The Secrets of Employer Branding: From Strategy to Execution

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  • The Secrets of Employer Branding: From Strategy to Execution

    1. 1. THE SECRETS OF EMPLOYER BRANDING: From Strategy to Execution Case Studies, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
    2. 2. Objective of Branding: Way back in 2004… <ul><li>Thomas Cup, Indonesia </li></ul>www.myCNI.com.my www.OOBEY.com
    3. 3. Objective of Branding: Now in 2007… <ul><li>CNI ‘Beemax’ Factory Visit, China </li></ul><ul><li>Top Leaders </li></ul><ul><li>Product Development </li></ul><ul><li>Media </li></ul>www.myCNI.com.my www.OOBEY.com
    4. 4. Corporate & Employer Brand Corporate Brand Employer Brand www.myCNI.com.my www.OOBEY.com Right Type of People
    5. 5. Why Employer Branding? <ul><li>Employer Branding </li></ul><ul><li>Attract </li></ul><ul><li>Retain </li></ul><ul><li>Motivate </li></ul><ul><li>Focus </li></ul>www.myCNI.com.my www.OOBEY.com
    6. 6. Components of Branding Positioning, Execution, and Communication www.myCNI.com.my www.OOBEY.com
    7. 7. Components of Branding Positioning Execution Communication www.myCNI.com.my www.OOBEY.com
    8. 8. Brand Positioning Segmentation, Targeting, Basics, Differentiators www.myCNI.com.my www.OOBEY.com
    9. 9. Positioning <ul><li>“ Hope is not a strategy” </li></ul><ul><li>John Maxwell </li></ul>www.myCNI.com.my www.OOBEY.com
    10. 10. Positioning <ul><li>For who? – Segmentation, Targeting </li></ul><ul><li>Your Offer? </li></ul><ul><li>Key Differentiator? </li></ul>www.myCNI.com.my www.OOBEY.com
    11. 11. Two Types of Segmentation for HRM <ul><li>Demographic segmentation </li></ul><ul><li>Talent segmentation </li></ul>www.myCNI.com.my www.OOBEY.com
    12. 12. Demographic Segmentation - General www.myCNI.com.my www.OOBEY.com Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
    13. 13. Demographic Segmentation - others <ul><li>Women, Working Mothers </li></ul><ul><li>Youtube generation </li></ul><ul><li>Working retired </li></ul><ul><li>Social Activists </li></ul><ul><li>Work/Life balancers </li></ul><ul><li>Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.) </li></ul>www.myCNI.com.my www.OOBEY.com
    14. 14. Talent Segmentation <ul><li>Who is your Talent? </li></ul> : A Talent for others does not mean a Talent for you www.myCNI.com.my www.OOBEY.com
    15. 15. Talent Segment Targeting <ul><li>Unwanted by big MNCs </li></ul><ul><li>Small companies </li></ul><ul><li>Boring Environment </li></ul><ul><li>No Growth/Learning </li></ul><ul><li>No MBA </li></ul><ul><li>Passion, Values, IQ (streetsmart) </li></ul><ul><li>Appreciate Chaos </li></ul><ul><li>Multitask </li></ul><ul><li>Passion to Learn </li></ul>www.myCNI.com.my www.OOBEY.com
    16. 16. Talent Segmentation Group I (Talent Pool) <ul><li>Identify </li></ul>www.myCNI.com.my www.OOBEY.com 2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
    17. 17. Talent Segmentation Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL <ul><li>Identify </li></ul>www.myCNI.com.my www.OOBEY.com
    18. 18. What needs work? Current Brand Importance to Target Segment High Low Weak Strong www.myCNI.com.my www.OOBEY.com High Salary Career Opportunities Familiarity with Tasks Training Opportunities Attractive Location For people like me Fun place to work Expected success of application Innovative company
    19. 19. What needs work? Current Brand Importance to Target Segment High Low Weak Strong High Salary Career Opportunities Familiarity with Tasks Training Opportunities Attractive Location For people like me Fun place to work Expected success of application Innovative company www.myCNI.com.my www.OOBEY.com
    20. 20. Activity Grid to determine HRM priorities www.myCNI.com.my www.OOBEY.com Eliminate (-) What are features/ activities/services to eliminate? Reduce (↓) What are features/ activities/services to reduce? Create (+) What are features/ activities/services to introduce? Increase ( ↑) What are features/ activities/services to increase?
