by Dan Schawbel, Personal Branding Expert
The concept of personal branding is revolutionary and has changed our perception of those around us. People, instead of products or corporations are now being regarded as brands, sharing similar characteristics. Both personal and corporate brands have values, identities, personalities, an image and equity. Today, this concept has been adopted by both recruiters and applicants alike, all for the common goal of capturing the best-fit match. The competition in both the job and college marketplace has never been more severe. In order to alleviate this fear and threat, students and professionals have turned to Personal branding. According to a recent survey from Korn Ferry, personal branding accounted for over 11% of getting an executive recruiters attention.
Personal branding describes the process by which individuals and entrepreneurs differentiate themselves and stand out from a crowd by identifying and articulating their unique value proposition, whether professional or personal, and then leveraging it across platforms with a consistent message and image to achieve a specific goal. In this way, individuals can enhance their recognition as experts in their field, establish reputation and credibility, advance their careers, and build self-confidence.
The audience in this equation is recruiters, other professionals or members of your network. In order to brand yourself, you must have some form of differentiation, so that your audience can separate you from other applicants vying for the same position.
Your personal brand consists of three elements:
Value Proposition: What do you stand for?
Differentiation: What makes you stand out?
Marketability: What makes you compelling?
Online personal branding (eBranding) focus areas:
YourName.com: Your own domain should be your first focus area because it is a collection or central location of all your work and your branding materials. After purchasing your domain and adding pages, such as your resume and portfolio, you need to communicate the site with your audience by using marketing tactics such as word-of-mouth. Other tactics you may use is viral marketing through direct contact with others through email and phone mediums and by submitting your domain to search engines like Google. If you already have a blog or another website, be sure to advertise your brand domain name on it. Connecting with people in your network is also a smart strategy to drive traffic to a newly created brand domain.
Avatars: These small graphical elements should be a professional picture of you. Avatars are used in a variety of different ways on the internet, but are especially concentrated in social networks, such as Facebook, Twitter, Second Life and many blog networks. Your Avatar should display your professional photo. Corporations use Avatars to illustrate their logo’s as a form of advertising. Whether you are posting in a blog or sending an email, you want your Personal Brand to represent your true appearance. Avatars have recently been deemed the standard in portrait displays for all of web 2.0 on the internet. After developing one, it can be leverage in almost all social media websites, which is why it’s important that you make one immediately before investing in other parts of your brand.
Social Networks: Today, most of the population is registered in at least one social networking website, whether it is MySpace, Facebook or others. Issues do arise from messages that are posted that have a negative impact on Personal Brands. If you join one of these networks, be sure that you set your privacy controls, use professional pictures and moderate comments and messages. Recruiters view these websites and may turn you away after finding out certain information.
Blogs: A content distribution system, that not only creates a community of people that share similar interests, but acts as its own subscription service, where your words are syndicated through emails or other websites through RSS. Blogging is one of the most remarkable Personal branding channels because the content is personable and direct. When starting a blog, you may register with a host such as Google Blogger or Wordpress. The idea with blogs and your brand is to stand out through taking a niche topic and blogging about it on an ongoing basis. Blogs consist of posts that are either written or in a video format, where you can express your interest and expertise in a given topic. Typically, you should avoid any ideas or visuals that would give your brand a bad reputation. Photos and video’s should be used to re-emphasize your points, as well as links to other blogs that directly connect with your topic. Be sure to comment on other blogs, as that creates a network, where you will get more visitors and more people writing on your topic.
Podcasts: Video content is especially useful for your brand if you have a vivacious personality in front of the camera. In the future, resumes may be formatted into multimedia, where individuals will have to pitch their core message in 30 seconds and forward it to a recruiter. Podcasting is useful because it highlights your overall brand, in the form of dynamic content.
Forums: Discussion forums give you the ability to learn from others, display your brand through an avatar and for self-promotion purposes. By participating in forums, especially ones involving recruitment, you are able to connect with others who share your interests or recruiters that may have open positions.
