Current Question to the Reader
Do you want to talk about the practices in your company in the next Management Mailer? The question to the reader is:
»What were your personal highlights in the last business year? What are you most proud of – also concerning the further development of your own management competencies?«
Share your opinion with us and the whole HILL Management Mailer-readership in Austria, CEE and SEE.
Please send us your statement, as well the name of your company and your position to firstname.lastname@example.org. A selection of answers will be published in the HILL Management Mailer 4|2008.
We are looking forward to your input!
By sending your answer you agree to the publishing of your comment and your name being mentioned in the HILL Management Mailer. If you would like to remain anonymous please mention it explicitly.
Employer Branding in the Practice of Our Readers
What does talent management look like in practice? What do companies actually do to attract the attention of the best and brightest? What value is placed on employer branding in the corporate strategies and how are top talents made loyal to the company? Our readers permitted us a glance into their practice.
»Employer branding is the foundation for all personnel marketing activities«, states Stephanie Schmitt, who is in charge of recruiting/personnel marketing at Schott AG. »Only when we know what distinguishes us as an employer can we take effective, target group oriented measures«, explains Schmitt.
This is also confirmed by Franz Reisner, Head of HR Recruiting of the Allianz Group in Austria. For him, it is first and foremost »companies with clear core messages, who can be perceived as distinguishable on the job market«, who will consequently win the war for talent.
Also for the HR Manager of the Bramac Group, Manfred Peterseil, »employer branding is a main focus of the company strategy, and functions when those values projected outwards are actually lived by all employees«. In his opinion, the company retains the best employees only when this overall picture is harmonious.
Wolfgang Horak, Managing Director of Fujitsu Siemens Computers, states that employer branding has always been important; only the values have shifted: while earlier in IT generally products were in focus, today »people and their values are more in the foreground. The people of a company mould the branding and have a more or less attractive effect on the ›best and brightest‹«.
Peter Rieder, responsible for recruiting & personnel development of the division private and business customers of Raiffeisenlandesbank NÖ-Wien AG, stresses that young people want orientation and therefore the transport of values, but also the culture and interaction with the employees is very important; employer branding therefore has huge significance. »Our secret here is, that we make the values perceptible and tangible in concrete missions and instruments, because ultimately culture consists only of deeds«, says Rieder.
Levend Alkan, Manager of Bosch Termoteknik, sees the secret of employee loyalty rather in the work environment itself: »challenging projects« linked to »a strong team management« are for him the most important factors for ensuring the loyalty to the firm of the best employees.
To sum up, our readers display an image of a very conscious and engaged approach regarding talent management and employer branding. A surely rewarding motto: whoever strategically plans also has the edge in the race for the best and brightest!