1. My views have been shaped by leaders,practitioners and academics I havebeen fortunate to collaborate with overthe past 10 years with the past 3 spenttravelling to 30 cities in 20 countries aspart of my Employer Brand Global MasterclassSome of the trends below have alreadystarted and will gain momentumtowards 2020. Whilst it is by no meansa complete list, I hope it will provide insights,awareness and facilitate discussionsinto how I see employer brandingevolving over the next decade and yourpreparedness to meet these challenges.Global companies such as Google,Sodexo, Apple, McKinsey & Co, Southwestand Philips have been frequentlyspoken about as leading employerbrands over the past decade. Whilstthere are many lesser known or visibleemployer brands, they are in fact in allindustry categories and in companies ofall shapes and sizes. These companiesconsistently articulate a clearly definedemployment proposition to their targetaudience and align systems, policiesand processes to ensure an authenticemployment experience for employeesacross the employment lifecycle.In short they care about the welfare oftheir employees and have leadershipconversations to better understandwhat drives superior performance intheir teams.Companies who are judged as theleading employer brands over the next 105Tour.www.workforcetmcommunity.comyears will be those who identify, react andadapt to the people and product/servicechallenges that lay ahead. These include:1) Time replaces money as the newcurrency. With increasing amounts ofwomen entering the workforce and oneparent working families being a thing ofthe past companies who can trade timefor other rational benefits such as payand career development by embracingflexible work practices and ensure workcommitments align with social and familyresponsibilities will be highly soughtafter. The notion of work will be replacedby striving to provide an employmentexperience which is closer alignedwith living a rewarding life throughoutall stages of the employment lifecycle(e.g. recruitment, induction, promotion,etc) rather than working towards retirementmerely being seen as a reward atthe end of a lifetime of work.2) Functions will blend. Employerbranding is not a HR function, it is abusiness philosophy and all functionshave a role to play. The business environmentis dynamic and moving waytoo fast for Human Resources, Marketingand Communication professionalsto continue driving the strategy in isolationwhilst trying to achieve alignmentbetween people, products and consumers.The study of employer brandingwill continue to make its way into theUniversity syllabus in HR, Marketing andCommunications courses and the scienceof employer branding will advanceEmployerbrandingtowards2020....ConsiderBrett MinchingtonHaving spent the best part of the last decade researching,writing, speaking and consulting in the field of employerbranding, I thought as this new decade begins now wouldbe a good time to reflect and share my opinion on employerbranding trends towards 2020 and how they will impact on theworkplace.Scenari e Nuove Tendenze

2. 6E m p l o y e r B r a n d i n g R e v i e wwww.workforcetmcommunity.comas an increasing number of academicsand students undertake researchin employerbranding building uponthe research previously undertaken inemployee engagement, organisationalpsychology and brand management.3) Less is more, small is big. As everydollar spent has come under closer scrutinyduring the Global Financial Crisis,this culture will continue towards 2020and leaders will need to demonstrate aROI of investment in employer brandingand how it impacts on delivering thecompanys mission and vision - two areasthe top companys get right whilstothers actions fall well short of theirpromise leading to disengagement andlack of trust amongst employees.There will be an increased focus onemployer brand strategy developmentto avoid brand fragmentation and confusionwhich exists when the marketproduces innovative ways to attract, engageand retain talent faster than companiescan keep up with. There will beless focus on creative communicationsand more focus on relevancy, customisationand authenticity as companiesinvest to build their brand from the insideout and reward behaviours whichreflect a defined employer brand positioningand strategy which takes a holisticapproach to the employee lifecycleand diverse employee segments.4) The talent crisis becomes thematching crisis. Companies will tuneinto the global network of untappedtalent in emerging economies such asIndia, China, Middle East and Turkeywhere technology and access is acceleratingskill build in these regions. Asorganisations become more knowledgeand technology reliant the demand formore diverse skill sets will result in companiesbuilding virtual teams of specia 3. 