LinkedIn: A networking website that allows you to connect with previous coworkers, schoolmates or new acquaintances. Your resume should be visible, including recommendations and a core message summary. Your network is your most powerful tool to excel in your career, so make sure that as you meet new people you connect with them through this site.
Saturday, March 22, 2008
Thursday, March 20, 2008
Never compromise a Brand....
Brands - be it employer or consumer - should stand for ...well, something! I do not believe businesses that compromise, build strong brands..
- Never compromise on talent to fill a role. Demand the best - seek out the very best.
- Never compromise to appease people, or to get a consensus. Collarboration and listening is not the same as compromising...compromise a decision and it will never fully succeed.
- Never compromise on values. Think about the word...if you compromise on value you automatically devalue or dilute the offering.
- Never compromise on quality, service or safety. Your product/service can only demand a premium if it delivers reliability, and an experience that excites the consumer.
- Never compromise on long term growth for short term gain.
- Never compromise on leadership skills. Pay people well for specialist skills, only promote on people/thinking skills.
- Never compromise on searching for the dreams inside the people, never compromise your personal mission of delivering those dreams. If the dreams are not matching the organisation...don't compromise, just say goodbye...
- Never compromise on talent to fill a role. Demand the best - seek out the very best.
- Never compromise to appease people, or to get a consensus. Collarboration and listening is not the same as compromising...compromise a decision and it will never fully succeed.
- Never compromise on values. Think about the word...if you compromise on value you automatically devalue or dilute the offering.
- Never compromise on quality, service or safety. Your product/service can only demand a premium if it delivers reliability, and an experience that excites the consumer.
- Never compromise on long term growth for short term gain.
- Never compromise on leadership skills. Pay people well for specialist skills, only promote on people/thinking skills.
- Never compromise on searching for the dreams inside the people, never compromise your personal mission of delivering those dreams. If the dreams are not matching the organisation...don't compromise, just say goodbye...
Tuesday, March 18, 2008
Poor interviewers driving away talent
Many organizations are fatally undermining their recruitment and retention efforts because inept or downright rude interviewers are making a negative first impression with job seekers.
Two-thirds of job seekers report that the behavior of interviewers influences their decision to accept a position, according to a study released by consulting firm Development Dimensions International (DDI) and Monster.com.
Based on a survey of almost 6,000 staffing directors, hiring managers and job seekers, the study reveals that despite the fact that companies are increasingly desperate for talent, many are becoming their own worst obstacles when interviewing qualified candidates.
"An interview can quickly escalate from being a 'meeting of the minds' to a 'clash of personalities' if both parties are not prepared and respectful of one another," said DDI's Scott Erker.
"Interviewers sit inches from the candidate, but there's a wide gap between what they think candidates are looking for and what would actually motivate interviewees to become employees."
Among the sort of behaviors that adversely affect job seekers' willingness to work at a company are interviewers who are aloof and act as if they have no time to talk, withholding information about a position, turning interview into cross-examination, interviewers showing up late or appearing unprepared and asking questions unrelated to job skills.
"The interview is not only a crucial assessment touch point in the recruiting process - it's an important marketing and branding opportunity," said Monster's Neal Bruce.
"Amid today's war for talent, successful interviewers will quickly determine the marketing messages that resonate with each individual candidate and reinforce those messages."
To make matters worse, hiring managers too often struggle to identify what job seekers want in a new job and misunderstand the elements that are most important to potential employees.
For example, while two-thirds of job seekers say that working in a compatible team is a significant factor in their job hunt, only around a third of hiring managers attach the same importance to this.
Similarly, three-quarters of job seekers view having a good line manager and working for an organization they can be proud as among the most important things they look for in a new job – but both factors are underrated by employers.
Another gap exists between employees and employers in assessing whether job seekers misrepresent themselves when interviewing for a position. Although almost six out of 10 hiring managers say job seekers misrepresent their experience on a resume or during the interview, only five percent of potential employees admit to doing so.
