The last point of consideration before embarking on an employer brand development project concerns project management (assuming that we believe managing the project is a good thing).
One of history’s best project managers was Qin Shi Huangdi who got the First Great Wall of China built on time and under budget – just four years using a mere 800,000 laborers. One of the worst was the local contractor who tore down my living room wall in about the same amount of time, and based on the bill, using about the same number of laborers.
The first of your two primary project management tasks is to identify the team. And yes, you should be part of the team (negating that whole “there’s no ‘I’ in team” concept because in this case, there better be). Members of the team should be selected based on their capacity to reach out to key constituencies such as executives, business units, hiring managers, key employee groups, marketing, communications, and HR. They should be versed in the scope of work (see last entry) as well as the rationale behind the methodologies discussed in the scope of work, and of course, the actual objectives.
The other project management consideration centers on milestones, and to prevent the p.m. concept from getting completely out of hand, I would suggest aligning these with points of delivery rather than on a task-by-task basis. Primary points of delivery should be: once an initial assessment has been completed, at the conclusion of all research phases, and at the initial delivery of analysis and strategy.
With the above in hand, and a review of the previous 2,300 entries (okay, just the last three or four will do), you can start to plan your employer brand development project.
Next entry: the difference between an employer brand and Comet Hyakutake.