    21. 21. Basics & Differentiators Segments Targets Targets Basics Differentiators www.myCNI.com.my www.OOBEY.com
    22. 22. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
    23. 23. KEY MESSAGES <ul><li>Who am I? </li></ul><ul><li>What do I offer? </li></ul><ul><li>Support? </li></ul><ul><li>End benefit(s) </li></ul><ul><li>Tagline: </li></ul>www.myCNI.com.my www.OOBEY.com
    24. 24. Brand Execution Alignment, Basics, Differentiators Also known as ‘Reason To Believe’ www.myCNI.com.my www.OOBEY.com
    25. 25. Alignment & Consistency <ul><li>Mamak stall </li></ul>www.myCNI.com.my www.OOBEY.com
    26. 26. Alignment & Consistency <ul><li>&quot;Exactly what I need&quot; </li></ul><ul><li>Customized products </li></ul><ul><li>Personalized communications </li></ul><ul><li>&quot;They're very responsive&quot; </li></ul><ul><li>Preferential service and flexibility </li></ul><ul><li>Recommends what I need </li></ul><ul><li>&quot;I'm very loyal to them&quot; </li></ul><ul><li>Helps us to be a success </li></ul>&quot;They are the most innovative&quot; &quot;Constantly renewing and creative&quot; &quot;Always on the leading edge&quot; &quot;A great deal!&quot; Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership &quot;A no-hassles firm&quot; Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy www.myCNI.com.my www.OOBEY.com
    27. 27. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    28. 28. The McPlaybook* <ul><li>Make it easy to eat </li></ul><ul><li>50% drive-thru </li></ul><ul><li>Meals held in one hand </li></ul><ul><li>Make it easy to prepare </li></ul><ul><li>High Turnover </li></ul><ul><li>Tasks simple to learn & repeat </li></ul><ul><li>Make it quick </li></ul><ul><li>“ Fast Food” </li></ul><ul><li>Tests new products for Cooking Times </li></ul><ul><li>Make what customers want </li></ul><ul><li>Prowls market for new products </li></ul><ul><li>Monitored field tests </li></ul>*Adapted from: Businessweek , Februrary 5 th 2007 www.myCNI.com.my www.OOBEY.com
    29. 29. <ul><li>Product Leadership </li></ul><ul><li>New, state of the art products or services </li></ul><ul><li>Risk takers </li></ul><ul><li>Meet volatile customer needs </li></ul><ul><li>Fast concept-to- counter </li></ul><ul><li>Never satisfied - obsolete own and competitors' products </li></ul><ul><li>Learning organization </li></ul>Alignment & Consistency: Disciplines, Priorities, and KPIs <ul><li>Operational Excellence </li></ul><ul><li>Competitive price </li></ul><ul><li>Error free, reliable </li></ul><ul><li>Fast (on demand) </li></ul><ul><li>Simple </li></ul><ul><li>Responsive </li></ul><ul><li>Consistent information for all </li></ul><ul><li>Transactional </li></ul><ul><li>'Once and Done' </li></ul><ul><li>Customer Intimacy </li></ul><ul><li>Management by Fact </li></ul><ul><li>Easy to do business with </li></ul><ul><li>Have it your way (customization) </li></ul><ul><li>Market segments of one </li></ul><ul><li>Proactive, flexible </li></ul><ul><li>Relationship and consultative selling </li></ul><ul><li>Cross selling </li></ul>www.myCNI.com.my www.OOBEY.com
    30. 30. <ul><li>Operational Excellence </li></ul><ul><ul><ul><li>Move know-how from top performing units to others </li></ul></ul></ul><ul><ul><ul><li>Benchmark against best in class </li></ul></ul></ul><ul><ul><ul><li>Ensure operations training for all employees </li></ul></ul></ul><ul><ul><ul><li>Use disciplines like TQM for continuous learning to reduce costs and improve quality </li></ul></ul></ul>Alignment & Consistency: Market Disciplines www.myCNI.com.my www.OOBEY.com
    31. 31. Alignment & Consistency: Market Disciplines <ul><li>Customer Intimacy </li></ul><ul><ul><ul><li>Capture knowledge about customers </li></ul></ul></ul><ul><ul><ul><li>Understand customer needs </li></ul></ul></ul><ul><ul><ul><li>Empower front line employees </li></ul></ul></ul><ul><ul><ul><li>Ensure that everyone knows the customer </li></ul></ul></ul><ul><ul><ul><li>Make company knowledge available to customers </li></ul></ul></ul>www.myCNI.com.my www.OOBEY.com
