Deluxe Corp - Talent Community Manager


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  • Thank Paul When Paul approached me about presenting today, he talked about wanted to address this whole area of Talent Community and in particular, having me cover the questions: Why Deluxe saw a need for a Talent Community Manager What was the process to make this happen How we went about finding the right person How is it going
  • When I say Deluxe, you say …
  • “ Checks.” Of course. How many of you have written personal or business checks on a “Deluxe” branded check? [Nearly 100%.] How many of you are carrying a checkbook? How many of you will write a check today? How many of you never write checks? (millennials/college students in the room) Did you notice how many hands were in the air when I asked if you’ve ever written a Deluxe check? Now look around … That drop in hands tells you almost everything you need to know about the need to transform our business We’re very proud of our checks heritage and all our check innovation, but while checks continues to be the perception of Deluxe, the reality is … 05/14/10
  • What can I tell you? Deluxe is a new normal pioneer! Look at the recent clippings on our company… NOTE: Alternative format can be found in Option B file, slides 1-2
  • 05/14/10
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  • Transition – So what implications do these changes have on the talent needed to drive success at Deluxe?
  • What drove Deluxe five years ago … PRINTING. Checks and forms. So it makes sense that our five most-hired positions looked like this. Transition Review the four major areas identified under the transformation Product Portfolio Shift Go to Market – Focus on Demand Generation and New Channels Branding the New Deluxe Continue to Fund Growth Relate these in parallel to the Transformation in our Talent Needs and Strategies We look at the Implications of the business transformation on Talent TRANSITION: This year … 05/14/10
  • These are Deluxe’s more in-demand positions so far in 2010. Not a single position overlaps from 2005. Not one. TRANSITION: In addition to a huge shift in our talent needs, we also have to question where we (as well as all companies) are going to get the talent needed to grow and be competitive? 05/14/10
  • New research from McKinsey found that CEOs believe absence of key talent is the #1 growth constraint and I can confirm – this is what keeps me up at night … TRANSITION … I am sure you are all familiar with the changing demographics on the U.S. and global work force, but let’s take a minute to review … 05/14/10
  • If the talent pool felt tight in the last decade, it is going to get a whole lot more challenging in the two decades ahead. TRANSITION: This is not unique to the United States … 05/14/10
  • Of 15 countries represented here, only 5 including the U.S. – are projecting growth in workforce between now and 2050. TRANSITION: So a shortage of workers is one part of the challenge …
  • Most companies will draw on talent from four generations to meet their needs TRANSITION: But there will be a disproportionate need for … 05/14/10
  • As the workforce ages, companies must have access to high levels of young talent … the millennials … for a couple reasons Tech savvy. Vital in the marketplace today & in the future Have decades to work. As traditionalists, boomers and even Generation X begins to “age out” of the workforce, millennials are the future Right now, millennials are ages 15 to 30 – a pretty big range. They will enter the” college graduate” workforce in the early to mid 20s. TRANSITION: Will there be enough of them to meet the need? 05/14/10
  • The simple answer is NO. Over the next three to four decades, companies will experience a major shift to a market-driven talent economy with the power of recruiting shifting away from the employer and toward candidates TRANSITION : This intense competition for top talent requires a new strategy …
  • Talent Acquisition needs to transform our Go to Market Strategy to bring in the right talent. New channels to generate demand for careers/roles here at Deluxe. Online Delivery – Social Media Develop a relevant presence on appropriate SM sites. Includes having a recruiting or recruiter page, integrate with the company page. Leverage recruiter networks along with all employee networks Join targeted groups, utilize the SM functions to market, utilize premium recruiter functionality through recruiter seats, use the sites to search and connect From Post & Pray to Multii-Media Presence Expand our marketing channels via online media options like SEM, SEO, Banner Ads, Video and mobile Also need to transform our Brand Awareness – Why go work for a check printer. Back to the perception I talked about earlier – just checks. utilizing multiple channels – extend the brand through electronic networks, career fairs, speaking at conferences, PR, etc. Blogs/Micro-blogs, podcasts, webcasts, utilizing social voting, and through our SM pages Customer Engagement / Customer Service Humanize the Recruiting Process – examples of negative and positive (catalog); candidates expect to be treated well – they are in charge of the recruiting process Engage employees and leaders – extending our brand through 6000 and then 60,000, then 600,000. etc. Relevant interaction – relevant content through interesting blogs, interactive chat, targeting marketing messages, linking to events with subject matter experts from Deluxe Talent Segmentation – for targeted messaging and interaction – easier to be relevant and develop relationship and community Easy to Do Business With We need to understand how the talent we need buy opportunities – buying patterns of those we seek as employees Need to be responsive, present and meeting the talent where they hang out Transition – Have to let go in order to embrace the new normal.
