HR News & Trends, Talent Management

What Does Talent Want? A Strong Brand and a Great Place to Work

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A look at LinkedIn’s recently released Talent Trends 2014 report provides some interesting data about what’s on the minds of today’s professional workforce.

As the study confirms, we live in an age of unprecedented transparency: “More job opportunities are viewable online, and the available context – information on the company, its culture, and the team including the hiring manager – has never been richer.

LinkedIn’s platform itself proves this point, and this ever-increasing transparency is certainly changing the landscape of talent acquisition. It asks to us to consider how the talent, people, are approaching and considering new careers.

Why talent brand is so important

Perhaps one of the biggest changes has been a move towards proactively seeking the best talent for the position. LinkedIn’s 2014 report surveyed over 18,000 fully employed workers in 26 countries, to shed light on professional attitudes towards job seeking, job satisfaction and career evaluation.

The LinkedIn report dives into many areas of the professional workplace’s approach toward careers, one such area being the importance of talent brand to professionals.

Globally, professionals agree that the most important factor in considering a new job is whether their prospective company is perceived as a great place to work or not. (And to be clear, LinkedIn’s definition of “great place to work” does not synch up completely with the Great Place to Work Institute’s definition.)

When respondents of LinkedIn’s report were asked which of the following was most important if they were to consider a new job, 56 percent said “the company has a reputation as a great place to work,” while 20 percent said “the company has a reputation for great products and services,” 17 percent said “the company has a reputation for great people,” and 7 percent said “the company has a reputation for being prestigious.”

When looking at countries where talent brand/being a great place to work is most (100 percent) and least (0 — zero — percent) important, the global average was 56 percent, with high outliers being Denmark at 62 percent, Brazil at 61 percent, and the U.S. at 60 percent. Outliers on the low-end included Japan at 39 percent, Turkey at 35 percent, and China at 33 percent.

People want “more than just a job”

Talent brand, which LinkedIn equates with being a great place to work, is clearly important to today’s labor pool when planning a career or a job change. This line of thought underscores why it’s more necessary than ever to communicate and share a corporate mission and values.

People want their work to have meaning to them, to be “more than just a job.” They want to trust their leaders and have a sense of camaraderie or family with their co-workers.linkedin-talent-profile

The majority of people surveyed in LinkedIn’s report (85 percent of active job seekers and 90 percent of passive job seekers) responded that they are passionate about the work they do.

Learning, growing, and caring

Additionally, 85 percent of active and 91 percent of passive job seekers stated that they are constantly learning and growing at work, and 84 percent of active and passive job seekers reported that they are comfortable promoting themselves and their ideas at work.

The clear results of this data are that professionals today care deeply about their work, and want the companies they work for to support this passion.

Being a great place to work is a strong factor in their search for new jobs and careers – and besides being a critical selection criteria, being a great place to work is an essential foundation for success in today’s talent acquisition and retention challenges.

This originally appeared on China Gorman’s blog at ChinaGorman.com.

For more than 25 years, China Gorman has held strategic business leadership roles in the human capital management sector. She's currently the CEO for Great Place to Work, a company dedicated to improving society by helping companies create better workplaces. Well known for her tenure as Chief Operating Officer and interim CEO of SHRM (the Society for Human Resource Management), China also held the posts of President of DBM North America, and President of Lee Hecht Harrison, the global consulting division of Adecco, which became the performance leader in its industry under her leadership. Read her blog at ChinaGorman.com, and contact her at china@chinagorman.com.
  • Tim Kuppler

    I believe the key point is the statistic about the 85-90% of job seekers responding they are passionate about the work they do. The only hope for them to live up to their potential is to be in an organization where they are passionate about the work the organization does. This goes back to there being a need to have a shared purpose that obviously goes beyond making a profit and is more likely connected to making a meaningful impact.

    There needs to be a “chain of impact” where employees feel they not only make a meaningful impact themselves but they clearly understand how their work is connected to the organization making a meaningful impact.

  • erika

    A great place to work is a huge factor for many talented professionals today. Cultivating that work environment that is both stimulating and energetic is a complicated task for many companies. Constantly growing and learning at work should be a natural occurrence in the workplace, but so many executives let this slip by the wayside. As a human resources professional, finding out what your employees love and loathe can be valuable information as you grow as a company and source new talent.

  • Kevin

    Is a great place to work and employer of choice the same?

  • Oliver Viel

    Thank you China!

    Kind regards

    Oliver
    http://www.oliverviel.com