The Employer Brand of the Year award will recognise HR

Marketing professionals realise a link exists, says Graeme Atha

MARKETING and HR professionals are beginning to realise they share common ground in the development of strong employer brands. Previously both shared similar frustrations about their respective disciplines not always being taken seriously in the boardroom.

It is now understood that the attraction, development and retention of the best talent is central to business success. For organisations to achieve this, they need to develop an effective marketing strategy and develop strong employer brand. The Marketing Society has been working with the CIPD (Chartered Institute of Personnel and Development) and senior HR professionals to develop a new award that will recognise the Employer Brand of the Year.

This joint Marketing/HR working party has identified four key areas to be evaluated. lPlanning and Analysis: Has effective recruitment and development of talent been central to organisational success with HR working closely with Marketing to develop key measurements for continuous improvement? lRecruitment Process: Has effective hiring been balanced with internal promotion with professional processes and communication with candidates from interview to induction? lTalent Attraction: Has there been the development of a strong employer brand with an effective recruitment communication strategy on and off line? Retention and Development: Has there been demonstration of improved performance, recognising and rewarding success and building engagement and involvement in developing the culture of the organisation?

This award will form a new category within The Marketing Society Star Awards. The gala dinner in May is the biggest and most important event of the year for marketing staff.

It is hoped this new award will see many HR colleagues also involved. After the launch this month, there is a February 2014 deadline for entries

Fiona Gibson, Group HR Director, Highland Spring Group, one of the award working party, observes: “All organisations need to optimise their workforce and talent management is therefore of strategic importance. Whilst managers are accountable for delivering business results they are not always held accountable for developing talent. To enable talent investment to be linked to business results, it must be a shared HR and business responsibility, encouraging collaboration and engagement.”

Veronika Gunn-Boesch, organisational development manager for The Edrington Group and also on the working party, said: “Effective communication during the