Employer reputation in the spotlight
| Published date | 01 May 2005 |
| DOI | https://doi.org/10.1108/14754390580000609 |
| Date | 01 May 2005 |
| Pages | 2-2 |
| Author | Josie Salkey |
| Subject Matter | HR & organizational behaviour |
Volume 4 Issue 4 May/June 2005
2
FROM THE EDITOR
,
CONTACT
Josie Salkey
E-mail: josie.salkey@melcrum.com
,
Employer reputation
in the spotlight
internal communication functions. This type of
approach is one that many HR functions could benefit
from. In The six principles of performance
communication, find out how a close partnership with
communication can drive organizational change.
Drawing on a case-study example, Patricia Bayerlein
and Rose Gailey of Gagen MacDonald show how their
six principles can form the foundation of an integrated
approach to building employee engagement.
Using metrics to create alignment
Of course, measuring the results of this type of change
program is a perennial challenge for HR. Finding
suitable metrics to monitor the performance of HR
strategy and ensure it is driving the overall business
strategy is a task faced by many. One example of a
successful approach is at Southern Company where a
set of clear key performance indicators, or KPIs, have
been developed, each linked to elements of Southern’s
business strategy. Howard Winkler, the company’s HR
strategy director, tells their story in Developing KPIs at
Southern Company.
Creating suitable metrics is one way to make sure
HR is aligned with the business strategy, but ensuring
employees have a clear line-of-sight to strategy is also
key to driving profitable business performance. In
Strategic goal alignment at CMP Technologies, Susan
Layman describes how the company’s goal alignment
conference and tracking system gets all employees
focused on strategy execution.
Finally, we’re always happy to hear from subscribers
so to suggest a topic, ask a question or give general
feedback just drop me a line at the e-mail address
below. Enjoy this issue!
What kind of company would you like to work for?
One that’s exciting, dynamic and going places? Of
course – and if you’re lucky, you already do. However,
if recent research findings are to be believed, there are
thousands of disengaged employees out there looking
for just such an organization. So how do you make sure
your company is the one that appeals?
To ensure top talent consider your organization as a
prospective employer above your competition, HR
needs to focus on its employer proposition and the
company’s reputation as an employer. This issue of
Strategic HR Review includes examples of how to create
a distinct and compelling way to express what makes
your organization unique as an employer, highlighting
the employee experience you offer.
The four elements of employer reputation
According to Simon Hepburn’s feature article, the
employer reputation is made of four elements: people
policies, values, culture and corporate reputation. In
Creating a winning employer reputation he outlines why
the issue is rising up the corporate agenda and how you
can stay one step ahead.
For Philips, the international technology company,
building an effective reputation as an employer meant
first examining its existing position in the labor market
through internal and external focus groups. This led to
the realization that it could capitalize on its corporate
reputation as an organization whose products touch
people every day. Find out how the “touch lives every
day” program was created and instilled throughout the
employee lifecycle in Building Philips’ employer brand
from the inside out.
Partnering with communication
Part of the challenge for Philips was to communicate
its new employer brand throughout the organization as
well as to its external stakeholders. For HR this meant
working in close partnership with the marketing and
Josie Salkey
© Melcrum Publishing Ltd. 2005 For more information visit www.melcrum.com or e-mail info@melcrum.com
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