Lest employers think that mishandling the interview process doesn't matter, the study also highlights just how cavalier today's job seekers are about staying with an organization.
Not only did half of those surveyed say that they have had between two and three jobs over the last five years, but almost a third have been in their current job for less than six months but are already in the market for a new one.
"Employers often don't know what motivates their employees to accept jobs or what drives them to look for a new one and leave," Scott Erker said. "The war for talent hinges on employers closing the gap between their perceptions and employee realities."
Two-thirds of job seekers report that the behavior of interviewers influences their decision to accept a position, according to a study released by consulting firm Development Dimensions International (DDI) and Monster.com.
Based on a survey of almost 6,000 staffing directors, hiring managers and job seekers, the study reveals that despite the fact that companies are increasingly desperate for talent, many are becoming their own worst obstacles when interviewing qualified candidates.
"An interview can quickly escalate from being a 'meeting of the minds' to a 'clash of personalities' if both parties are not prepared and respectful of one another," said DDI's Scott Erker.
"Interviewers sit inches from the candidate, but there's a wide gap between what they think candidates are looking for and what would actually motivate interviewees to become employees."
Among the sort of behaviors that adversely affect job seekers' willingness to work at a company are interviewers who are aloof and act as if they have no time to talk, withholding information about a position, turning interview into cross-examination, interviewers showing up late or appearing unprepared and asking questions unrelated to job skills.
"The interview is not only a crucial assessment touch point in the recruiting process - it's an important marketing and branding opportunity," said Monster's Neal Bruce.
"Amid today's war for talent, successful interviewers will quickly determine the marketing messages that resonate with each individual candidate and reinforce those messages."
To make matters worse, hiring managers too often struggle to identify what job seekers want in a new job and misunderstand the elements that are most important to potential employees.
For example, while two-thirds of job seekers say that working in a compatible team is a significant factor in their job hunt, only around a third of hiring managers attach the same importance to this.
Similarly, three-quarters of job seekers view having a good line manager and working for an organization they can be proud as among the most important things they look for in a new job – but both factors are underrated by employers.
Another gap exists between employees and employers in assessing whether job seekers misrepresent themselves when interviewing for a position. Although almost six out of 10 hiring managers say job seekers misrepresent their experience on a resume or during the interview, only five percent of potential employees admit to doing so.
Lest employers think that mishandling the interview process doesn't matter, the study also highlights just how cavalier today's job seekers are about staying with an organization.
Not only did half of those surveyed say that they have had between two and three jobs over the last five years, but almost a third have been in their current job for less than six months but are already in the market for a new one.
"Employers often don't know what motivates their employees to accept jobs or what drives them to look for a new one and leave," Scott Erker said. "The war for talent hinges on employers closing the gap between their perceptions and employee realities."
Culture and reputation count more than money in war for talent
A company's reputation and its workplace culture are more important than pay and benefits when it comes to attracting top talent, new research has suggested.
An international survey of more than 500 HR executives by global talent management firm, Bernard Hodes, has found that the quality or reputation of products and services, the corporate culture and the work environment were a business's most important attributes when it came to bringing talent aboard.
Ethical reputation also scored highly. But benefits and compensation were, perhaps surprisingly, bottom of the list.
The research also concluded that four out of 10 employers did not have a formal programme in place to position and promote their employer brand to new recruits and top talent.
Just a quarter of those polled felt their organisation had the tools and capability to measure their employer brand in terms of recruitment and retention.
Even fewer - only one in eight - indicated that the value of their employer brand was calibrated by their overall company performance.
One possible reason for this discrepancy, argued Bernard Hodes, was that employer brand programmes have traditionally been notoriously hard to justify to the bottom-line.
Nevertheless, just over one third of those polled who worked for organisations that did not have an employer brand programme in place said there were plans to formalise existing ad hoc branding efforts.
And two thirds (66 per cent) said they hoped to have a programme in place within the next five years.