7www.workforcetmcommunity.comlists on retainers in order to keep up withthe accelerating pace of market change.Companies will leverage affordable,high quality technology to connect virtualteams and provide an environmentwhere employed and contracted talentfeel valued and a sense of belonging, -an experience much like the one todaybeing enjoyed by millions on social networkingsites. The uptake of Talent RelationshipManagement (TRM) softwarewill accelerate in much the same wayas Customer Relationship Management(CRM) technology did in the 1990s ascompanies strive to find competitiveadvantage in TRM lets hope the samemistakes arent made!The demand for specialist virtualconsulting will accelerate towards 2020as the demand for real-time access andtransfer of explicit to tacit knowledgeto optimise performance demands realtime reflection, feedback and action. Thegame will be won by the companies whocan match talent (from anywhere on theplanet) to be up to speed on roles and responsibilitiesmuch quicker than todays3-6 month onboarding period allows.5) Relationships will replace reputa-tion.The key to sustainable businesssuccess has always been established inthe relationships between the peopleinvolved, not just in a superior productor service. The cost of a bad hire or vendorselection is costly so companieswill rely less on a pitch for service, andtender processes and choose partnersbased on a previous working relationshipor referral when allocating resourcesfor employer branding initiatives.The key shift will come in defining,nurturing and evolving relationshipsbased on a value return as opposed to thebigger is better approach companies andagencies have strived for the past 20 years 4. 8E m p l o y e r B r a n d i n g R e v i e wwww.workforcetmcommunity.comleading to redundant information anddisenchantedcandidates and vendors.6) Employer brands become global.In the past decade employer brandshave been highly localised. Thats whyan organisation that is judged a number1 employer in the USA may only ranknumber 6 in Asia. The evolution for theworlds leading employer brands is tofind closer alignment between the culturenuances in attracting and retainingtalent in different countries and cultures.This will require increased communicationsbetween Head Office and Regionalleaders. I am amazed of how many globalbrands talk about having a global employerbrand strategy and when I meettheir regional leaders they advise, WhatGlobal Strategy. Technology will supportimproved global collaborations betweenregional offices but it is going to take aculture change of moving from a commandand control employer brand leadershipat headquarters to a collaborativeand evolve employer brand leadershipstyle to enact engagement across regionswhich enhances business performance.7) Slow is fast. Information will be deliveredfaster towards 2020 but the churnof redundant information will becomeslower. Technology and tools will getbetter at filtering out noise that has thetendency for employees to waste productivetime online and on social networkingchannels.Training will become a daily occurrenceinside organisations and tools willallow for knowledge to be requested,captured, customised and transferred toemployees via their hand held communicationdevices. Employees will receive realtime updates aligned with their career developmentplans and leaders will be ableto view real time updates on performanceto plan and provide coaching and mentoringbefore or at the moment when itis most needed rather than 3-12 monthslater at a formal performance review.8) Organisations will get naked. Justas reality TV shows have become thenorm the past decade, reality workplaceTV will become the norm towards 2020as companies allow access into the cultureof the organisation through webstreaming and reality shows about theday to day operations of what makes thecompany a success or a failure. Viewerswill be encouraged to participatein and solve workplace problems similarto how crowdsourcing works today.Job offers will be made and filled withinhours as companies exploit the benefitsof crowdsourcing.9) Work becomes living. Companieswill empower employees to come andgo as they feel is required to deliverthe outcomes of their role. The level ofdistrust in corporations today will be atipping point for talent to move to anorganisation that provides an employmentexperience which is closer alignedwith their lifestyle choices.Exiting baby boomers will pave the wayfor a new workplace dynamic whereGen Xs, Ys and Zs will provide a meltingpot of skills, attitudes and a can do attitudewith lower levels of bureaucracy.Just maybe, this reduction in bureaucracywill provide talent with an increasedsense of ownership of time as efforts arefocused on outcomes and performancerather than politics and bureaucracy.10) Connected, cleaner and greener.The penetration rate of the internet isgrowing at rapid speed in emergingeconomies and along with the increasingspeed and lower cost of delivery, companieswill increasing opt for greener consultingservices which can be deliveredover the web rather than in-person andin doing so, save on time (which will addvalue to #1 trend) and carbon emissions.This will add up to significant tangible savingsand market support for companiesamongst all sections of the community.Top talent will choose between companieswho can demonstrate they care aboutmaking the world a better place to liverather than just maximising profits at theexpense of societys negative externalities.Some closing thoughtsIf the economic downturn hastaught us one thing, it is the value ofthe three business performance pillarsof trust, communication and leadershipin building competitive advantage. Therate of technological innovation is increasingat rapid speeds and the greatestchallenge for business will be tomanage the needs of shareholders andemployees to ensure that profit is returnedin a manner that is both healthyfor the environment and for employees.We should not forget these pillars havealways been within our reach, the challengewill be how we balance our focuson them whilst managing the complexitiesof the workplace towards 2020.About the authorBrett Minchington, Chairman/CEO of EmployerBrand International and Managing Director ofCollective Learning Australia is an Internationalemployer brand strategist, author and educator.Bretts expertise in Employer Branding ledhim to author Your Employer Brand attract-engage-retain in 2006 which has since beensold in over 42 countries. Brett has deliveredemployer branding key note addresses,executive briefings, masterclass events andchaired Summits in 30 cities in 20 countriesand has been published in HR, Marketing andManagement magazines globally includingThe Economist and Business Week. With aglobal perspective on employer branding he isalso a regular commentator for the media. 