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Head Hunters International Consulting
Services –Zimbabwe
Head Hunters International IT Solutions –
Zimbabwe
Head Hunters International Consulting
Services – Rwanda
Hutech International – South Africa
Asca Investments – Namibia
Best Combination – Botswana
Profiles International - Botswana
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Organizational Development
Research And Surveys
Training And Leadership Development
Recruitment and strategic staffing
IT Solutions – software, training, infrastructure
and hardware
Alternative Dispute Resolution And Advisory
Services
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Employer Branding
Attraction
Retention
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“An employer brand:
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is a set of attributes and qualities - often intangible that makes an organization distinctive, promises a
particular kind of employment experience, and
appeals to those people who will thrive and perform
to their best in its culture”
Your brand is what people say about you
when you've left the room."
“A brand is the DNA that separates a product
from a commodity.”
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Employer branding is therefore concerned with
the attraction, engagement and retention
initiatives targeted at enhancing a company’s
employer brand.
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Research has found out that:
Attraction and retention talent has ranked 3rd as an
important managerial strategic objective up from 5
in 2003
 Ability to attract and retain talent is becoming
harder.
 War for talent is intensifying and becoming global
due a to a number of reasons
 You people are your primary source of competitive
advantage – sets organizations apart
 Improves employee engagement
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Enough people and Not enough talent
Retention our own enemy
Over retention
Poor strategic position cover ratios – no
succession
Mass exodus of talent to the diaspora
Unattractive employment destination- macro
economic challenges
Very few outstanding branded employers
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Heavy tax burden on Salaries
Poor dialogue among parties – collapse of TNF
and the social contract.
Belief that solutions have to be imported
No home grown Solutions
High levels of brain drain
High Prices of basic necessities continue to
haunt staff – cost of living
High levels of unemployment over 80%
Failure of industry to recover
Uncertain future and inconsistent policies on
business
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No serious talk on PRODUCTIVITY
Counterproductive collective bargaining
Withdrawal of Labour as the only solution now
has mutated to a higher complex level
Silence -NO dialogue and accountability
No common vision of our desired future
NOW THE SITUATION HAS GONE BAD
Passive Human Resources Practitioners-No
business sense
Politicizing of LABOUR ISSUES
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Policy now stuck in the sand
Dam is now breaking and panic measures are
employed
Salary increase demands will continue and even for
moral demands were an employee’s salary will not
cover just transport costs.
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Business caught in classic catch-22 situation.
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Damned if it does and damned if it doesn’t
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You can continue with the current staff o.r
institute retrenchment which you can not
afford
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Now is NOT a good time to go by the general
principles of retention
Now is NOT a good time to continue with the
same principles and strategies of people
management
To do business as usual
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Your products and service must be different,
better and special than that of your opposition.
Instead of thinking excellence, there is need to
think superiority and therefore supremacy.
Positioning has to do with positioning in the
employee’s mind.
Your goal is to create an Employee Value
Proposition (EVP) that your offerings leap off
the shelf.
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Strong employer brands have employer value
propositions (EVPs) which evoke both emotive
benefits – “I feel good about working here, my
friends want to work here, this company has a
great reputation,” – and tangible benefits.
“Employees in such organisation know that
their career development is key, are paid well
and have a clearly defined career path,” – for
current and prospective employees.
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These EVPs reflect the image the
organisation promises to deliver to its
target audience.
Leaders who have an employer brand
mindset, understand what an employer
brand is, how to define it, how to manage
it and how their employer brand delivers
value to the bottom-line.
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An employer brand is reflected through the
behaviours and actions of employees and, if the
behaviours do not reflect employer brand image,
no amount of employer marketing will save the
organisation, as authenticity is the key to building
an employer brand of which competitors will be
envious.
Great products, great people – it’s a winning
formula!
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employees will be engaged;
turnover is low;
quality of candidate ratings is high;
the company ranks high in “best place to work”
surveys;
the number of unsolicited resume of people
seeking to work for you is high;
your talent pipeline is optimised for talent
attraction and retention;
the company is financially sound.
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Employer branding provides a basis for
driving employee loyalty as much as a
compelling consumer brand can drive
customer loyalty
It provides a lever for talent attraction
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Recognition of the shift from the psychological
contract to policies and practices that attract
and retain employees.
Companies need to establish a permanent
redundancy policy.
Create practices and policies that enhance the
firm’s attractiveness in the labour market.
Making line managers accountable for the
people they need and lead
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Creating a winning EVP , the organisation
should ask the question “why should a
talented person work for it”
Provide opportunities for learning and self
development, integrated with career planning
and mentoring.
Provide information and support for the
individuals’ own efforts at development.
