improving recruitment and retention of general practitioners – applying employer brand thinking...
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Improving recruitment and retention of general practitioners – applying Employer
Brand thinking
Simon Barrow
East of England Deanery Spring Symposium, 26th March 2015
Hilton Hotel, Stansted
Purpose
To establish whether Employer Brand thinking can help to improve the attractiveness of being a GPFormat:• The problem• Introduction to the EB idea• Ingredients for success• The current environment• Thoughts on the way forward
Pressures
• Shift of resources and care into GP surgeries• Increasing demand on GPs – 2013: 340m
consultations vs 2008: 300m• Increasing demand from A&E• Waiting times: 26.2m waited over a week to
see a GP
Sir Bruce Keogh 20 Jan 2015
GP availability
• GPs per 100,000 population down to 60 in 2013
• 2014 applicants 5,477 vs 6,034 in 2013• Only 27% of GPs are under 40• Only 21% of medical students intend to be GPs
(and the figure should be over 50%)
How do we encourage more doctors with the necessary qualities to become GPs?
Neil McElroy, Defense Secretary in President Eisenhower’s administration.At Procter& Gamble, in 1931, aged 26, created the concept of brand management.
The Principles of Brand Management
• Focus on one brand not the whole group• Listening and research among all stakeholders• A coherent plan supported by an engaged and
inspirational leadership • Establish the truth about what makes you distinctive
and compelling• Fix whatever is holding you back• Coherent delivery with everyone on side• Rigorous measurement and senior mgt review
Brand Management
Knorr (now Unilever)
Colgate-Palmolive
Tim Ambler Senior Research Fellow, London Business School and Simon Barrow
Definition of the employer brand
We define the Employer Brand as the package of functional, economic and psychological benefits provided by employment and identified with the employing company.
Journal of Brand Management, Ambler and Barrow 1996
Definition continued
The main role of the employer brand is to provide a coherent framework for management to simplify and focus priorities. Increase productivity and improve recruitment, retention and commitment
Journal of Brand Management, Ambler and Barrow 1996
Since then…
• First book on the subject in 2005 Barrow and Mosley
• Taken up by large organisations globally
• Now 446,000 Google pages on the subject
Brand relationships
Powerful consumer brands provide a focal point for:
Aspiration (When I’ve really made it I’ll drive a Mercedes)
Identity (The devil and I both wear Prada)
Engagement (My Nikes make me feel like running)
Advocacy (Let’s meet at Starbucks)
Trust / Loyalty (When the new watch comes out I’ll be the first in line)
The employer brand relationship
Powerful employer brands play a similar role:
Aspiration (It’s a company any actor should have on their resume)
Identity (I’m proud to tell people where I work)
Engagement (I’m committed to going the extra mile)
Advocacy (I tell people it’s the coolest place to work on the planet)
Trust / Loyalty (It would take a lot to get me to leave)
Why the EB needs such care
CustomersLife style is a factorThey’re externalThey don’t know everythingMistakes can be managedBroadscale communications
EmployeesWork is about life itselfThey’re familyThey do!Mistakes can be mortalOne to one preferred
Integrated brand management
Customer Value
Proposition
Employee Value
Proposition
Corporate Brand
DNA
Why should consumers consider you?
Why should they come back for more?
Why should people join you?
Why should they stay?
Why should they commit?
What shines through everything the organisation does and says?
Employee experience
Consumer experience
Marketing
HR
Leadership
Elements of the Employer Brand
Orie
nta
tion
Me
as
ure
me
nt
Process ‘Touchpoints’
Recruitment
Working Environment
Comm
unication
Performance &
Development
Reward &
Recognition
Core Values
Core
Compete
ncies
Everyday Behaviours
Brand o
f
Leadership
Style of
Management
Underpinned By
EmployerBrand
Experience
Recommended employer brand model
Headline Proposition
Corporate BrandVision / Mission
Personality
Values
Qualifiers
Employee Value Proposition
Defining attributes
Reasons to believe
Em
plo
yer
Bra
nd
The everyday basics you need to deliver on to ensure the proposition is credible
The core brand DNA of the organisation reflected in everything it says and does
The one quality you most want to be famous for as an employer
The distinctive qualities that further define the employment experience
The tangible proof points that make the proposition credible
Tailoring the umbrella position• Target propositions need to be aligned but also adapted to reflect:
– Regional / divisional strengths
– The specific needs and aspirations of different target groups
• Adaptation can be achieved through relative emphasis, distinctive local ‘reasons to believe’ and supplementary attributes (consistent with the overall brand)
CORE EVP
TVP
Division
TVP TVP
Region Talent Group
EB attributes / themesA B C D E
Brand DNA
Establishing clarity(?)Vision
Shared Objective
Services Vision
Core Competencies
Organisational Values
Brand Values
A digital vision for everyone
To be at the heart of 21st century living
World Beating Customer Service
ExcellenceCo-operationHonesty
RespectEmpowerment
EntertainingCreativeInnovative Challenging
World Beating Customer Service
Accountability
Problem Analysis & Decision Making
EmpathyEnthusiasm and
PassionDeveloping our
People
Passion for Excellence
Team Player
Close to Customer
ConnectedValues its
People
Passionate about the business
Friendly/ Helpful
Leading Edge & Agile
Credible & Confident
Successful &
Profitable
Cultural Characteristics
The fully loaded proposition
Excellence
Co-operation
Respect
Empowerment
Entertaining
Challenging
World Beating Customer Service
Accountability
Problem Analysis & Decision Making
Empathy
Enthusiasm and Passion
Developing our People
Passion for Excellence
Values its People
Passionate about the business
Honesty
CreativeInnovative
ConnectedFriendly/ Helpful
Leading Edge & Agile
Credible and
Confident
Successful &
Profitable
A digital vision for everyone
To be at the heart of 21st century living
World Beating Customer Service
Team PlayerClose to Customer
The complex context for GPsNo. 10
DOH TreasuryNHS
England
East of England Federation
Core Commissioning Groups
East of England Deanery
GP Practices
Hospital Doctors
Patients SpecialistConsultants
Royal College of GPs
Local Medical Committee
GMC
BMA
Carolyn McCall, CEO Easyjet
Limited opportunities
International young
American low status
Successful low pay
Fast growing hot and sweaty
A low-paying, low-prestige dead-end job that requires
few skills and offers very little chance of advancement.