The advantages of an building employer brand were also clearly recognised, with 81 per cent saying it made it easier to attract candidates, 79 per cent feeling it made them more of an employer of choice and nearly two thirds (63 per cent) believing it improved retention.
Organisations that fail to recognise the power of the concept are limited in their ability to attract and retain the new generation of talent, the survey warned.
Surprisingly, a quarter of employer brand initiatives were managed outside the HR function, the poll found.
Other departments that took a lead included the Board and marketing, it emerged.
Encouragingly, just over half of those polled said there had to be an internal as well as an external component to their brand as an employer if it was to be maintained and to be successful.
Helen Rosethorn, chief executive of Bernard Hodes, said: "Employees are increasingly asking some tough questions of their employers. These days people think about the implications of aligning their own long-term career reputation with the brand of a particular organisation.
"The brand of an organisation as a good employer plays an essential role in attracting and retaining a new generation of employee talent, and allowing them to align their interests and aspirations with those of the organisation,".
An international survey of more than 500 HR executives by global talent management firm, Bernard Hodes, has found that the quality or reputation of products and services, the corporate culture and the work environment were a business's most important attributes when it came to bringing talent aboard.
Ethical reputation also scored highly. But benefits and compensation were, perhaps surprisingly, bottom of the list.
The research also concluded that four out of 10 employers did not have a formal programme in place to position and promote their employer brand to new recruits and top talent.
Just a quarter of those polled felt their organisation had the tools and capability to measure their employer brand in terms of recruitment and retention.
Even fewer - only one in eight - indicated that the value of their employer brand was calibrated by their overall company performance.
One possible reason for this discrepancy, argued Bernard Hodes, was that employer brand programmes have traditionally been notoriously hard to justify to the bottom-line.
Nevertheless, just over one third of those polled who worked for organisations that did not have an employer brand programme in place said there were plans to formalise existing ad hoc branding efforts.
And two thirds (66 per cent) said they hoped to have a programme in place within the next five years.
The advantages of an building employer brand were also clearly recognised, with 81 per cent saying it made it easier to attract candidates, 79 per cent feeling it made them more of an employer of choice and nearly two thirds (63 per cent) believing it improved retention.
Organisations that fail to recognise the power of the concept are limited in their ability to attract and retain the new generation of talent, the survey warned.
Surprisingly, a quarter of employer brand initiatives were managed outside the HR function, the poll found.
Other departments that took a lead included the Board and marketing, it emerged.
Encouragingly, just over half of those polled said there had to be an internal as well as an external component to their brand as an employer if it was to be maintained and to be successful.
Helen Rosethorn, chief executive of Bernard Hodes, said: "Employees are increasingly asking some tough questions of their employers. These days people think about the implications of aligning their own long-term career reputation with the brand of a particular organisation.
"The brand of an organisation as a good employer plays an essential role in attracting and retaining a new generation of employee talent, and allowing them to align their interests and aspirations with those of the organisation,".
Thursday, March 13, 2008
Employment Branding Tips
What impressions do candidates have of your company as an employer? Are they vague or misleading? If so, it's time to create an Employer Brand. Read on for suggestions!
Dos and Dont's
Can you delete electronic resumes received from unqualified applicants?
(Answer provided at the end of the newsletter.)
Candidates Shop Employers!
Prospective employees are increasingly behaving like consumers when selecting an employer. Candidates research, compare, and shop prospective employers via the Internet in their search for employment. Knowledge has made them very savvy consumers/candidates.
What do candidates learn about your company on the web? Do you have a compelling message in the employment marketplace?
A positive employer brand differentiates you from your competition. It captures the essence of your company in a way that engages prospective employees. Your employer brand answers the question – “Why should I work here?”
To create your employer brand, take the following three (3) steps:
Construct - Analyze current perceptions of your target audience.
Experience - Align policies and practices with your corporate values.
Communicate - Tell your story clearly and consistently.
(Adapted from “Employment Branding,” Chris Johnson, Shaker.com. and “Employment Brand: Promise Only What Can Be Delivered,” Theresa Minton-Eversole, SHRM)
What Makes Your Company So Special?