  • In the words of branding & positioning consultant Joe Calloway… you cannot catch the next thing unless you open your hands & let go of what you are holding now. In Talent Acquisition, we knew that we needed to start doing things differently. This doesn’t mean throw out all the stuff we were doing, but focusing on additional strategies. Strategies that will take us into the new spaces were the talent we need hangs out. And that is Online. And to be online in an interactive manner. But first, I had a couple questions I needed to answer - 05/14/10
  • 05/14/10
  • So here is Stacy Van Meter, Talent Community Manager to tell you her side of the story.
  • Digital Experience – January of 2009 – top 200 leaders in Deluxe Video - You Tube Social Bookmarking – delicious and digg Social Networks - facebook, linkedin Blogs – Malcolm’s blog (our CIO) Wiki’s – Wetpaint Microblogs – Twitter Widgets Building Infrastructure – Jobs2Web Gain support of HR Leadership – she already gets it – it is part of our business strategy Gain support of Executive Team – value in eye of the receiver; Valuable lesson – they will not always appreciate all the work; they need to see the value = education and translation Work the budget But in order to make this happen, what else do I need? 05/14/10
  • Learn as much as I can Marvin Smith – pioneer and guru on talent communities ERE – reading articles and opinion pieces on the topic Talk to the local experts – Doug and Josh Kahn Job description and the work Josh did to help. through his blog, got additional input Network Share discussion with Paul Publicity Minneapolis/St. Paul Business Journal article – started with a lunch with a good friend, getting the word out Transition – So now I have the job defined and I’ve started to do the sourcing: Candidates I saw = the two extremes and some in the middle, but how to select the best fit
  • Lucky enough to run across this article by Jennifer Van Grove from Mashable on the Three Qualities to Look for When Hiring a Community Manager. I used these qualities as part of our selection process. She talked to a number of social media experts to pull these together. Intellectual Curiosity – George Smith, Jr. from Crocs Not only company and brand, but the tools, best practices, people involved, etc. Passion – Brad Nelson from Starbucks Those of you who are active on social media know this is a 24/7 job – you need to be passionate about what you are doing Knowledge of Your Business – Morgan Johnston from JetBlue Of anyone from the company, this person represents the company. They have to know all about your business. These became very important in my analysis of the candidates I interviewed. In the end, I feel I made a great decision, and as a result, Deluxe is fortunate to have a great person in the role of Talent Community Manager.
  • So here is Stacy Van Meter, Talent Community Manager to tell you her side of the story.
