You are here

How to Improve the ROI of Your Employer Branding?

Comment rentabiliser une stratégie de marque employeur
Published on
25 May 2018

E-reputation has become an essential factor for a company’s image. Whether small or big, a strategy for employer branding is now a crucial part of the process. But, what are the costs of implementing employer branding? How can you measure the return on investment?

As a graduate of Grenoble Ecole de Management (2000), Sophie-Antoine Dautremant has worked since 2003 as a consultant for sourcing, employer brand strategy, social networks, mobile applications and internet solutions for major companies, SMEs and startups. She also contributed to the HR ROI white paper, published at the beginning of the year by GEM alumni.

"83% of candidates search for a company online before applying for a job. The results they find through search engines such as Google (69%) greatly influence their application (81%). In fact, 63% of survey respondents reported having already dropped a job application following information they found online. On the other hand, 76% also report having decided to apply because of information they found online! This really underlines the importance of employer branding." (source: RégionsJob de 2017 - survey.)

Mastering your employer brand

"A strategy for employer branding means applying techniques that draw upon brand or HR management. In concrete terms, this refers to managing everything that impacts a company's image as an employer, both in terms of current employees and potential recruits," explains Sophie-Antoine in the introduction to the HR ROI white paper.

Nowadays, employer branding is not only about recruitment. It has become a crucial factor in a company's overall attractiveness. The development of web communications has led to a variety of parties being able to voice their opinion of the company. Through social networks or dedicated platforms, everyone from employees to partners, clients or suppliers can share their point of view. "Employer branding has to become a real tool for company communications that can be implemented by the company or its employees/recruits," adds Sophie-Antoine.

What's the cost of ignoring your employer branding?

Ignoring employer branding can have noticeable costs: "A negative reputation as an employer can have a real impact on a brand's overall reputation and sales," says Sophie-Antoine. According to a LinkedIn study (Winning Talents 2015), a company that doesn't have a clearly set employer brand strategy could suffer from a 5% increase in recruitment costs. Companies that: "don't invest in their reputation can pay up to 3,500 euros more salary per employee per year as compared to companies with solid reputations." As a result, for a company with 10,000 employees, a bad reputation could cost five million euros per year.

Performance indicators for employer branding

"Employer branding covers three majors stakes: sourcing, image and engagement," says Sophie-Antoine. Measuring ROI can be achieved by looking at various indicators that can be selected according to their usefulness for a particular company. Examples include:

Recruitment: Cost per recruitment/length of time for a recruitment/number of applications per recruitment/number of spontaneous applications/number of recruitments via networking

Employee retention and mobility: Employee turnover rate/turnover rate for high potential talent/turnover rate for new recruits

Social networks and web site: Number of visitors on the careers page/number of visitors on social network career pages/ number of viewers for videos/number of employees present on social networks/number of employer relations present on social networks/number of articles shared.

Key tips to increase ROI for employer branding

1 - Listen to employees and candidates, then mobilize internal resources.
2 - Identify at least one (three maximum) strong point to highlight and communicate on it.
3 - Target your audience gradually from the individual level to mass communications.
4 - Observe and analyze performance indicators.

On the same subject

  • Amarenco pilote sa formation en co-construction avec GEM
    Published on 19 January 2023

    Amarenco pilote sa formation en co-construction avec GEM

    Luca Loredan, directeur des Ressources Humaines, ESG et de la communication interne au sein du groupe Amarenco, producteur indépendant d’énergie photovoltaïque, a travaillé à la co-construction de cette formation sur-mesure avec GEM.

  • Thomas Vilcot, directeur commercial à GEM
    Published on 16 November 2021

    What are the New Challenges for HR?

    Thomas Vilcot joins Grenoble Ecole de Management as Commercial Director. DRH : le courage de l'humain ! Un nouveau cap pour l'entreprise (Human Resource Management: Human Courage. A New Direction for Business) is his latest book, in which he...

