Challenging Recruitment
Our aim was to enhance our
ability to attract top talent (including graduates) and build a stronger, more sustainable emotional connection with employees by driving higher levels of engagement, discretionary effort and retention.
Putting the cake underneath the cherry
The traditional linear recruitment model has changed. Historically, companies used to have a vacancy, create a job spec, advertise it and then wait for applications. Today, as most candidates look at the fabric and values of the company before the roles on offer, this approach is no longer fit for purpose. Paul Siaens, Global Graduate Recruitment Manager at Imperial Tobacco, explains how this shift led them to change their recruitment marketing approach.
I
f you are anything like me, when looking for your next career move, you will give attention to your
perceptions of a company as well as the industry in which it sits. This way of searching for a career, common amongst graduates, presented Imperial Tobacco with a real challenge to finding quality candidates with the right skills and knowledge we need to help us grow in a challenging industry. It was only when I joined that the true value to my career of working for Imperial Tobacco became apparent. No doubt I am not the only one whose perception of our consumer brands had partially distorted my knowledge of its employer brand.
In an environment of growing regulation and societal hostility towards tobacco products, Imperial Tobacco has had to work hard to develop, communicate and maintain its reputation as an Employer of Choice. Just as we have always worked to define what we want our consumer
14 Graduate Recruiter |
www.agr.org.uk
brands to stand for in the hearts and minds of adult consumers, so we have had to do the same to present what we stand for in the hearts and minds of our employees, both current and potential.
Two years ago we took the decision to invest a considerable amount of time and effort into developing our Employee Value Proposition (EVP). Our aim was to enhance our ability to attract top talent (including graduates) and build a stronger, more sustainable emotional connection with employees by driving higher levels of engagement, discretionary effort and retention. The resulting EVP presents a set of unique,
Research & insight
Developing our EVP
Creative Development
relevant and compelling qualities that we use to characterise us as an employer and to differentiate us from our competitors in terms of talent attraction, development, engagement and retention. It is this set of attributes that we most want employees and candidates to associate with us.
To develop our successful ‘Bring it on’ brand, there were a number of key milestones that we needed to achieve. These were set out in the project plan to ensure the outcome of a robust, long- standing proposition that could serve our business needs and convey the realities of working in such a challenging, rewarding and fast-paced industry.
Validation
Creative Execution & Touch-point Planning
Launch
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36