#firmday london 28/04/16 - glassdoor 'building an employee engagement strategy that works for...
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Confidential and Proprietary © Glassdoor, Inc. 2008-2015
How to Develop anEmployee Engagement Strategy
to Improve Your Brand
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Featured Speaker
Stephen WilliamsClient Relationship Director at Glassdoor
@GlassdoorUK
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Agenda
• The Impact of Employee Engagement on Brand • Signs of Low Engagement• Six Steps to Increase Engagement• Employee Engagement Templates
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
What is an Employer Brand?
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
“Your brand is what otherpeople say about you when
you’re not in the room.”
Jeff Bezos – Founder & CEO, Amazon.com
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Employer Branding Starts with Employee Engagement
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Would current
employees recommend
your organisation to a friend?
What arejob seekers
sayingabout you
onsocial?
What isyour
companyrating
onGlassdoor?
Ask Yourself…
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Where you workis one of the
most important decisionsyou’ll make in your life.
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
The Way Candidates Search for Jobs Today is Different!
Provides the information to makea more informed decision
vs.
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Candidate Behavior Today
83% of recruiters describe today’s talent market as candidate-driven.
Candidates are wary of employer messages.Employees are 3X more credible than the CEO when talking about work conditions.
75% turn to peers before making their own decisions about a brand.
Innovation and the Earned Brand, Edelman, 2015
Trust Barometer, Edelman, 2014
Recruiter Sentiment Study, MRINetwork, 2014
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Launched: 2000
Travel
Reviews and Ratings Help Inform Decisions
Since 1995 decisions have been made on reviews…
Local
Launched: 2004
Products
Launched: 1995
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Top 5 Things Job Seekers Want to Learn
Source: Glassdoor User Survey, 2014
What Makes the Company an Attractive Place to Work
Compensation Packages
Benefit Packages
Company Mission, Vision and Values
Basic Company Info (location, # of employees, etc.)
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2
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5
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Share the Vision
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61%Seek company reviews and ratings before making a decision to apply for a job
Source: Glassdoor User Survey, 2014
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Encourage Feedback
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say that it’s important to work for a company that embraces transparency
90%of job
seekers
Source: Glassdoor User Survey, 2014
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Listen to Employees
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Listen to Employees
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Utilise Reviews to Fix Problems
No Company Is Perfect
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Respond to Reviews
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Respond to Reviews & Feedback
Source: Glassdoor User Survey, 2014
62% agree their perception of a company improves after seeing an employerrespond to a review
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Invest in Employees / Boost Productivity
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
3 Ways to Invest in Your Employees
Promote From Within
Give Out Company Stock to EmployeesInvest in Onboarding andTraining Programs
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Confidential and Proprietary © Glassdoor, Inc. 2008-2015
£ £ £ £ £10% increase in pay =
1 point increase in satisfaction
on 0-100 scaleSource: Glassdoor Economic Research, 2015
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Source: Glassdoor Economic Research, 2015
Findings:
Salary is NOT the main driver of satisfaction
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Source: Glassdoor Economic Research, 2015
Findings:
Culture, opportunities and leadership matter most
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Why Does All of This Matter?The Culture Effect
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Resources Available
www.glassdoor.co.uk/employers/resources
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Questions?Stephen Williams