topics include Employer Brand
Whilst sitting on the train this morning as it languished comfortably just outside London Bridge Station, platform tantalisingly in sight, I started thinking about the amount spent by clients on projects specifically related to employer brand development over the last 12 months. As you might expect, in each case a detailed project proposal had to be submitted that rightly provided a breakdown of the proposed methodology – and a very detailed breakdown of costs. In many instances, corners were cut, ‘nice-to-haves’ were ruthlessly obliterated and recommendations, though taken up in terms of the various elements proposed, were pared down in terms of the scope of those elements – by which I mean that eight focus groups became four; 20 telephone interviews became 10 and so on. And yet in no instance were the objectives amended.
Now, despite the desire to ‘cut the cloth,’ be it on the basis of a mere trim or dramatic severance, the money spent was still considerable, the time invested ran to many, many hours, the findings drove high profile outputs that were destined to influence the opinions of carefully targeted audiences – not least the employees of the various organisations. And yet there was little enthusiasm shown for undertaking a brand tracking exercise. …so how do they know whether it has been effective? Whether brand perceptions have stayed the same, been reinforced, or changed for the better? We’re not talking about washing powder, confectionary, fancy shoes or motor cars here. We’re talking about employers workplaces and jobs. Real life-changing stuff for most people. Surely to confirm that the money has been well spent, a small proportion should be diverted to establishing that it has, if only to direct ongoing expenditure wisely?