Brand champions will be rewarded

first_imgRelated posts:No related photos. Brand champions will be rewardedOn 12 Mar 2002 in Personnel Today Previous Article Next Article Comments are closed. With the growing importance of risk management capital, HR has a vital roleto play in protecting the profile of its firm as an employer of choiceThis is the first year listed companies have to report risk in accordancewith the Turnbull recommendations that became part of the Stock Exchange’scombined code in 1999. Few have noticed this piece of corporate red tape and yet it could lead to achange in HR managers’ responsibilities. Plcs that rely on their relativemarket position to drive sales and attract recruits and investors now have toevaluate and consider their brand, its value and the risks to it. Private companies, charities and government organisations must take noticeof the risks to their brand, especially as they often do not have the sameresources as their public counterparts to invest in brand development. HR will have to take on a more defined brand manager’s role: developing andpromoting a brand leader’s position as an employer of choice. Risk to the brandas an employer is rapidly becoming the big management challenge of the decade. This is especially so as businesses are increasingly reliant on the peoplethey employ and the brand image they build as the primary ways of increasingthe value of their business. Reputation, perception and employee motivation arecited as some of the most significant risks in a survey linked to Turnbull. The need for HR managers to perform as brand champions for employers has ledto increased demand for perception audits that can help organisationsunderstand their people’s motivation and levels of satisfaction. These auditssupport a strategic and long-term approach to the recruitment and retentionissues surrounding the high talent that organisations need to impress. Many HR managers and directors are, for the first time, talking with theirPR and marketing personnel about branding as an employer. This is leading to arefocus of recruitment methods, advertising and web strategies, with humancapital at their heart. There will be challenges ahead, especially for companies confident of theirmarket strength. It no longer follows that the brand leader for products orservices is an employer of choice in a sector. If complacency sets in and brandleaders assume they will have the pick of the best candidates, they may missthe very people they need to help maintain their market-leading position. A medium-size company, or one struggling at the bottom of a particularmarket, can build a strong brand as an employer and attract better people toallow it to punch above its weight. The top brands have the most to lose. The impact of a brand leader nothaving the best staff can be devastating. In a world where perception isreality, a brand leader modestly under-delivering is likely to attract far moreattention than a brand wannabe vastly over-performing. When Plcs report risk to their business in accordance with the Turnbullrecommendations, or when such reporting becomes normal – as inevitably bestpractice dictates – those that have made a start in brand building will beahead of the game. Turnbull means that HR needs to understand the risks inherent in recruitmentand retention and their potential impact on brand. But it is also anopportunity – it could give HR a bigger role to play at board level, wherechampioning the brand as an employer of choice is set to become a key function.By Sherilyn Shackell,  managingdirector of Highfield Human Solutions last_img read more

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