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employer branding

Measuring The Success Of Your Employer Branding Strategy

employer branding

Launching an employer branding strategy can expend a substantial amount of time, effort and resources. To ensure you get value for your efforts you need to ensure you have a measurable return on investment (ROI). The ROI is dependent on what you are looking to deliver with your employer branding strategy.


To do this set measurable objectives that you want to achieve before you promote your employer brand. You can then measure these at regular intervals to see if your employer branding strategy is working. These objectives should include:


Retention rate

Look at your retention rate for the last two years. Use these figures to measure against your retention rates going forward and hopefully you will see a significant improvement.


Employee satisfaction

This can be measured by conducting a survey at fairly regular intervals, say every six months, to see if employees are reporting increased satisfaction. If they are not you need to focus on issues raised by their feedback and tweak your employer brand accordingly.


Rise in quantity and quality

As a result of a successful branding strategy you should see a steady increase in the number of high calibre applicants for roles within your company. This is a really good indicator of ROI. If you are not seeing an increase in the quantity and quality of applicants your employer branding strategy may require re-assessment.


Referral rates

A good way to gauge ROI is by monitoring your referral rates. Satisfied staff will often recommend vacancies in their companies to friends and acquaintances. They will promote their company as a good place to work.


If, after implementing an employer branding strategy, there is a rise in applicants who have been referred to the roles by current staff, you have a clear indication of success. This shows that your staff appreciate their jobs and are happy in their work. They recognise the value of your EVP. Improvement of referral rates is always something to strive for. Not only does it mean that current staff are content, it saves HR time and resources in terms of sourcing new recruits.


Online Reputation

Monitor sites such as Glassdoor to see what kind of reviews current and former staff are leaving about your company. As each reviewer must leave a score for their employer out of a maximum of 5, it will be very clear to see any improvements in your overall score after implementing an employer branding strategy.



Contact Us

For a confidential discussion on how we can assist you with your staffing and recruitment needs, please contact Kate McGuinness on +353 1 4744609 or email kmcguinness@sigmar.ie.


Posted by Ruth Tobin on 7 December 2017

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Irish jobs market reaches 20-year high, as office re-entry drives unprecedented levels of recruitment activity

Irish jobs market reaches 20-year high, as office re-entry drives unprecedented levels of recruitment activity

Sigmar Recruitment today reports a record high number of job placements over April, May, and June 2021. The number of placements during this period is higher than any other quarter in the recruitment company’s 20-year history. Current figures are up 6% on the previous record set in 2019 before the pandemic. As one of the largest recruiters in Ireland, Sigmar has offices across the country and is present in all professional sectors. The first half of the year saw strong, consistent growth with job placements breaking all records in the month of May, with June accounting for the second-highest month ever. Commenting on the rebound of the labour market, Sigmar founding Director, Robert Mac Giolla Phádraig says: “The jobs market in Ireland has never been stronger or more buoyant than it currently is. We’re seeing several macro trends converge all at once, which is creating significant churn in the market. Remote working has literally opened up a world of new opportunities no longer bound by location. This is coupled with a rising tide of consumer confidence, as many professionals find themselves in a stronger financial position than before the pandemic. “The last 18 months has asked big questions of us all, and the humdrum of lockdown has created a desire for change which is now resulting in unprecedented numbers of people moving jobs. Employee loyalty is increasingly under question, with remote work being less enjoyable, many workers are now committed to the experience of work over the employer, adding further to the current levels of churn.” IT accounted for one-third of all job placements throughout the quarter, followed in order by Financial Services, Sales & Marketing, Accountancy, Life Science & Manufacturing, Office Support, Public Sector, Construction, Professional Services. Business confidence has also grown steadily over the course of the year, as vaccination gathered momentum. The “low-touch economy” is booming is sectors such as e-commerce, digital, and logistics. Says Mac Giolla Phádraig: “The resurgence of permanent recruitment is somewhat unique to how we’ve rebounded from previous downturns, where we typically saw flexible work return quicker.” Although the vast majority of job placement in Q2 were understandably remote, Sigmar reports that the tide is beginning to change with the majority of employers now committing to hybrid work over the coming three months. Mac Giolla Phádraig advises: “As we now choose our workplaces, at a time when the power dynamic has shifted to the employee, employers need to ensure adequate work practices to reconnect the workforce with the workplace equitably. There is an inherent risk that new workforce inequities may emerge, such as “proximity bias”, where those closest to the centre of influence get greater recognition and therefore promotion opportunities as opposed to remote workers. When it comes to individual contribution the opposite could be argued that remote workers get the benefit of having less in-office distractions and their output is therefore greater.” Mac Giolla Phádraig likens remote work to long-distance relationships, which in many cases don’t work out. “We’ve gone from “living” with our employees in an office environment to long-distance relationships, which often sees commitment recede over time. The context of location also opens up new experiences and possibilities, which are now being explored on a scale never before seen.” He adds, “if we thought the war for talent was tough, just wait for the battle of attrition. It’s now emerging as the number one challenge for businesses across the globe.”