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Employer Branding 3.0 - Connecting employees and customers for a better society
 

Employer Branding 3.0 - Connecting employees and customers for a better society

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In each of the 25+ countries I have travelled to, it is evident there are political, economic, social and technological forces confronting companies which will require a combined stakeholder effort to ...

In each of the 25+ countries I have travelled to, it is evident there are political, economic, social and technological forces confronting companies which will require a combined stakeholder effort to ensure business sustainability. However I find there is one common force that connects us all - the human will to create a better society. We hear political leaders talk about it in discussions on critical issues such as climate change, financial reform and labour practices. Future sustainability will require a collaborative effort to maintain a healthy balance of ‘what’s good for profit’ and ‘what’s good for society.’

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    Employer Branding 3.0 - Connecting employees and customers for a better society Employer Branding 3.0 - Connecting employees and customers for a better society Presentation Transcript

    • (12) HR FUTURE 07.2010 INTERNATIONAL WATERS EMPLOYER BRANDING HR FUTURE 07.2010 (13) Employer branding 3.0 FIGURE 1: MODEL OF BRAND ADVOCACY & LOYALTY employees and customers (see Figure 1). Employees and customers are Employees demand authenticity and transparency in the employment experience and customers in the seeking to build relationships with products and services they buy. companies whose VALUES reflect Starbucks has set a goal of making CONNECTING business sustainability. However I find there is one common force Industrial Revolution. Jobs were for life and employer branding was used their own. It is no longer sufficient for 100 percent of its cups recyclable values to simply reside in company by 2015, no small feat considering EMPLOYEES AND that connects us all - the human to fill jobs as companies experienced TRUST mission and vision statements. They they produce four billion of the 500 will to create a better society. We growth. CUSTOMERS FOR A hear political leaders talk about it in Employer branding 2.0 evolved need be brought to life and inspire employees in such a manner that billion annual paper and plastic cups. Contributing to a better SOCIETY not BRAND BETTER SOCIETY. discussions on critical issues such as due to advances in technology and ADVOCACY optimises the employee-customer just involves Starbucks employees, climate change, financial reform and the invention of the internet. This led AND relationship. They are the foundation but their customers as well. The focus BRETT MINCHINGTON labour practices. Future sustainability to the rise of the knowledge worker LOYALTY upon which TRUST is developed. on trust, values and society leads to will require a collaborative effort to and centralised manufacturing in Values need to begin at the top. higher levels of BRAND ADVOCACY VALUES SOCIETY maintain a healthy balance of ‘what’s developing nations where labour costs India has more than 50 billionaires and AND LOYALTY amongst employees f good for profit’ and ‘what’s good for were low. Generation Y employees the average CEO in the United States and customers. Achieving alignment society.’ grew up seeing their parents being earns 400 times that of the average between the elements in the model A study by the US Federal Reserve laid off and by the time they turned increased investments and company employee. Unfortunately there are still will lead to higher levels of profit For the past two and half Board shows the dramatic increase in 25 years most already had multiple and shareholder profits. Creating a more than one billion people in the whilst making a better global society. years I have been travelling the importance of intangibles such as careers. The ageing population in better society must become the starting world who live in a state of extreme Doing the right thing for the world interacting many developed nations and declining brand to overall corporate value in the point of strategy development and not poverty and live on less than $1 a day. employees, customers, investors and with leaders and sharing second half of the twentieth century. fertility rates and globalisation led to company profits as the core driver of Clearly some individual values need to society is not just about being a good best practice in employer Today it is possible to argue that in a talent scarcity and higher wages as strategy, an approach which the GFC change and stakeholder pressure will corporate citizen, it’s necessary for branding. Each new country general the majority of business value companies enjoyed an extended period showed is not sustainable. force CEOs to change. business survival! (HRf) provides an opportunity to learn about is derived from intangibles such as the of growth in the first decade of the the local nuances and the challenges employer brand. new Millennium. EMPLOYER BRAND 3.0 – A MODEL of delivering an