#NZLEAD RECAP: Employment Branding

Your employment brand includes everything from your people, your physical premises, your culture, and making sure candidates have a great experience through your recruitment process.  It is not just about the marketing of these things though. Having an external brand that reflects the internal message is crucial.

If your brand is not consistent with your internal culture then this mismatch can create more problems than it is worth. The consequence of this can be high turnover with new employees and low engagement with existing employees. Your current employees could also consider it a bit of a farce and this is not great for your reputation, particularly if you don’t have the best internal culture.  Flip that over though, you can also have a great internal culture but are not leveraging it to its full potential.

So how do you create congruence between your internal culture and your external brand? Well you can partner with marketing or take this on yourself (add another skill to the already wide HR repertoire?). But do this to add flare to what you already have rather than create unrealistic spin. You don’t have to be too out there. Own your brand, and keep it authentic and transparent.

One of the ways to create transparency is to give potential candidates greater access to your organisation throughout the recruitment process. Let them see what your organisation is really like, warts and all, before making a decision. Having a good internal culture is a good start (you can read the blog on LikeMinds on this topic here).

Unsuccessful job candidates can also be brand ambassadors. Consider the impact on your brand by not getting back to candidates. Lack of time and resources is not an excuse when brand value is accounted for. If you are getting too many candidates is your recruitment message the right one?

In this respect, recruiters should understand the whole business including the brand and culture and be able to accurately articulate that to potential employees.  Have you seen any examples of employers who do this really well? Or not so well?


#NZLEAD PREVIEW: Disabled HR Professionals = An Enabled Human Resources Profession

Anne T

This week we’re turning the equality spotlight onto HR and ask: “What has the profession done to encourage disabled people to sign up?” Yes, we know we’re great at encouraging disabled people to apply for posts within your organisation – but what’s our track record of enticing them into HR itself?

The discussion is going to be based on the blog published earlier this month – see http://annetynan.wordpress.com/. As you will see when you read it, Anne went looking on the internet for information about disabled people working as HR professionals. The topic has interested her for a long time so when David D’Souza roped her in to his ambitious Book of Blogs project, it was an obvious choice.

If you can’t be bothered to read the blog, the executive summary is:

There appears to be little or no publicly available information about the issue of disabled people working as HR professionals. This means no research, no recorded experiences or case studies, no career advice, no targeted information for applicants and candidates. The results that did come up when you type ‘disabled HR professionals’ into Google invariably highlighted a division, with ‘disabled people’ on one side and ‘HR professionals’ on the other – i.e. it’s a ‘them and us’ scenario. HR has clearly done a great job helping other professions to open up to disabled people but it is now time for it to look to itself to do the same

Why is this topical for #NZLEAD?

Currently underway in New Zealand is the 2013 Disability Survey, with the results due next year. The previous survey (2006) is awash with data and “describes the types of industries and occupations that disabled people are employed in and compares them with those of non-disabled people.”

Look 2013 Disability Survey

Occupations are broken down into 9 major groups so the data is unrefined but the 2 groups most relevant to HR are: ‘Professionals’ – 8% disabled ‘Clerks’ – 9% disabled

What about HR?

Do we know how many disabled people work in the profession? Do we have any inkling of the impact that they have on its workings? Do we understand how they contribute to the image of Human Resources as perceived by other employees?

Questions for #NZLEAD

1. What is your experience of disabled people working in HR?

2. What are the benefits of knowing the numbers and characteristics of disabled people who work in HR and their impact on others?

3. Do you think that employees find HR more approachable if they can see that disabled people are well-integrated into the department?

4. What could/should organisations such as HRINZ and CIPD do to encourage disabled people to consider a career in HR?

Get in contact with Anne via @AnneTynan or look her up on LinkedIn or her website https://sites.google.com/site/tynanequality/

#NZLEAD RECAP: Crisis Management

The recent Wellington earthquakes provided a good prompt to ensure we were all thinking about crisis management and having good plans in place. When asked what the first thing businesses needed to do in a crisis it was to communicate. It came out strongly amongst the participants:

Communication becomes the core of everything we do. In order to be a successful leader we need to be a good communicator and the same goes for having a successful crisis and contingency plan. Businesses can have the most comprehensive and detailed plans for when a crisis hits, but if the leader is not a good communicator the plan will quickly fall to the wayside.

At a time of a crisis it is important that your business leaders stand up and help employees through it providing a human element as well as the technical aspects. HR can provide advice and support to leaders during a crisis to ensure they are including the human element and providing good support to their employees.

Earthquakes don’t happen everywhere, but it doesn’t mean a crisis can’t hit where you are. It is important that no matter where we are our businesses have a plan in place incase something happens. Be prepared and be prepared to help your leaders step in a time of chaos and need. HR aren’t the face of the organisation or the emotional rock of the organisation (as said by HR Tinker) but we are the department that helps managers manage relationships and therefore we are in a unique position to help them be the best they can be in a time of need.