Employer branding is about identity. It is about how the people who work for an organisation view the organisation as an employer. And it is about how the people the organisation would like to see work for it view it as a potential employer.
When Cisco’s Talent Brand team came together for the first time as a new team a little over two years ago, our mission statement became clear: make personal connections with future talent.
More than 95% of people in the workforce either have a boss or are a boss (or both).
Social media help to build brands as they support the widespread diffusion of opinions and messages among customers and stakeholders.
As an executive headhunter, I am privileged to see inside many corporate cultures, from global Fortune 500 multinationals to smaller, agile agencies.
A little Facebook here, a picture for your job ad there – oh, and definitely video for the career website. Putting an employer branding strategy into practice sounds easy, but be assured that you are entering a potential minefield.
The last decade has witnessed the rapid advance of social technologies in our day-to-day lives.
The International Trade Union Confederation is determined that no worker is left behind in the transition to a new economy.
At $69.4 billion, Shell’s acquisition of BG Group was one of five global deals valued at over $50 billion Dollars in 2015 and the seventh largest M&A transaction ever in Europe.
Many employees are increasingly finding themselves working in environments which involve short deadlines, constant change and increased work demands.