employment Since its inception in the early The global financial crisis (GFC) OF BRAND ADVOCACY AND experience which positively impacts 1990s, employer branding has evolved has led to a shift towards employer John GroGan Barney Jordaan CAPE TOWN on an employee’s ability to deliver a LOYALTY through three stages: employer branding 3.0. Tomorrow’s most A 2007 Towers Perrin survey of nearly Puke MaseruMule susan stelzner 7 SEPTEMBER 2010 brand experience expected by their branding 1.0, employer branding 2.0 successful companies will be those Westin Grand 90,000 employees worldwide found customers. and employer branding 3.0 (see Table that recognise all stakeholders have CO UND tO d FR Arabella Quays, that only 21% felt fully engaged ND ER IT S ELE EE Cape Town J U TA’S 1). a responsibility to make the world a at work and nearly 40% were (JU ION TAN gA In each of the twenty countries I Employer branding 1.0 was better place, not just for employees disenchanted or disengaged. That TA’ S O DIN tE SP F OC EM g TH s have travelled to, it is evident there characterised by one way interactions and customers, but for suppliers and KET P PORT ELIZABETH negativity has a direct impact on the CO LOY E BA are political, economic, social and MP M SI A N N UA L between employers and their investors too. A positive employee bottom line. Towers Perrin found that AN EN C ION T 8 SEPTEMBER 2010 technological forces confronting employees and customers. Employees experience will lead to higher levels S) ACT Marine Protea Hotel, companies with low levels of employee companies which will require a were seen as an infinite resource and of employee engagement, which engagement had a 33% annual decline Port Elizabeth combined stakeholder effort to ensure LABOUR L AW talent was in abundance during the will drive customer engagement, in operating income and an 11% annual decline in earnings growth. DURBAN Those with higher engagement, on the 9 SEPTEMBER 2010 TABLE 1: COMPARISON OF EMPLOYER BRANDING 1.0, 2.0, 3.0 other hand, reported a 19% increase in Hilton Hotel, Durban SEMINAR 2 0 EB 1.0 EB 2.0 EB 3.0 operating income and 28% growth in earnings per share. BLOEMFONTEIN OBJECTIVE Fill jobs Engage employees Make the world a better place In a 2009 study of 1,478 full 14 SEPTEMBER 2010 time US employees, Maritz found Ilanga Estate, D FOCUS Employer Employee Stakeholders companies which stressed either YO U R Y EA R -R O U N U P D AT E Bloemfontein 10 strong principles or social ideals tend LA B O U R LA W WEALTH CREATION Employees as infinite Employees as infinite Employees as assets to be those that are most likely to SANDTON resource resource attract employees. They also found 15 SEPTEMBER 2010 companies that strive for high profits Indaba Hotel, Fourways DRIVING FORCE Talent adundance Talent scarcity Opimise human potential but offer little else to intrinsically VALUE PROPOSITIONS Functional Functional & emotional Functional, emotional and reward employees have to pay their PRETORIA spiritual employees a premium to keep them BOOkINgS & FURTHER DETAILS: 16 SEPTEMBER 2010 satisfied. When employees work for Call Carmen Timm on 021 659 2338/2300, CSIR Convention Centre, KEY EMPLOYEMNT highly principled companies, they not e-mail seminars@juta.co.za or register online Pretoria CONCEPT Job for life Multiple careers Blended work/life only enjoy their customer interactions more, but also feel customers are RELATIONSHIP WITH served better. Companies must strive CUSTOMERS Disconnected Connected Community for brand advocacy and loyalty with www.jutalaw.co.za Brett Minchington is Chairman/CEO of Employer Brand International, a global authority, strategist and corporate advisor on employer branding (www.brettminchington.com).
    • The world’s most comprehensive book on Employer Branding Written by employer brand strategist Brett Minchington MBA (www.brettminchington.com) and compiled from two global tours to more than 38 cities in 24 countries. • Employer branding global trends • A strategic process to build employer brand equity • The role of leadership in employer branding • Measuring ROI •  global best practice case studies from companies 9 including Deloitte, IBM, Sodexo, Phillips, UnitedHealth Group, Vestas, etc • The future for employer branding Another outstanding book on employer branding by Brett Minchington! Nothing has been left out - great case studies and the tools and frameworks included are an excellent management training resource Els van de Water, Senior HR Manager, Microsoft A must read! Easy to read. Engaging. Inspiring. Practical. Thoughtful. Inclusive! I was inspired by the linkages you made to the corporate brand and the importance of departments cross-functionally working to create a fantastic employee experience from pre-hire to retire. Every C-level leader should read it to understand the importance of a strong employer brand and EVP to the organization. Kat Drum, Manager, Social Networks and Employer Brand Programs at Research In Motion Left: Employer Brand Managers Handbook Right: 2011 EBI Employer Branding Global Survey Report www.employ erbr andinternat ional.comTo order these publications and many more visit the world’s leading employer branding online store: