the tangibles and intangibles of your employment brand
Post on 21-Oct-2014
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You can download the slides from the presentation by clicking here. Which brands do you love? Apple? Zappos? A cool local coffee shop? We all use our purchasing power to buy from companies who share our beliefs and reflect who we are. Just like consumers, top talent craves a corporate culture that seamlessly aligns their individual life and work style. As an employer, your employment brand speaks volumes about your company culture. Join The Good Jobs Founder & CEO Anne Nimke and RoundPegg Founder & COO Brent Daily for an insightful webinar and learn: - How to quantify and mobilize your employment brand and become a “talent magnet” - Ways to explore the tangibles and intangibles of your EVP (Employee Value Proposition) - How to turn your culture into a competitive advantage for both recruiting and retentionTRANSCRIPT
Managing Your
Employment Brand:
The Tangibles
and Intangibles
Employment branding resource that provides
transparency by quantifying culture to help companies attract, hire, and retain the
right talent.
Helping companies build engaged workforces via
culture science – from hiring to developing to
engaging.
Presented by
Anne Nimke, CEO & Founder, the Good jobs Brent Daily, COO & Co-Founder, RoundPegg
Take
away
s ¡ Understanding the employment brand
¡ Benefits of a strong employment brand ¡ Who manages and how to control touchpoints
¡ Start creating impact today
Managing Your Employment Brand
Today’s Talent Environment
Photos by: Kwarz, CarbonNYC, Horia Varlan,
Employment Brand Defined
Collective perception of a company’s actual culture.
Specifically, the employee’s perception of the work environment.
[how decisions are made, what is rewarded and how people communicate]
Have you taken measures to craft your employment brand?
?
Why Employment Brands Matter
¡ Reduces recruitment competition
¡ Retains the best performers
¡ Engages the workforce ¡ Aligns incentives, improves performance
Busin
ess O
utco
mes
Managing Employment Brand
¡ More than just the outbound message
¡ Numerous
touchpoints must be in alignment
¡ Requires coordinated effort from disparate parts of the organization
Challenges to Employment Brands
¡ Perceived unfairness [rewards, resource allocation, decision-making]
¡ Failing to walk the talk [leadership behavior, PR blunders]
¡ External perception [media, former employees, competitors]
¡ Consumer brand [mass marketing spend]
Who Owns your Employee Experience?
?
Culture is the Center of the Brand
¡ Values drive behavior
¡ Everyone contributes to the experience of others
¡ Company investment in what is important
¡ If culture stands for nothing then no consistent message
Photo by: John Morgan
Kill the Buzzwords
Photo by: John Spencer
¡ Align with consumer brand
¡ How do you communicate, what do you reward?
Happy
Family Friendly
Work-life balance
¡ Differentiate real vs. desired
¡ Values that distinguish and guide decisions
Fun
Flexible
Innovative
Competitive benefits
Taking Inventory of the Experience
Knowing the Actual Culture
Knowing the Actual Culture
Crafting the Message
¡ Define words/phrases via stories that describe the existing work experience
¡ Acknowledge the gap between the current and aspirational culture
¡ Company investment in employees – programs, activities and amenities
¡ Routinely recognize actions that illustrate
who you are, continue creating stories
Star
ting
Poin
ts
Recruitment [Is a Marketing Activity]
What’s In It For Me
Of candidates view culture as a critical consideration for taking a job
98%
Reinventing Recruiting
¡ Candidate as customer
¡ Attract IN / Knock OUT
¡ Engagement
¡ Why You
¡ Be transparent
Recruiting Goals
¡ Quality of hire ¡ Culture / brand awareness ¡ Candidate Experience ¡ Employee Engagement ¡ Contribution
¡ Abandoned applications ¡ Cost of Vacancy ¡ Declined offers ¡ Buyer’s remorse ¡ Time to Productivity ¡ Regrettable turnover
Decrease
Increase
Do you measure culture fit in the hiring process?
?
HR & Line Managers [Selection, On-boarding, Training]
Making Culture Fit Tangible
¡ Identify areas of possible conflict
¡ Focus on past
behaviors in interview
¡ Fit at micro level is more important than global culture fit
Making Culture Fit Tangible
¡ Give the keys to working with teammates early
¡ Highlight how
team can work best with new hire
¡ Include areas of frustration in offer letter
Hiring & First 90-Days
¡ Seek best fit, not first qualified
¡ Understand micro-culture, not just global culture
¡ Update metrics of success based on longitudinal performance and engagement
¡ Track perceptions of the candidate experience,
understand areas where improvement needed
¡ Be transparent in the offer and on-boarding
Star
ting
Poin
ts
How do you measure success of a strong employment brand?
?
Employment Brand [Measuring Holistically]
Staying the Course
Staying the Course
¡ Create central repository of ‘best practices’ and owners of the various touchpoints
¡ Regularly measure the goal of the employment brand (e.g. engagement, recruiting quality)
¡ Track alignment around values / employment brand longitudinally
¡ Identify areas of improvement, connect touchpoint owner to affected group lead
Star
ting
Poin
ts
Crafting the Employment Brand
Photo by: John Spencer
¡ Proactive recruitment
¡ Personalizing engagement
¡ Putting culture at the center
¡ Platitudes, lowest common denominators
¡ Assumed culture values
Employment Brand Touchpoints
Starting Today
Photo by: Next 28 Days
¡ Quantify how you invest in your employees right now!
¡ Pull all the various constituents to the table
¡ Determine metrics of success and inconsistencies
¡ Craft ¡ Baseline employment brand ¡ Aspired culture message
¡ Set appropriate timelines
Anne Nimke, The Good Jobs – [email protected] Brent Daily, RoundPegg – [email protected]