In every single marketing or recruitment blog post ever written, the phrase "know your audience" has appeared. However, what specific details about your...

You were brought up to believe that you had to be good at one thing and that you had to be able to do that one thing very well. To become a specialist.

Successful transformation often requires organizational culture change to make the improvements stick. Leadership teams can increase their odds by focusing on three measures.

Company strategies often fail and this is frequently ascribed to unpredictable changes in the context. But most failures are the result of fairly predictable challenges, including one factor that is constantly overlooked: the role and impact of loss. New strategic priorities inevitably generate losses as people’s reality changes: loss of power, loss of competence or identity. Companies typically trumpet the benefits and ignore these losses, treating implementation as a straightforward technical challenge. Instead, they need to treat strategic planning as an adaptive leadership challenge, helping the organization come to terms with new realities and to appropriately grieve what is lost. Leaders should build an adaptive strategic planning process by: strengthening the “holding environment”; creating a formal moment to discuss losses; and mapping the affected groups and losses for each strategic priority.

"Employee attitudes to and perceptions of an organization are just as influential as those of its customers and its external stakeholders."

From Marriott to Amazon to Nestlé to Google to Apple to Unilever to LG to Neutrogena Source-Branded Portfolios are increasing in importance. With a shared

Reading Time: 4 minutes This piece on how organizational storytelling and recruitment marketing work together to engage candidates is...

Exploring the Long-Held Norms Ripe for Change

Many recruiting organizations have built talent pools filled with potential candidates who will often never be hired. Most of these talent pools are just a collection of disparate people who have perhaps indicated some interest or dropped by the career site and left their email addresses.

Employer branding. It's one of the biggest buzzwords out there.

Brand strategy calls on you to choose what to focus on. Choosing requires leadership courage.

What Makes A Culture “Bad” Isn’t Just That You Don’t Like It I won’t invest in a startup that doesn’t care about its culture. Because a culture is going to form regardless so you might as well be d…

According to Gartner, the pace of employee turnover is forecast to be 50–75% higher than companies have experienced previously, and the issue is compounded by it taking 18% longer to fill roles than pre-pandemic. Increasingly squeezed managers are spending time they don’t have searching for new recruits in an expensive and competitive market. Unless efforts are refocused on retention, managers will be unable to drive performance and affect change. Leaders need to take action to enable their managers to keep their talent while still being able to deliver on results. Managers need help with three things. First, they need help shifting the focus of career conversations from promotion to progression and developing in different directions. Second, they need help creating a culture and structure that supports career experiments. Finally, managers need to be rewarded not for retaining people on their teams but retaining people (and their potential) across the entire organization.

The Four Most Popular Bungles and Four Very Straightforward Alternatives

When I tell EB managers to "capture the zeitgeist" with their campaigns for talent, this is what I mean. And yes the UK government's employer brand is ...

Branding isn’t buzz — we’ve been doing it for thousands of years.

As the streaming giant’s stock tumbles, workers feel its culture of honest feedback is no longer welcome.

It is essential to the success of your company to evaluate your employer brand properly and continue to make adjustments when necessary.

While talent acquisition teams and recruiters have become "the cool kids" at most organizations, they're still treated like they were decades ago. That doesn't make sense. It's time to rethink their experience.

Examining 10 Startups Building for Gen Z

As recruitment professionals, we spend most of our time helping candidates find their ideal job. But are recruitment professionals suitable for their own current jobs? Are their skills enough? I've asked 100 recruiters what they do, why they do it, what matters to them, and how their satisfaction co

When you think of challenger brands, you’d be forgiven for associating them with scrappy startups and companies so small that agility doesn’t come with

To clarify their strategy and communication around strategy, executives should create a simple document called a strategy spine. They should begin by imagining, as if they were an independent reporter, their company about five years into successful future. What would that success look like? What choices made it possible? Then, based on this imagined future, they can fill out the six elements of their strategy spine: planned sources of revenue, key operating assumptions, key goals, revenue implications of those goals and assumptions, investments needed, and additional infrastructure needs. The strategy spine should never be regarded as a completed work, but rather a living document to be modified as conditions change.

Many companies get started on strategy-making too late because of a lack of awareness or sense of urgency that there is a challenge to be addressed. When they do get started they rush too quickly into articulating solutions that may not be appropriate for the challenges they actually face. These traps can be avoided by carefully considering two questions before starting on any strategy-making or strategic review process: Is there a problem to solve and what sort of problem is it?

An Holistic Approach to Changing Recruitment

Read our employer brand professionals' top recommendations on creating job postings to boost your company's employer branding.

Why curiosity is a strategist superpower.

A differentiated employee value proposition is important because it impacts recruitment and retention, making it an essential tool for recruiting talent.