71% happy agreed fairly paid91% treated with respect93% skills useful for the futureApprenticeship programme English and maths5000 UK students at any one timeVacancy ratio improved 4:1 to 14:12013 Great Place to Work: top 5 in UK
Employer Brand expression
Employee Value Proposition
A New Challenge Every day Igniting your potential
Putting you in touch with people ideas and
communities Enabling you to succeed
Touch point planning illustration
• Focus area: On-boarding • Developed via benchmarking
and ideation sessions with key stakeholders
• 5 key stages: – Pre-boarding – Welcome (Day 1 – Week 1) – Orientation (Week 1 – Month 1) – Integration (Month 1 – Month
3) – Acceleration (Month 3 – Year 1)
• Incorporating 9 brand-aligned ingredients
Wordle of values from FTSE 100 websites
Building the GP brand
Brand Busters
InconsistentUnsatisfactory
Off-brand
Brand Builders
ConsistentSatisfactoryProfessional
Well executedbut relativelystandard HR
practices
Brand Signatures
DistinctiveEngaging
‘Remarkable’
More brand specific and innovative, HR
practices
Influencers
Chaand NagpaulChair BMA GPs committee
“I still believe it is the best job in medicine and after 25 years I have never looked back. I believe this is the time for a renaissance in general practice and you all have a chance to be part of it. The future is bright, the future is general practice.”
Areas for development?
1. Identifying what is really distinctive and compelling about being a GP
2. Clarifying the differences vs other roles for doctors3. Establishing what needs to change about the GPs life
and work4. Establishing when and how contact can be made at
key decision points for students and young doctors 5. Changing the opinions of HMG, DOH, NHS l’ship6. Clarifying the present messages
EF 2 This essential feature is about your understanding of the impact on patient care of your values, feelings and ethics.Examples of this are:
EF 2.1 Awareness of your own capabilities and valuesEF 2.2 Delivering care with compassion and kindnessEF 2.3 Being able to identify the ethical aspects of your clinical practice
(prevention, diagnostics, therapy, factors that influence lifestyles)EF 2.4 Awareness of self: understanding that your own attitudes and
feelings are important determinants of how you practiceEF 2.5 Valuing and encouraging the contribution of othersEF 2.6 Being prepared to participate in service management and
improvementEF 2.7 Justifying and clarifying personal ethicsEF 2.8 Being aware of the interaction of your work and your private life, and
striving for a good balance between them
Royal College of General Practitioners Curriculum 2010
Areas for Development ? (2)
6. Addressing the ‘Brand Busters’ in the GP job7. Raising the distinctive profile of GPs
- innovation and clinical leadership- the vital role of primary care and preventative medicine- the holistic and human role
8. Establish the East of England benefits
Communication ideas (once the theme has been developed)
• Greater use of videos / testimonials / stories to bring the job to life and sell East of England
• Day in the life - showing the variety and rewarding aspects of the role, e.g. – GP and medical student training – Minor surgery – Research in practice – Multi-disciplinary meetings – Business meetings – Etc.
• More opportunities for work experience • Taster weeks for school 6th formers and medical students: shadowing
• Recruitment advertising and career websites often very generic
Distinctive look and feel
Tips for EB success1. Any action make sense for current GPs. The content of the working
experience is the heart of any EB not ‘branding’. It is about reality not ‘spin’
2. Any action should reflect the overall strategy for GPs and their vital role in the NHS
3. The project will need a powerful leader/influencer
4. EB is a long term commitment not a promotional initiative
5. Remember the principles of good brand management i.e. focus, coherence, coordination, research, planning, innovation and measurement
Key question areas for the General Practice Brand workshops 1000 and 1130: 26 March
Claire Giles and Louise Skoildebrand
1. Attitudes and qualities2. Making the case for GPs3. Improving the GPs job4. Making it happen
1. Attitudes and qualities
• How do people currently see GPs?• How do GPs want to be seen?• What are the qualities of the doctors you most
want to appeal to?
2. Making the case for GPs
• Who are you competing with for the sort of GPs you seek?
• What makes being a GP the best option for those doctors?
• What stories could you tell about being a GP which might help transform attitudes?
• What can we say about the East of England?
3. Improving the GPs job
• How can you make it easier for people to join you?
• What are the ‘Brand Busters’ • How can they be addressed –in the Practice,
Local region, at NHS mgt?
4. Making it happen
• What would you like to see happen as a result of this session?
• How can the argument for changes in the management of the GPs role be made more powerful?
• Who are the ultimate decision makers?• Who are the influencers on them?• What are the next steps for the East of England?
GP Employer Brand stages
1. Agree the development team2. Assess existing research and processes3. Conduct qualitative research with GPs about
essence of the job4. Identify what is truly distinctive (and what
needs changing) 5. Use both logic, emotion and bravery in
expressing that
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