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Internal Communications and its role in Employer Branding

Most internal communicators are well aware of the challenge to their organisation of recruiting and retaining staff. In the 21st century, the role of the internal communicator is to help nurture your organisation’s reputation as an employer of choice. This doesn’t just mean making the organisation attractive, 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. Increasingly, internal communicators needs to collaborate with HR, marketing, and senior managers, and they should be at the heart of employer branding work, bringing additional value beyond their traditional IC role. Attending this course will enhance your ability to influence employer branding across your organisation.

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 internal communication and employer branding strategies. 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?

• Senior managers who want to enhance their skills in internal communication strategy and planning • Communication managers who want to develop their expertise in internal communication and a wider understanding of the key elements of communicating for engagement • Internal communication specialists, who want to develop their strategies or prepare for a new initiative • Employee Engagement specialists

Key areas to be covered in the programme and documentation

The value of employer branding
• Who are we talking to? Potential employees, existing staff, customers, investors, government and other authorities - or everyone?
• Is employee branding the same as an excellent corporate reputation?
• Employer branding issues: Governance, international norms, human rights, rule of law, labour management
• The employee lifecycle: Recruiting, retention, effective employment, leaving
• Efficient recruitment of the right quality staff
• Making those staff effective contributors
• Maximising their effectiveness for as long as possible
• Minimising the impact when they leave or retire

The return on investment of employee retention
• Quantifying the high cost of replacing staff
• The financial impact of employee branding on each stage of the employee lifecycle
• Making the case for an employee branding budget
Case Study: Dubai’s transient workforce

How reputations are made and destroyed
• Is a ‘good’ reputation essential to success?
• What factors creates a ‘good’ reputation, and who is responsible?
• Perception is reality: THERE IS NO SECOND CHANCE!
• A reputation undermined: How can it happen and what can be the impact?
Case Study: When the reputation’s gone, they’re gone!

Establishing a strategic framework for reputation management
• Considering the business plan and how reputation and PR will contribute
• Considering outside forces and other changing dynamics using PEST and SWOT analysis
• Identifying the key issues and how to manage them
• Who sets the lead and creates the corporate culture? 
• Becoming a pro-active organisation, not a reactive one
• Thinking globally but acting locally – strategies that result in a consistent message
• Considering risk and change management implications
Practical Exercise: Identifying the right skills for the internal communications practitioner; how do you shape up?

Taking the long-term view
• Reputation and employee branding don’t happen overnight
• Making the case for long-term strategies and activities
• Setting achievable ‘staging post’ goals
Practical Discussion: The conflict between corporate short-term objectives and developing a long-term employee reputation strategy

Who sets the lead and creates the corporate culture?
• Corporate culture as the key determinant of an excellent reputation
• Ensuring everyone in the organisation is aware of the impact of their actions on the organisation’s reputation
• Looking at collaborative management as an essential component of reputation excellence

• Understanding the role of the leaders in an organisation
• The difference between ‘leadership’ and ‘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
Case Studies: Group Discussion - Collaborative and non-collaborative leaders and how to operate within both environments

Creating a high-trust employee environment
• What do we mean by a ‘high-trust’ environment?
• The impact of employee trust on employee branding
• The impact of leadership and management style on employee trust
• Successful strategies for creating trusting - and trusted – employees

Who and where are your potential employees?
• Minimising your existing employee losses
• Who do you want to employ - the ideal workforce?
• How will they come into contact with your organisation?
• What will they want to know?
• What will motivate them to apply for a position?
• Faultless application handling
• Faultless turn-down procedures: THIS WILL IMPACT ON YOUR EMPLOYER BRANDING!
• Effective induction programmes
Case Studies: How to do it and NOT to do it!

Using and defining social media in the communications mix
• Understanding the differences in the use of social media by different generations 
• Integrating social media into the recruitment communication mix
• Implementing social media as a tool to increase transparency
Case Study: Group Discussion – Using social media and looking at a corporate global social network for connecting, sharing and creating

Implementing strategies for effective internal communications
• Fitting the business plan: Considering outside forces and other changing dynamics
• The importance of stakeholder analysis on communication planning
• Identifying stakeholder groups and creating ‘desired behaviour
• Prioritising stakeholder requirements when structuring communication strategies
• Developing and streaming key messages via the communication mechanisms available
• Developing a communication matrix
• Feedback systems and their use
Case Study: The power of story-telling

The important of good community relations and corporate social responsibility (CSR)
• 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
• The impact of the organisation locally: Environmentally, philanthropically as well as employment
Case Study: Award winning CSR programmes

The importance of HR, marketing and internal collaboration in employer branding
• Does collaboration mean more meetings?
• The negative impact of big egos!
• Who’s the leader? Can the concept of rotating chair-persons actually work?
• Scrapping the silos, and other ideas to ensure collaborative working

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
• Rapport building and connecting with people in your organisation
• Identifying behaviours that can erode trust and how they can be avoided
• Overcoming barriers to internal communication

The importance of consistence messages across internal and external channels
• What does employer branding depend on?
• Ensuring that the messages that the customer, the potential employee and the existing employee receive are essentially the same
• Common communication channels seen by all stakeholders
Case Study: Choosing the right combination of channels

Creating a strategic plan for employer branding
• The big idea - brainstorming techniques and the development of a ‘big’ idea
• 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

Benefits to you

• Enhance your ability to develop an employer branding programme that is aligned with business strategy and goals
• Establish a strategic framework for corporate communications, internal communications and employee engagement
• Realise the value of your brand(s) and corporate image through integrated communication channels
• Understand the requirement for collaboration across different functions and enhance your ability to create that collaboration
• Achieve maximum return from the wider aspects of employer branding
• Benchmark your own strategies, skill sets and experiences against those of your peers
• Enhance the profile of the corporate communications, employer branding and internal communications and your own role in the organisation

Companies already benefiting include:

Alpine • Bombardier • Philips • Michelin

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

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.

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Further information

UK Enquiries: +44 (0) 203 002 3057

Non-UK Enquiries: +420 (0)2 5570 7246

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

Managing Director, Tarmac