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Provide realistic job previews and orientation
programs/ a formal program thus intended to
help new employees to quickly achieve optimal
levels of performance to shorten the learning
curve
Create challenging and career enhancing work
experiences
Job
Market
•skills
•structure
•design
•outputs
Organisation
•Cost structure
•Affordability
•Culture
•Competitive position
•sector
•region
•functio
n
Individual
•competencies
•performance
•individual bargaining
strength
•history i.e. education, length
of service
A balance of internal equity and external competitiveness
Engaged Performance - A ‘Total
Reward’ Model
 Competitive Pay
 Good Benefits
 Incentives for Higher
Performance
 Ownership Potential
 Recognition Awards
 Fairness of Reward
 Learning and
Development Beyond
Current Job
 Career Advancement
Opportunities
 Performance
Improvement
& Feedback
 Perception of the Value of Work
 Challenge/Interest
 Achievement
 Freedom & Autonomy
 Workload
 Quality of Work Relationships
Quality of Work
Tangible
Remuneration
Rewards
Future
Future
Growth/
Growth/
Opportunity
Opportunity
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Work/Life
Work/Life
Balance
Balance
 Supportive Environment
 Recognition of Life Cycle
Needs/Flexibility
 Security of Income
 Social Environment
Inspiration/
Enabling
Enabling
Environment
Environment
Inspiration/
Values
Values
Physical Environment
Tools and Equipment
Job Training (Current Position)
Information and Processes
Safety/Personal Security
 Quality of Leadership
 Organizational Values
and behaviours
 Reputation of
Organization
 Risk Sharing
 Recognition
 Communication
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Task Variety
Task significant
Task sequence
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“ Do what you do so well that they will want
to see it again and bring their friends”.
Service is intangible, you can touch it, you
cant smell it, or hear it..
Service is perishable and can never be recalled.
Once service has been provided – good or bad
it can never be taken back. Service happens
when it happens and the moment vanishes –
Seize each moment with the customer.
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Supremacy starts at the top.
The experience that our employees have with
our products and services (work) should be
memorable and unforgettable.
There is need to have the correct mental focus.
The ultimate relationship with an employee
lies in the present, not in the promises made by
the company’s policies and concepts
“ Do what you do so well that they will want
to see it again and bring their friends”.
Perceptions are everything.
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Guard against being part of the noise that
exists in the marketplace. Move your company
away from being just another one in the
industry.
Institute a set of non-negotiable daily points of
excellence. There are practices which must be
implemented and internalised by everyone in
your organization everyday.
 Remember every day the lion wakes up
knows it must run
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Create and sustain the position of supremacy in the
market.
Instead of focusing on beating competition, focus on
making competition irrelevant by creating a leap in
value for buyers and your company thereby opening
up new and uncontested market space.
Out of clutter find simplicity.
From discord find harmony.
In the middle of difficulty lies opportunity.
If you want to flourish in this flattening world, you
better understand that whatever can be done will be
done and much faster than you think. The only
question is whether it will be done by you or to you.
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When everything is the same, you are a commodity
and you are vanilla.
In a flat world the best companies stay healthy by
getting regular X-rays and then selling the results.
Take an X-RAY of your company, and break down
every component of your business and then put it up
on a wall size screen so you can study your corporate
skeleton.
To build may have to be the slow and laborious task of
years. To destroy can be the thoughtless act of a single
day.
Your goal is to become king of a new hill.
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Focus on new employee segments that others
do not see. Focus is key because competitors
often race past a defocused company.
You want to earn your black belt in unfair
advantage.
Remember competition is constantly working
to make your model obsolete.
Me too competitors will spring up like
mushrooms after the rain.
It takes hard work, sacrifice and years of
preparation. Yet the Olympic race is measured
in seconds.
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In sport races, being first off the starting line is no
guarantee of winning.
Your brand is very important- it is the flower that
entices the bees that make the honey.
Employee Value Proposition – You must discover
what gets your ideal employee excited about what you
will sell him.
An Eskimo need a refrigerator to keep things from
freezing. “ Work hard to discover what makes a dog
bark excitedly, not just yawn
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What is the rationale behind retention?
When is it necessary retain.
Diminishing returns of retention- overstaying
Retention limit
Need to analyse the emerging labor trends
Organisational cycle
Transformation
Decline
Maturity
Breakthrough
Change
Growth
Introduction
•Where are you now?
35
•Where is your envisioned future?
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Policies are not supporting productivity and efficiency
The aim should be to keep business viable.
A new covenant based on each party’s will is required.
A new understanding
Sincerity and rebuilding of trust.
Net effect is to penalise the rest of the economy
Unless and until this mindset changes, the economy
will not significantly grow.
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Are you the best of the best or the worst of the
best.
There is no value in sameness.
Life and death exist in the tongue.
Rules are made for those who can not make
their own.
If you are not living on the edge you are taking
too much space
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If it were not for Goliath; David would have remained
a mere shepherd boy.
It is not the size of the dog that matters in the fight, but
the size of the fight in the dog.
Throw your heart over the bar and the rest of your
body will follow.
No one can make you inferior without your consent.
smooth roads never make good drivers, smooth seas
never make good sailors, clear skies never make good
pilots: A problem free life never make a strong person;
Be strong enough to accept challenges of life. Don’t ask
life “why me?”
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Japanese proverb
If you want money for this year – grow rice
 If you want money in 5 years – grow fruit
 If you want money in 20 years – grow trees
 But if you want money for a lifetime 
Grow people !