simon barrow, chairman people in business 12 great newport street, tel +44 20 7632 5910 your...
TRANSCRIPT
Simon Barrow, ChairmanPeople in Business
12 Great Newport Street, Tel +44 20 7632 5910
www.pib.co.uk
Your Employer BrandBringing the best of brand management to people
at workHoofddorp, Netherlands
4th November 2010
2
Introduction to People in Business
• Originated ‘employer brand’ concept in early 90’s conducting the first research on the discipline with London Business School
• First book on the subject in 2005
• 15 years hands-on experience in employer brand development and implementation
• Global network of employer brand consultants, research and resourcing specialists
• Recent employer brand clients include: Coca-Cola, EON, HSBC, HP, IBM, John Lewis, Nokia-Siemens, P&G, RBS and Sky
3
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 Nike’s make me feel like running)
Advocacy (Let’s meet at Starbucks)
Trust / Loyalty (When the new i-pod comes out I’ll be the first in line)
4
The employer brand relationship
• Powerful employer brands play a similar role:
Aspiration (It’s a company I’d love to have on my CV)
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)
5
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
Integrated brand management
6
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
Establishing clarity
7
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
The fully loaded proposition
Honesty
CreativeInnovative
Connected Friendly/
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 Player
Close to Customer
Business case
• A strong employer brand reputation attracts more top quality candidates
8
Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments study
More active job seekers:
contain fewer top
quality candidates
Less active job seekers
contain greater proportion of top quality candidates
Principles for EB success
1. The content of the working experience is the heart of an EB not ‘branding’. It is about reality not ‘spin’ and the key audience must be your existing employees
2. It reflects the needs of the organisation’s overall strategy and delivers business benefits.
3. HR can initiate but it needs other functions and line mgt
4. EB is a long term commitment not an initiative (P&G created brand management in 1931 !)
5. The EB needs the principles of good brand management i.e. coherence, coordination, research, planning, innovation and measurement
6. The readiness to be courageous and stand out from the crowd.
9
Why the EB needs such care
Customers Employees
Life style is a factor Work is about life itself
They’re external They’re family
They don’t know everything They do!
Mistakes can be managed Mistakes can be mortal
Broadscale communications One to one preferred
10
11
Headline Proposition
Recommended employer brand model
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
12
For example…
Mission
“to help people and businesses throughout the world realize their full potential”
Distinctive Values:
Taking on big challenges.
Constructive self-criticism.
Corporate BrandVision / Mission
Personality
Values
Natural communicators with a passion for technology.
An environment where talented people can realize their full potential.
Individually tailored, strength-based development.
Industry leading investment and innovation in L&D.
Respectful, open and supportive management style.
Target profile
Headline Proposition
Qualifiers
Defining Attributes
Reasons to Believe
Wordle of values from FTSE 100 websites
13
14
• 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
Tailoring the ‘umbrella’ proposition
15
For example….
Headline EVP Proposition: ‘A new challenge every day’.
US Career Site
Western European Career Site
Regional Tailoring
Functional Tailoring
16
• Recruitment advertising and career websites often very generic
Distinctive look and feel
17
Distinctive look and feel
• If you have a distinctive customer brand identity – use /and adapt it!
18
Distinctive look and feel
• If you have a distinctive customer brand identity – use /and adapt it!
19
“If you want to be a comedian,
don’t tell people you’re funny,
…..make them laugh”
The employee experience
20
Shaping an ‘on-brand’ employee experience
Orien
tation
Mea
sure
men
t
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
21
Employer brand action planning
Media
Career Sites
Assessment
Correspondence
Pre-joining instructions
Interviewing
Advertising
Job description
Selection*
Recruitment Process
• Basic strengths and weaknesses (is it a consistently positive experience?)
• Alignment with the brand proposition (does each stage support the promise?)
• Signature brand experiences (what is distinctively on-brand?)
• This thinking can be applied to every touch-point
22
Distinctive practices
Every team member has a say on recruitment decisions
Annual party for all Virgin employees and their families
Regular input from front line employees in senior level decision making (Real Directors)
Six to seven weeks training for all new representatives
Overcome EB Management challenges!
• Seldom positioned to influence the whole employment experience
• Recruitment communications the main priority yet ’branding’ is not brand management
• EB research does not always lead to necessary change to the working experience
• Lack of connection with business strategy
• Insufficient metrics on HR
• Low profile with senior management (and HR can be a nervous platform for EB)
• The culture does not demand courage and distinctiveness
23
Remember the principles for EB success
1. The content of the working experience is the heart of an EB not ‘branding’. It is about reality not ‘spin’ and the key audience must be your existing employees
2. It reflects the needs of the organisation’s overall strategy and delivers business benefits.
3. HR can initiate but it needs other functions and line mgt
4. EB is a long term commitment not an initiative (P&G created brand management in 1931 !|)
5. The EB needs the principles of good brand management i.e. coherence, coordination, research, planning, innovation and measurement
6. The readiness to be courageous and stand out from the crowd.
24
• We wish you every success in building Employer Brands which will last a 100 years plus!
Simon Barrow
www.people-in-business.com
25