s ability to deliver a brand experience expected by their customers.
In each of the twenty countries I have travelled to, it is evident there are political, economic, social and technological forces confronting companies which will require a combined stakeholder effort to ensure business sustainability. However I find there is one common force that connects us all - the human will to create a better society. We hear political leaders talk about it in discussions on critical issues such as climate change, financial reform and labour practices. Future sustainability will require a collaborative effort to maintain a healthy balance of ‘what’s good for profit’ and ‘what’s good for society.’
A study by the US Federal Reserve Board showed the dramatic increase in the importance of intangibles such as brand to overall corporate value in the second half of the twentieth century. Today it is possible to argue that in general the majority of business value is derived from intangibles such as the employer brand.
Since its inception in the early 1990’s employer branding has evolved through three stages: employer branding 1.0, employer branding 2.0 and employer branding 3.0 (see table 1).
Employer branding 1.0 was characterised by one-way interactions between employers and their employees and customers. Employees were seen as an infinite resource and talent was in abundance during the industrial revolution. Jobs were for life and employer branding was used to fill jobs as companies experienced growth.
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The post Global Financial Crisis (GFC) landscape changed the business world in so many ways. Business models have had to be re-designed, credit has become harder to access and the world’s largest economy, the U.S., there is talk of a job-less recovery which is causing concern amongst many Americans. Many thought the GFC would bring an end (or at least a pause) to the talent shortage that was gripping the world during the years of protracted growth in the first ten years of this century.
Early research showed the talent shortage had slowed but not reversed as top talent choose to stay with their current employer rather than risk moving to a new employer when the economic environment was so fragile. Following the aftermath of a near global recession, economies in many regions are starting to show positive signs of grow now with China forecast to grow around 10 percent in the 2010/2011 year. The talent shortages are likely to be more evident this time around as companies are also faced with an exodus of baby boomer employees who will choose to retire over the next 5 years. This is likely in many countries except places such as Turkey where there is an abundance of young labour with more than half the population under the median age of 28 years.
It is apparent that talent management has become one of the most critical issues companies are facing in the new millennium. In a recent survey by PwC they asked 56 company representatives in Turkey about their projections on talent management in the next five years and 47 percent of the participants responded that the biggest challenge will be managing the expectations of Generation Y (people born between 1980-2000).
by Brett Minchington MBA and Dr David Kippen PhD
What do we talk about when we talk about leadership? Too often, we talk about personality, charisma and charm. Too often we talk about the type of traits that defines leadership as a very senior-executive, authoritarian affair.
In this article, we provide a somewhat different definition of leadership: “To lead is to decide.” Under this definition leadership has nothing to do with how many reports one has. It simply means having the opportunity and responsibility to make decisions that matter to others, on behalf of the organization.
To choose such a limited definition throws into relief some of the essential elements we define as branded leadership. It clearly shows that, at some points in our careers (and life), virtually all of us are leaders. As leaders, we all need to possess some fundamental skills such as strategic thinking, coaching, problem solving and managing change that too frequently are never taught at middle-management levels.
A brand leadership culture results in leadership status earned by doing, not by a hierarchical title. This means that your most effective leader may be the one serving your customers right now. It also means the process of training leaders needs to push further down into the organization than it typically does today. But take the challenge, think about leadership differently, and significant organizational benefits will be quick to surface at every level.
Defining branded leadership
So, what does it take to engender branded leadership? It begins with re-defining what it means to lead - and sharing that definition throughout the organization.
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