People
All SBA people have worked together for many years and provide experience in senior management roles and relationships, employee research, workshop facilitation, coaching, communications and analysis — the key elements of developing a great employer brand. Plus Mergers and Acquisitions where every element of that is needed (ideally before completion).
Clients
I have worked for many great employers in my time among them Chanel, Mercedes-Benz, Hiscox, Invesco Perpetual, Vestey Group, Freshfields and the Israeli Pharmaceutical leader Teva. These in particular demonstrated the hallmarks of determined and visible leadership, clarity of purpose and the ability to inspire loyalty and engagement (including that from their suppliers).
UK Politicians – an abject failure in Employer Brand Management. Has anyone ever even tried?
Personnel Today is 30 years old this year and asked Simon what he thought had changed
Personnel Today is 30 years old this year and asked Simon what he thought had changed. Here is what they published.
Simon Barrow was CEO of Barkers Human Resources in 1988, and defined the concept of employer brand. He regularly featured in the magazine’s recruitment news column. He praises the profession for being “better organised and more data rational” but, like Kandola, has some reservations.
“HR has always had a quasi-legal role given the risks in hiring, appraising and transitioning employees,” he says. “This aspect has been amplified by HR becoming critical to the vast compliance area too. That is a difficult hat to wear and it has weakened the caring aspects of the old role.”
Simon Barrow in 1988
Barrow says that HR remains “understandably highly risk averse” with “few rewards for innovation, bravery and standing out”, and would like to see HR becoming more of a “springboard for the top” pointing out that CEOs come from “finance, operations, law and sales but not yet from HR”.
The full article can be found here at personneltoday.com.
Simon in 1988
