The New Consumer of Work

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Presentation from the TLNT Transform 2012 conference in Austin, presented by Libby Sartain.

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The New Consumer of Work

  1. 1. “The New Consumer of Work”Libby Sartain Libby Sartain LLC www.libbysartain.com© 2009 Libby Sartain
  2. 2. Meet the “New Consumer of Work”  Today’s worker is quickly becoming a “consumer of work” vs. a job seeker   Looking for a well branded work experience   Always looking for the next opportunity   Recognition, Rewards, and Impact   Culture, Mentors, Social Responsibility   Life and work boundaries aren’t as well defined   Gives other generations permission to ask “what is in it for me?”  Implications for HR   New Talent Marketplace  Branding versus recruiting© 2009 Libby Sartain 2
  3. 3. Trends in the World of Work  Global Talent Mismatch:   Retiring Baby Boomers amidst economic downturn   Aging Government Workers   Technology requires new skills/enables new ways of working   Shift to Service Economy/Knowledge Work   Rise of Emerging Economies   Jobless Recovery  Implications for HR   Global Talent Marketplace   Multigenerational Workforce   Migration Increasing   Imbalance of worker supply and demand© 2009 Libby Sartain 3
  4. 4. Work is Evolving  Manual Labor (muscle power)  Industrial Revolution (machine power)  Technology (brain power)  Top Talent (creative power)  THE Human Age© 2009 Libby Sartain 4
  5. 5. HR Is Evolving  Administration  Behavioral Science  Management  Executive Leadership HR for the Human Age© 2009 Libby Sartain 5
  6. 6. The New Talent Marketplace  Employer Brand   How a business builds and packages its identity, origins and values, and what it promises to deliver to emotionally connect employees  Employer Brand is the Company   Who the business is at your core   What you promise your customers   What you promise your employees   “What’s in it for me” to work here  Five Changes in Talent   Generational Change   Consumers of Work   Marketplace for Talent   Social Media   Brand Loyalty  Talent Brand   To brand for talent is to market an organization as a place to work to create demand – as a magnet – to recruit, retain and engage the right people to do the right work at the right time for the right results© 2009 Libby Sartain 6
  7. 7. The New Talent Marketplace  Essential #1: Wake Up to New Consumers of Work   Habit   Expectations   Career   Engagement   Connection   Authenticity  Essential #2: Look Ahead to Marketplace for Talent   From jobs to work   From pool to pipeline   From transaction to exchange   From reputation to brand  Essential #3: Create and Market the Talent Brand   Develop a talent strategy   Articulate a value proposition   Create an employer brand and a talent brand   Segment the market and the brand   Market the talent brand© 2009 Libby Sartain 7
  8. 8. The New Talent Marketplace   Employer Brand —  Articulation of value proposition —  Based on organizational values, mission and customer brand —  Answers the question, “what’s in it for me to work here?” —  Creates understanding of what the organization believes —  Can last as long as the organization believes and lives it   Talent Brand —  Foundation to market —  Based on talent strategy, workforce plan, business strategy —  Answers the question, “why must I work here?” —  Creates a compelling urgency to develop a working relationship with the organization —  Can last as long as it is useful to the marketing for workers  Essential #4: Segment the Market for the Talent Brand   Assign priorities   Evaluate demand   Compare to competition   Assess brand intensity   Assign brand pressure   Prepare to market© 2009 Libby Sartain 8
  9. 9. The New Talent Marketplace   Select the Type of Talent Brand —  Aspiration: What the organization realistically aspires to deliver —  Value: What a worker can value in the experience the organization delivers —  Timing: What is unique about this particular moment in time for the organization —  Experience: What a worker will experience at the organization today —  Action: What action a business needs a worker to take   Assign Brand Pressure —  High / low worker demand —  High / low brand pressure  Essential #5: “Jump” the Talent Brand Hurdles   Recognized   Believed   Personalized   Remembered  Essential #6: Sustain the Talent Brand   Corporate Culture   Employer Brand   Talent Brand   Worker Experience   Corporate Identity   Consumer Brand© 2009 Libby Sartain 9
  10. 10. The New Talent Marketplace  Talent Brand   Foundation to market   Created by internal marketers based on talent strategy   Answers the question, “why must I work here?”   Experience a compelling urgency to develop a working relationship with the organization   Can last as long as it is useful to the marketing for workers  Corporate Culture   Actual employee experience   Lived by actual employees, day to day, inside the organization   Motivates people to say, “this is what I experience (and value)”   Experience a compelling hunger to be a part of the organization   Can last as long as the leaders and workers nurture and treasure  Leadership Difference   Behavior   Messaging   Competencies   Action   Tone   Persona  Essential #8: Create Your Talent Brand Legacy   Make your organization a place where people must work   Target the segments of workers your organization must have   Streamline your talent acquisition processes   Define what your leaders must deliver   Give your communications a new purpose© 2009 Libby Sartain 10

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