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Employer Branding Excellence - Collaborating for Success

Nurturing your organisation’s reputation as an employer of choice doesn’t just mean making the organisation attractive to potential recruits, it’s about ensuring that the reputation is built on reality and that those recruits and existing employees find the organisation the place they want to be. That increasingly demands cross-departmental collaboration in communication as HR, marketing and internal communications will be at the heart of the employer branding work. Creating these collaborative networks has meant new challenges and opportunities for these organisations’ HR, marketing and IC managers.

Turning 'Theory' into 'Practice'?

Using a mixture of theory, case studies and interactivity between the delegates this course will give you knowledge and ideas for defining and refining your own strategies and developing your own career. You will bring your own communication challenges for discussion, learn from the experiences of others and have the opportunity to begin the process of moving the employer branding discipline forward within your own organisation.

Who should attend?

Those HR Professionals responsible responsible for internal communication and employee engagement, and creating a consistent employee brand across the corporation

Key areas to be covered in the programme and documentation

Identifying the value of employer branding
• Employer branding issues - governance, international norms, human rights, rule of law, labour management
• Employee branding vs corporate reputation
• The employee lifecycle - recruiting, retention, effective employment, leaving
• Maximising the effectiveness and minimising the loss

Exercise: How good is your organisation at Employer Branding?

The return on investment of employee retention
• Quantifying the high cost of replacing staff
• The financial impact of employer branding on each stage of the employee lifecycle
• Making the case for an employer branding budget

Exercise: Making calculations

The power of reputation
• What factors create a ‘good’ reputation?
• Perception is reality - THERE IS NO SECOND CHANCE!
• A reputation undermined - how can it happen and what can be the impact?

Case studies: Where are they now?

Establishing a strategic framework for reputation management
• Considering the business plan and how reputation and PR will contribute
• Identifying the key issues and how to manage them
• Thinking globally but acting locally – strategies that result in a consistent message
• Dealing with risk and change management implications

Exercise: Analysing the key reputation issues in your organisation

Taking the long-term view
• Making the case for long-term strategies and activities for improving reputation and employer branding position
• Setting achievable ‘staging post’ goals
• Corporate culture as the key determinant of an excellent reputation
• Looking at collaborative management as an essential component of reputation excellence

Case study: How employees in this important Scottish arts organisation became an integral part of the business planning process

The importance of HR, marketing and internal collaboration in employer branding
• Scrapping the silos
• Useful tools for effective cross-functional collaboration
• The negative impact of big egos!
• Who’s the leader? Can the concept of rotating chair-persons actually work?
• Generating ideas to ensure collaborative working

Exercise: Brainstorming in action!

Leadership vs management
• Leadership styles and their impact of culture creation
• Working with different leadership styles
• Positioning yourself as an advocate and consultant to provide strategic direction – the role of the trusted advisor

Exercise: Mastering a flexible leadership style

Creating a high-trust employee environment
• Who and where are your potential employees? The ideal workforce?
• Minimising your existing employee losses
• The impact of leadership and management style on employee trust
• Successful strategies for creating trusting and trusted employees

Exercise: Creating a ‘high-trust’ environment for improving employee brand

Using social media in the communications mix
• Integrating social media into the recruitment communication mix
• Implementing social media as a tool to increase transparency
• Adapting social media channels for use by employees of different age groups

Case study: The use of a social media app for communicating with staff at one of the world’s largest airports

Implementing strategies for effective internal communications
• Fitting the business plan. Considering outside forces and other changing dynamics
• Prioritising stakeholder requirements when structuring communication strategies
• Developing and streaming key messages via the communication mechanisms available
• Developing a communication matrix
• Effective use of internal and external communication channels
• Feedback systems and their use

Exercise: Using communications matrix for matching key messages to different communications channels and making timing decisions

Effective community relations and corporate social responsibility
• Think global, recruit local!
• The impact of local community activity on employer branding
• Maintaining an active local presence - innovative partnerships, stakeholder involvement, real-time reporting
• Common communication channels seen by all stakeholders

Case study: A lesson from history; the factory in a garden

Rapport building and connecting with people in your organisation
• Conscious communicator - identifying and accepting personal and professional responsibilities in communicating effectively with others
• Developing a model of communication and a personal style to effectively build strong working relationships
• Identifying behaviours that can erode trust and how they can be avoided

Exercise: Overcoming barriers to internal communication

Creating a strategic plan for employer branding
• Developing strategic campaigns and themes
• Gap analysis and resourcing
• Tactical roll-out, timeline and budgeting
• Articulating and delivering a programme
• Auditing resources – what should be in your PR toolkit?
• Managing relationships with external consultancies.

Exercise: Using brainstorming to develop a ‘big’ idea

Benefits to you

• Enhancing your ability to develop an employer branding programme that is aligned with business strategy and goals
• Establishing a strategic framework for effective collaboration between different functions: corporate communications, internal communications and employee engagement
• Increasing the value of your brand(s) and improving corporate image through integrated communication channels
• Achieving maximum return by applying advanced employer branding tools and techniques
• Benchmarking your own strategies, skill sets and experiences against those of your peers
• Enhancing the profile of the corporate communications, employer branding and internal communications and your own role in the organisation

Companies already benefiting include:

Duration of Course

2 Day Course

Course details

This course is currently only available as an in-house option. For more information, and a quote, contact our team on +44 (0)20 3002 3057, or by email at ProfessionalTraining@iihc.org

Looking to train larger teams in this subject?

dzingim@marcusevansuk.comTailored in-house/in-company training courses and bespoke strategy workshops designed and delivered on-site throughout Europe according to your specific requirements.

All management, personal development and project management public courses featured in our Course Directory are also delivered on an In-Company basis.

Click Here for information on how this course can be delivered for you as an In-Company Training Solution

 


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Further information

UK Enquiries: +44 (0) 203 002 3057
or dzingim@marcusevansuk.com

Non-UK Enquiries: +420 (0)2 5570 7246
or training@marcusevanscz.com

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dzingim@marcusevansuk.com - Marketing Manager EMEA - Professional Training


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European Enquiries: +420 (0)2 5570 7246 : training@marcusevanscz.com

Testimonials

"This course will allow my company to develop its existing strategies to a much greater and hopefully profitable level."

Managing Director, Tarmac