  • Things I think are KEY initiatives: VIDEO – show people what it’s like to work at Deluxe …. Show people why it’s FUN to work at Deluxe…. Integrate video into our job postings Employee Referral program (social media promotion) Microsites – brand ambassador in certain critical hiring areas like IT and product management that will help us build content around their area (blog; video; contest – interaction) On radar – recruiter microsites ( What’s your big exclamation contest internally – help showcase videos for Deluxe
  • Deluxe Corp - Talent Community Manager

    1. 1. The Transforming Talent Needs at Deluxe Identifying the Opportunity to Build and Engage in Talent Community
    2. 2. > Agenda Why Deluxe Saw a Need for a Talent Community Manager Process to Make it Happen Finding the Right Person How is it Going
    3. 4. Perception
    4. 5. A New Normal Pioneer Last 2 years were truly the Great Depression for us Deluxe’s recession began more than a decade ago CHANGE OR DIE… Pioneer a new normal or cease to exist A New Normal Pioneer In 2010, Deluxe will go from Rodney Dangerfield to Bob Hope – Beth Lilly, 12/31/09 Few businesses have as much of a dank buggy-whip aroma… 9/21/09 Do you think they understand no one writes checks anymore? 12/30/09
    5. 6. Did You Know? <ul><li>›› A few years ago, 14% of revenue outside checks ; 37% today shifting to 55% over next few years </li></ul><ul><li>›› > 4 million active small business customers </li></ul><ul><li>›› Trusted advisor to 6,400 financial institutions </li></ul><ul><li>›› Host more than 400,000 small business Web sites </li></ul><ul><li>›› First and largest social network targeted exclusively at small businesses </li></ul>Did you know?
    6. 7. The New Deluxe
    7. 8. Today Yesterday Business Transformation <ul><li>Secular declining industry with commoditizing products </li></ul><ul><li>Core competencies in manufacturing and printing </li></ul><ul><li>Bloated structure – 65 plants </li></ul><ul><li>More internally focused </li></ul><ul><li>Slow, stodgy, inefficient </li></ul><ul><li>Consistently miss guidance </li></ul><ul><li>Suite of life-cycle-driven solutions in fast growing services </li></ul><ul><li>Core competencies in lean manufacturing, business services </li></ul><ul><li>Best-in-class structure – 3 plants </li></ul><ul><li>Externally focused, strong customer relationships </li></ul><ul><li>Pace, speed, focused velocity </li></ul><ul><li>Consistently making guidance </li></ul>Become the best at helping small businesses and financial institutions grow Deluxe Transformation
    8. 9. <ul><li>Deluxe Five Most-Hired Positions in 2005 </li></ul><ul><ul><li>Press Operators </li></ul></ul><ul><ul><li>Pre-press Associates </li></ul></ul><ul><ul><li>Account Sales Reps </li></ul></ul><ul><ul><li>Customer Service/Sales Associates </li></ul></ul><ul><ul><li>Bindery Work </li></ul></ul>Shifting Talent Needs
    9. 10. <ul><li>Deluxe’s Most in-Demand Positions in 2010 </li></ul>Interactive Designer Marketing Database Analyst Technology Solutions Analyst Experience Strategist E-marketing Delivery Specialist Search Marketing Manager Director of Analytics and Insight Product Manager Ecommerce Director Virtual Desktop Technology Engineer Manager Technology Solutions and Support Shifting Talent Needs
    10. 11. The Talent Pool <ul><li>Absence of key talent is the #1 growth constraint facing companies over the next 15 years. </li></ul>The Talent Pool
    11. 12. Growth rate of U.S. Workforce Declining <ul><li>U.S. Workforce Growth Rate by Decade </li></ul>Source: U.S. Bureau of Labor Statistics Talent pool going to get a lot tighter Growth Rate of U.S. Workforce Declining
    12. 13. Source: Deloitte Research/UN Population Division ( It’s 2008: Do You Know Where Your Talent Is? Why Acquisition and Retention Strategies Don’t Work, p.6 Mexico Brazil India China South Australia Canada US Netherlands Spain France UK Russia Italy Japan Germany Korea Global Workforce Decline 1970-2010 2010-2050
    13. 14. The Talent Pool Boomer Born 1946-1964 Traditionalist Born 1928-1945 Generation X Born 1965-1979 Generation Y Born 1980- ~1995
    14. 15. Generation Y Born 1980- ~1995 MILLENNIALS The Talent Pool
    15. 16. Source: &quot;Changing Global Demographics,&quot; H.S. Dent Publishing, 2007, based on data from the United Nations. 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060 2070 2080 2090 24,000 32,000 16,000 8,000 12,000 20,000 28,000 Today Global Projection: Workforce Growth 22-24 year olds
    16. 17. Changing Talent Market <ul><li>Go To Market (Demand Generation/New Channels) </li></ul><ul><li>Online Delivery – Social Media </li></ul><ul><li>From Post & Pray to Integrated Multi-Media Presence </li></ul><ul><li>Transform the Brand </li></ul><ul><li>Not Just Checks Anymore - Awareness </li></ul><ul><li>Customer Engagement/Customer Service </li></ul><ul><li>Easy to do Business With </li></ul>
    17. 18. <ul><li>“ You cannot catch the next thing unless you open your hands and let go of what you are holding now.” </li></ul><ul><li>— Joe Calloway </li></ul><ul><li>Deluxe needs to let go of how we do Talent Acquisition – </li></ul><ul><li>Dedicated online channel strategy </li></ul>Navigating the New Normal
    18. 19. A Couple of Key Questions What is our rallying point for an Online Strategy? How Do We Integrate and Organize All This Online Stuff Effectively?