Nearly half of all American workers (49%) indicate their company’s employer brand or image played a key role in their decision to apply at their respective workplace according to a 2001 Maritz Poll.
To attract top performers, your employer brand or message should answer these tough questions:
What makes your organization so special?
Why would anyone want to give up another job for the one you are offering?
What are you prepared to offer candidates in exchange for their services?
Does your company's website provide answers to these imperative questions? The “Careers” section of your website is an ideal place for candidates to find positive, compelling information about your company, its mission, its culture, and most importantly, available job openings!
(Ann Clifford, President, Safari Solutions)
BrandoHR Interview Tip
Try this question to learn what prospective employees value at work - “If you could wave a magic wand, what would your ideal opportunity look like?” Candidates should light up like a Christmas tree as they share what brings them joy!
Did You Know
The three (3) biggest job posting turnoffs to passive candidates are:
Unclear job titles
No salary information
Insufficient company information
BrandoHR Quiz
What was the single best source of New Hires in 2005?
A. General Job Boards
B. Employee Referrals
C. Organization’s Web Site
THE ANSWER?
Organization’s Web Site!
A study of hiring practices at more than 70 leading U.S companies shows that over 50% of new hires in 2005 were found through Internet sources.
This study, conducted by consulting firm Booz Allen Hamilton for the nonprofit consortium DirectEmployers Association also reveals that an organization’s web site was the single best source of new hires in 2005.
Employee referrals were the next best resource, followed by general job boards.
Dos and Dont's
Can you delete electronic resumes received from unqualified applicants?
(Answer provided at the end of the newsletter.)
Candidates Shop Employers!
Prospective employees are increasingly behaving like consumers when selecting an employer. Candidates research, compare, and shop prospective employers via the Internet in their search for employment. Knowledge has made them very savvy consumers/candidates.
What do candidates learn about your company on the web? Do you have a compelling message in the employment marketplace?
A positive employer brand differentiates you from your competition. It captures the essence of your company in a way that engages prospective employees. Your employer brand answers the question – “Why should I work here?”
To create your employer brand, take the following three (3) steps:
Construct - Analyze current perceptions of your target audience.
Experience - Align policies and practices with your corporate values.
Communicate - Tell your story clearly and consistently.
(Adapted from “Employment Branding,” Chris Johnson, Shaker.com. and “Employment Brand: Promise Only What Can Be Delivered,” Theresa Minton-Eversole, SHRM)
What Makes Your Company So Special?
Nearly half of all American workers (49%) indicate their company’s employer brand or image played a key role in their decision to apply at their respective workplace according to a 2001 Maritz Poll.
To attract top performers, your employer brand or message should answer these tough questions:
What makes your organization so special?
Why would anyone want to give up another job for the one you are offering?
What are you prepared to offer candidates in exchange for their services?
Does your company's website provide answers to these imperative questions? The “Careers” section of your website is an ideal place for candidates to find positive, compelling information about your company, its mission, its culture, and most importantly, available job openings!
(Ann Clifford, President, Safari Solutions)
BrandoHR Interview Tip
Try this question to learn what prospective employees value at work - “If you could wave a magic wand, what would your ideal opportunity look like?” Candidates should light up like a Christmas tree as they share what brings them joy!
Did You Know
The three (3) biggest job posting turnoffs to passive candidates are:
Unclear job titles
No salary information
Insufficient company information
BrandoHR Quiz
What was the single best source of New Hires in 2005?
A. General Job Boards
B. Employee Referrals
C. Organization’s Web Site
THE ANSWER?
Organization’s Web Site!
A study of hiring practices at more than 70 leading U.S companies shows that over 50% of new hires in 2005 were found through Internet sources.
This study, conducted by consulting firm Booz Allen Hamilton for the nonprofit consortium DirectEmployers Association also reveals that an organization’s web site was the single best source of new hires in 2005.
Employee referrals were the next best resource, followed by general job boards.
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