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The answer lies in employer branding, or talent branding as the folks at LinkedIn prefer to call it. Non Necessary cookies to view the content. My background is tech. From there, I ended up into a sales career which ended up in the travel industry, hence the role at Air Mauritius. And while I was there, I was in the reserve forces and I was young and fit then, I became a physical training instructor. And from there, I moved to a tech company in the travel business. And it was there that I started using LinkedIn as a member in , which in those days was quite early. LinkedIn started in And I was getting value as a member of LinkedIn by connecting to my customers. I had a profile and I just found it easier to stay in touch with my customers there through social than I did by tracking them down using phone numbers and e-mails.
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You may unsubscribe at any time using the unsubscribe link in the digest email. See our privacy policy for more information. Over the years, branding has become the focal point for building a successful business. Organizations realized the importance of differentiating themselves in the market by sharing their unique story and the value they bring to their customers. But branding is not only for companies. As a professional navigating this competitive job market or building your own business, defining your personal brand is a necessity to help you stand out and to connect with the right opportunities. LinkedIn is where professionals showcase their digital portfolio, network with peers and search for new opportunities. After the presentation, attendees broke out into small groups with a recruiter that aligned to their career interest. Recruiters answered specific questions on how to find job opportunities, provided tips on LinkedIn profiles and shared insight to the recruitment approach on Linkedin. I am an interesting human.

The answer lies in employer branding, or talent branding as the folks at LinkedIn prefer to call it. Non Necessary cookies to view the content. My background is tech. From there, I ended up into a sales career which ended up in the travel industry, hence the role at Air Mauritius. And while I was there, I was in the reserve forces and I was young and fit then, I became a physical training instructor.

And from there, I moved to a tech company in the travel business. And it was there that I started using LinkedIn as a member in , which in those days was quite early. LinkedIn started in And I was getting value as a member of LinkedIn by connecting to my customers. I had a profile and I just found it easier to stay in touch with my customers there through social than I did by tracking them down using phone numbers and e-mails. Essentially what that means is myself and the team are dedicated to organisations based in the UK on helping them find their future talent through LinkedIn.

And the five things which came up as positive factors were about job security, around development opportunities, the way they can work with new teams and also companies sharing their own values.

What I mean there is having your company and your brand presence built. The second piece is about involving everybody. And what I mean by engaged is companies writing about their experiences, sharing news about their own company. And by doing that, that helps companies amplify the brand and in some respects, accelerates the network effect.

And then the third thing is to be authentic. That authenticity, I think, gives those potential candidates real insight into what you can offer. They spoke an event for us and talked about how they generated followers on LinkedIn. So Harrods had a deliberate effort just to, like I talked about sharing, they started engaging all their employees on sharing content on LinkedIn and other social platforms.

And I think it took them about two years to get to 20, followers. And within the next few months, because of that strategy, we built up at 50, followers. Another one related to followers was actually Diageo who reached a milestone of a quarter million followers. And if you think about their brand, as an employer, a lot of people may not have heard of Diageo as such, but will associate the actual drinks brands a lot more strongly.

So as Diageo, they did a video which they put online which was around a mixologist mixing drinks in that bar. That video went viral and it just had a huge effect upon their brand as an employer. Something very simple. Harrods just engaged their employees. If senior executives are starting to share, build profiles, write blog posts, they start to encourage all their employees to do the same. So at that volume of engagement, this is where the effects really start to show.

There are other ways too. You can put ads around the network. You can direct people to the LinkedIn company page whatever the source is. Talking to our customers in the UK, they helped us understand that they valued that content strategy, but perhaps in certain organisations, there was a slight intimidation or risk of sharing the wrong kind of information. And so this is the product that you mentioned. LinkedIn Elevate essentially allows companies to curate that content and distribute it to their employees.

So the idea was it would help generate that volume of activity and also that advocacy from employees. Talent Brand Index is a really good tool. How can I measure it? So how it works is we can measure the reach that a company has on social media or LinkedIn by looking at certain activity, in aggregate, in the background. And that activity would be, how big a reach a company has is essentially based on how many employees they have and how many people are connected to those employees.

X thousand people are aware of that company is an employer, so we have this number, and then we also look at engagement within that reach. Of that pool of people that are aware of the company as an employer, how many are engaging with them? And the engagement means are they looking at jobs, are they looking at the assets, the company pages, and so forth, or are they connecting with their employees or viewing their profiles? And then from those two numbers, we divide one by the other and we create an index which essentially is that brand index.

So your own company Talent Brand Index, on its own, could be interesting. You can get the correlation between reach and engagement. And you can see that track every time. Can it be trusted? So taking 24 and doubling that in a couple of years is a good movement. And we can also break that down by certain other relevant metrics which they might be interested in like, how is it benchmarked in a particular function or in a particular location.

So your company might be an HQ company in the UK. So because of that discrepancy, most of our customers find it really powerful. Another thing we do, we produce for free what we call Talent Pool Reports, and anyone can access these online, which, for example, you can access data from LinkedIn, aggregate data about a particular talent poll you might be interested in. So for me, I look at the Talent Pool Report which is about sales professionals in London, and it gives me some snapshots on how in demand that talent poll is in that particular location and what drivers are interesting to those types of people in finding a job like we talked about earlier.

So that kind of data, we allow outside members and not just existing customers have access to it. So this is my blog. This is mine. We talked about employees generating content. This is something I did myself. One of our values as a company is relationships matter and last year we talked about that a lot internally, relationships with our customers, relationships with our colleagues.

A personal goal of mine is to actually get to know as many people as I can internally. And so I do spend quite a lot of time in my office walking around and meeting new people. And I just found that it was a great litmus test on company culture around how many people you know.

Maybe ask your colleagues, and that will give you a good idea of how well connected people are which should tell you something about the culture. We talked about authenticity earlier. What I felt we needed was something a bit more authentic about London particularly. And the reason I did that was to capture their first reaction, that authenticity.

It literally took me an hour to do the filming, and it took me probably about four hours to edit it, while I was on a delayed flight or waiting for a delayed flight. It just took me a little bit of time and I produced that very amateurishly and put it online.

And the resulting effect has been really powerful actually. That blog post and video had thousands and thousands of views, and most of the people I hired last year when I had this particular hiring need, at some point in that recruitment process, have watched the video, either the early point of being contacted by a recruiter or referral or in that decision making process.

And at LinkedIn particularly, and my style of leadership, is we expect and we support leadership in any job function, irrelevant of the job title. So we promote and we encourage individual contributors to show leadership in their day-to-day role. So my role as a leader is to generate that kind of environment where they can display leadership and learn leadership but also finding the future leaders for our company. I certainly believe healthy employees are more productive for sure.

You may have seen these desks which allow you to stand. And going back to the social office culture, I genuinely invest reserve time in my day to actually walk around the office and get to know people in different departments, and just that in itself makes me walk more which is always a good thing. Recent Articles. This website uses cookies to improve your experience.

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