  • Thomas Vilcot, directeur commercial à GEM
    Published on 16 November 2021

    Fonction RH : quels sont les nouveaux enjeux ?

    Thomas Vilcot rejoint Grenoble Ecole de Management en tant que directeur commercial. « DRH : le courage de l'humain ! Un nouveau cap pour l'entreprise », est son dernier ouvrage, dans lequel il relève les enjeux décisifs de la fonction RH pour les...

  • Pierre-Yves Sanseau Copy Jayet - Les soft skills, clé de voûte des entreprises en contexte critique ?
    Published on 12 January 2021

    Covid-19: why have soft skills become essential for companies?

    Creativity, empathy, cooperation, autonomy… These qualities have become essentiel during the Covid-19 crisis. With many challenges in agility, companies have come to rely on soft skills to ensure their survival in a post-covid era.

  • digitalisation du recrutement
    Published on 20 January 2020

    Digitalizing recruitment to facilitate human interactions

    Digital technology has revolutionized HR and recruitment. The ability to digitalize certain tasks opens the door to greater focus on opportunities for face to face interactions such as such as job interviews or recruitment forums.

  • GEM lance le certificat RH de la transformation numérique
    Published on 15 October 2018

    HR is a key player in digital transformation

    The digital transformation is bringing important changes for individuals and organizations with a direct impact on HR. A new certificate at Grenoble Ecole de Management prepares HR professionals to adapt to the digital transformation and implement a...

  • Pourquoi les DRH doivent-elles se saisir du digital ?
    Published on 26 March 2018

    Why Is the Digital Revolution Essential for HR?

    The digital revolution is impacting all areas of business. While HR are particularly affected by this change, it’s an opportunity for them to focus their efforts on the “employee experience”.

  • Published on 27 February 2018

    New MSc International HR Management in the digital age

    When Digital Systems are dramatically changing the way we work on a daily basis, Human Resources professionals have to adapt too. To that end, GEM continues to innovate and is now one of the first – if not the first – business school to introduce a...

  • Bénédicte Tilloy, artiste et ex-DRH à la SNCF, a posté ses aquarelles sur Twitter, entrainant l’initiative Art Wagon, portée par un conducteur de trains
    Published on 13 September 2017

    Art: Bringing Emotion Back into Company Life

    Art is a gateway to emotions and offers an interesting approach to foster more humane relationships at work.

  • Published on 13 September 2017

    Comment l’art peut libérer les énergies en entreprise ?

    Bénédicte Tilloy, artiste et ex-DRH à la SNCF, a posté ses aquarelles sur Twitter, entrainant l’initiative Art Wagon, portée par un conducteur de trains

  • Renaud Cornu-Emieux, responsable de la Chaire Talents de la transformation digitale, et enseignant-chercheur à GEM
    Published on 10 May 2017

    Digital Advantages for Human Resources

    How do HR departments participate in the digital transformation? What advantages do digital tools offer for HR?

  • Renaud Cornu-Emieux, responsable de la Chaire Talents de la transformation digitale, et enseignant-chercheur à GEM
    Published on 10 May 2017

    Le digital : un frein ou un atout pour les RH ?

    DRH, DSI et direction marketing doivent interagir pour construire un projet de transformation numérique, à partir d’un modèle de management agile, en réseau

  • Published on 08 December 2016

    Does a Country’s Culture Influence the Use of Lean Production Systems?

    With globalization, companies have been forced to expand across borders. As a result, they have to check the validity of their management theories and tools when applied to various cultural contexts. Laurent Rannaz, president of Caterpillar France,...

  • Published on 08 December 2016

    Systèmes de production et culture locale font-ils bon ménage ?

    Les fondamentaux culturels d'un pays influent-ils sur la performance d’un système de production, et selon quels critères ? Dans le cadre d’une thèse (DBA) soutenue à GEM, Laurent Rannaz, Président de Caterpillar France, dévoile les ressorts du...