Taking preliminary steps to design a plan to improve Employer Branding for your organization.
No longer the new fad or trend, Employer Brand is quickly becoming a strategic staple for organisations hungry to solve talent challenges. It is necessary that organisations define a clear employer branding strategy, review brand promises, people-practices, and organisational resources, to ensure they deliver both internally and externally.
A strong employer brand lends an organisation a significant competitive edge in recruiting, retaining, and developing potential and existing employees. It is a differentiator, aimed at building engagement and loyalty through identity.
It is employee experiences that get amplified into what the organisation gets known for. So, identifying and implementing the Employee Value Proposition (EVP) would enable an organisation to become the “Employer of Choice”.
An organisation’s solid Employer Branding Strategy would treat its potential and existing employees like its customers, and actively promote the organisation to stand out among its competitors. A strategic approach would also employ relevant metrics to monitor progress.
Employer branding is not age- or size-sensitive. It also applies to start-ups. In fact, it is one of the important talent tools for start-ups, which lack name recognition and are perceived as riskier than established organisations.
Closer to home, Singapore’s employer branding landscape is trending. As Singapore leads the way in social media penetration in South East Asia with 83% of the population on social media, this reflects the changing dynamics between employers, employees, and prospective employees. Lessons could be learned from some home-grown Employers of Choice, that continuously make changes in sync with these dynamic talent trends.
(Face-to-face training with safe distancing and precautionary measures undertaken at our hotel venues which are certified SG Clean. We will continue to adopt a small class size for all our courses)
The workshop would enable participants to develop/revisit their Employer Brand by deriving insights into:
• The business and human resources reasons for employer branding;
• The tri-components of Employer Branding which include: (a) employer brand equity, (b) brand loyalty and employee engagement, and (c) attraction and retention of talents;
• Employee value proposition (EVP) as an integral part of Employer Brand; and
• Developing, executing and measuring Employer Branding Strategy
• Employer Branding – Definition and Fundamentals
• The Importance of Employer Branding
• The Role of Branding in HR
• Key Elements of a Successful Employer Branding Strategy
• Identifying the Employee Value Proposition (EVP)
• Creating Employee Experience Journey Maps
• Developing and Executing an Employer Branding Strategy
• Measuring Employer Brand Equity
• Making a Start-up an Employer of Choice
• Employment Branding in Singapore
Who should attend
• HR Directors, HR Managers, HR Executives, Business Owners
• Case analysis, simulations, group discussions, reflective exercises, action planning
Arnold Chan has over 20 years of organization development critical experiences while working at three global organisations with a strong Pan Asia presence. He has led several strategic initiatives ranging from balanced scorecard performance management system and regional competency development framework to talent management programmes in this region.
While at Standard Chartered Bank, he was a lead facilitator for their global future leaders programme. As a certified Gallup strengths coach he engaged senior managers and high potentials to help them discover their signature themes and align them to business priorities. Arnold was instrumental in spearheading key HR programmes aligned to the Business Excellence framework that led Standard Chartered Bank to achieve the prestigious Asia Human Capital Award for Talent Management.
At DBS Bank, Arnold led the HR balanced scorecard implementation, delivered performance coaching and review workshops for Vice Presidents and senior managers across the Group. Prior to this, he was the Fuji Xerox country representative and HR working committee leader in developing the Asia Pacific Competency Development System. Arnold also revised the performance appraisal system at Fuji Xerox Singapore to meet the People Developer Standard. As a result Fuji Xerox was accorded 6 stars in the People Developer Standard award.
His management exposures spanned across industries. From the public to the private sector and from global financial institutions to multinational corporations. Besides Singapore, he has developed executives from USA, India, Hong Kong, China, Korea, Vietnam, Malaysia and Indonesia.
Arnold holds an MBA and a BBA with Distinction and he is also a Certified Strengths Coach. He also holds an Advanced Certificate in Training and Assessment (ACTA). He is currently one of the trainers for HRSINGAPORE's HR Certification Courses.
• Date to be advised (1st Run)
Duration / Venue
• One day
• 9 am to 5.30 pm
• Hotel seminar room
A Certificate of Attendance will be awarded at the end of the course.
• S$ 650 for Community
• S$ 680 for Non-Subscribers
• Coffee & tea with snacks during the morning and afternoon breaks
• Lunch will be provided