    19. 20. Our Answer – Talent Community
    20. 21. <ul><ul><li>The Digital Experience </li></ul></ul><ul><ul><li>Building the Infrastructure </li></ul></ul><ul><ul><li>Create the message </li></ul></ul><ul><ul><li>Gain support of HR Leadership </li></ul></ul><ul><ul><li>Gain support from Executive Team – continuous process </li></ul></ul><ul><ul><li>Massage budget </li></ul></ul>Building Business Support - Making It Happen
    21. 22. OMG – I need someone to manage this! <ul><li>Define the Job – Talent Community Manager </li></ul><ul><li>Learn as much as I can - Participate in events around Talent Community </li></ul><ul><li>Research – ere </li></ul><ul><li>Go ask Doug and Josh </li></ul><ul><li>Network </li></ul><ul><li>Publicity </li></ul>
    22. 23. Select the Right Person <ul><li>Three Qualities to Look for When Hiring a Community Manager </li></ul><ul><li>Intellectual Curiosity – “That trait is pervasive throughout the entire job description. You need to have that intellectual curiosity to learn everything you can about the company/brand that you are working for.” (George Smith, Jr. – Croc’s social media specialist) </li></ul><ul><li>Passion – “The most important aspect of any community or social media manager is passion for the company, the product and the people”. (Brad Nelson – Starbuck’s Official Tweeter) </li></ul><ul><li>Knowledge of Your Business – “Social media acumen can be learned – and your customers will be more than happy to teach what they want, but what they need is someone with the knowledge and expertise in the subject that only you can provide.” (Morgan Johnston – JetBlue Airways’ Manager of Corporate Communication </li></ul><ul><li>Taken from an article by Jennifer Van Grove (Mashable) </li></ul>
    23. 24. > Stacy Van Meter Deluxe’s Talent Community Manager
    24. 25. Learn the Business Collaborate Internally Establish Strategy Create a Road Map
    25. 26. <ul><ul><li>Research </li></ul></ul><ul><ul><li>Meet With Executives </li></ul></ul><ul><ul><li>Determine Internal Partners </li></ul></ul><ul><ul><li>Presentations </li></ul></ul>Understand the Business Video
    26. 27. <ul><ul><li>Power shifts from employer to Candidate </li></ul></ul><ul><ul><li>Recruiters must continually innovate </li></ul></ul><ul><ul><li>Requires us to dramatically improve the candidate experience </li></ul></ul><ul><ul><li>Constantly monitor our online sentiment </li></ul></ul>Competition for Top Candidates Shift to a Market Driven Economy
    27. 28. <ul><ul><li>PR/Brand; Communications; Marketing; IT </li></ul></ul><ul><ul><li>Social Media Steering Committee </li></ul></ul><ul><ul><li>Place at the Table </li></ul></ul>Collaborate The most important strategy may be creating a hybrid structure to lead and manage social media initiatives. It’s imperative that individuals from around the corporation: Meet, Talk & Act Together
    28. 29. Strategy
    29. 30. Create a Road Map
    30. 32. > Q&A