5. Certificate inEmployer Brand LeadershipAbout Employer Brand InternationalEBI provides research, advisory and thoughtleadership in employer branding throughstrategic consulting, conferences/training,publications, research and global think-tanks.EBIs expert services are providedthrough an international network of expertemployer brand Senior Associates. EBIsGlobal Advisory Board consists of leadingcorporate professionals and academicsfrom around the world.Why choose to study the Certificate inEmployer Brand Leadership? Study for an in demand leadership skill Case study approach to supporttheoretical frameworks Real world application Flexible study options Supportive learning environment Access to the worlds most extensiveemployer branding learning resources Alumni support1. Since 2007 EBI has trained thousandsof managers in employer branding inmore than 50 cities in 28 countries.2. Access to an employer branding globalcommunity of 3500+ members.3. Course is supported by world classlearning resources including books,handbooks and global research reports.4. The first course of its kind offered inpartnership with educational institutions,business and the community.5. Accredited by EBI5 QUICK FACTSEnrol Today!www.employerbrandinternational.com 6. WELCOME FROM THECHAIRMAN/CEOWelcome to the Certificate inEmployer Brand LeadershipCourse a contemporaryleadership program formanagers around the world.Since 2007, Employer BrandInternational has conductedtraining for thousands ofmanagers in employer brandingin more than 50 cities in28 countries including Australia, Belgium, Denmark, France,Germany, Italy, Russia, UAE, UK, and the USA.Employees are fast becoming central to the process of brandbuilding and their behavior can either reinforce a brands advertisedvalues or, if inconsistent with these values, undermine the credibilityof your messages. Employer branding is a whole of businessconcept concerned with the attraction, engagement and retentioninitiatives targeted at enhancing your companys employer brand.The contest amongst employers to attract and retain talented workerstakes place in a world where changes in the political, economic,social and technological environments and concerns about acompanys environmental footprint is driving widespread change inemployment patterns. Today, competition for the best employeesis as fierce as competition for customers and market share.The course brings together a talented team of academics,strategists and corporate leaders to create an inspiring learningexperience in the growing field of employer branding.Our emphasis is on assisting you to develop leadership,communication, problem solving and team building skills, whichwill enable you to better understand and deal with the complexissues of management in a changing business environment.In selecting students we look for high quality people with the potentialto not only benefit but also contribute to the learning experience.Whilst practical in orientation, your learning experience will includenetworking with like minded professionals around the world tosupport a solid theoretical grounding in employer brand leadership.Organizations that can attract and retain the best minds byleveraging a unique, relevant and distinctive employer brandwill have a competitive edge in the marketplace.We look forward to welcoming you and wishyou the very best with your studies.Brett MinchingtonChairman/CEOEmployer Brand InternationalPROGRAM STRUCTURECORE MODULE ATHE BUSINESS CASE FOR EMPLOYER BRANDINGStudy Unit 1: The Fundamentals Of Employer Branding (EBLFU)CORE MODULE BBEST PRACTICE IN EMPLOYER BRANDINGStudy Unit 2: Employer Brand Leadership Principles & Practices(EBLPP)Study Unit 3: Employer Brand Strategic Management (EBLSM)Study Unit 4: Employer Branding Mapping & Competitor Analysis(EBLCA)Study Unit 5: Employer Brand Analytics & Reporting (EBLAR)Study Unit 6: Contemporary Practices in Employer Branding & SocialMedia (EBLSM)Study Unit 7: Employee and Customer Experience (EBLCE)CORE MODULE CTHE FUTURE FOR EMPLOYER BRANDINGStudy Unit 8: Employer Branding Social Responsibility (EBLSR)Study Unit 9: Future Trends in Employer Branding (EBLTD)Study Unit 10: Employer Branding Case Study Analysis (EBLCS)HOW TO APPLYApply online atwww.employerbrandinternational.comor to enquire please email Andrea at:andrea@employerbrandinternational.comPlease direct all courseenquiries to:Ms Andrea FieldingP +61 8 8443 4115F +61 8 8443 4149ALUMNI SUPPORTThe EBI Employer Branding Global Community is an important part ofthe life and community of the School, as it forms an integral part of theSchools business relationships.The network is diverse, including students and graduates who work andlive locally, interstate and overseas.With more than 3500 members, the EBGC supports members invarious ways: Fostering global networking opportunities Informing the business community of latest trends in employer brandingwww.employerbrandinternational.com