    32. 32. <ul><li>Product Leadership </li></ul><ul><ul><ul><li>Reduce time to market </li></ul></ul></ul><ul><ul><ul><li>Commercialize new products fast </li></ul></ul></ul><ul><ul><ul><li>Ensure that ideas flow </li></ul></ul></ul><ul><ul><ul><li>Reuse what other parts of the company have already learned </li></ul></ul></ul><ul><ul><ul><li>Ensure there are multiple sources of funding </li></ul></ul></ul>Alignment & Consistency: Market Disciplines www.myCNI.com.my www.OOBEY.com
    33. 33. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    34. 34. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    35. 35. Brand Execution: Aligning the 4-Wheels Philosophies Brand Position Segmentation & Targeting www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
    36. 36. Brand Alignment: Talent Segment Philosophies Principles HR Philosophy <ul><li>Equal / Fair </li></ul><ul><li>Happy / Productive </li></ul><ul><li>Hire Low, Train High </li></ul><ul><li>Performance vs Potential </li></ul><ul><li>SP drives TM </li></ul><ul><li>Talent Pool owned by the company </li></ul><ul><li>Retention / Engagement </li></ul>www.myCNI.com.my www.OOBEY.com
    37. 37. Brand Alignment: Demographics Segment Philosophies? Principles HR Philosophy www.myCNI.com.my www.OOBEY.com
    38. 38. Alignment: Framework <ul><li>Org Structure </li></ul><ul><li>Job Design </li></ul><ul><li>C&B </li></ul><ul><li>Policies & procedures </li></ul><ul><li>Decision making </li></ul><ul><li>Job fit </li></ul><ul><li>Management Systems </li></ul><ul><li>BSC and KPIs </li></ul><ul><li>Decentralized vs. Centralized </li></ul><ul><li>Control vs. Empower </li></ul>www.myCNI.com.my www.OOBEY.com Structure
    39. 39. Strategy: Framework <ul><li>Tools </li></ul><ul><li>Physical facilities </li></ul><ul><li>Peer support </li></ul><ul><li>Information </li></ul><ul><li>T&D Programs </li></ul><ul><li>Mentors </li></ul><ul><li>Guides </li></ul><ul><li>ICT </li></ul><ul><li>OJT </li></ul>www.myCNI.com.my www.OOBEY.com Resources
    40. 40. Strategy: Framework <ul><li>Role modeling </li></ul><ul><li>Vision/Mission/Philosophy </li></ul><ul><li>Leadership Style </li></ul><ul><li>Delegation & Empowerment </li></ul><ul><li>C&B </li></ul><ul><li>Promotions </li></ul><ul><li>Transition development </li></ul>www.myCNI.com.my www.OOBEY.com Leadership
    41. 41. Strategy: Framework <ul><li>Recognition </li></ul><ul><li>Recruitment </li></ul><ul><li>Training </li></ul><ul><li>Values </li></ul><ul><li>Motivation </li></ul><ul><li>Self Efficacy </li></ul><ul><li>Awareness </li></ul><ul><li>Useful Competencies </li></ul><ul><li>Career aspirations </li></ul><ul><li>Attribution (control) </li></ul>www.myCNI.com.my www.OOBEY.com Person
    42. 42. Alignment: 4-Wheels Model Philosophies Brand Position Segmentation & Targeting www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
    43. 43. Demographic Segment: Example Strategies <ul><li>Gen Y </li></ul><ul><li>ICT </li></ul><ul><li>Women </li></ul>www.myCNI.com.my www.OOBEY.com
    44. 44. Brand Communication Image, Touch Points, Repetition, and Emphasis www.myCNI.com.my www.OOBEY.com
    45. 45. Attract <ul><li>“ You don’t attract who you want. You attract who you are ” </li></ul><ul><li>John Maxwell </li></ul>www.myCNI.com.my www.OOBEY.com
    46. 46. Attract <ul><li>What’s your main Differentiator? </li></ul><ul><ul><li>Money? Opportunity? Big Projects? Big Clients? Career Growth? Environment? Love and Fresh Air? </li></ul></ul><ul><li>Fish where the Fish are… </li></ul><ul><li>Hire Strict. Refuse if possible. </li></ul><ul><li>Who you retire determines who you attract </li></ul>www.myCNI.com.my www.OOBEY.com
    47. 47. Attract: HR and Marketing <ul><li>Who designs your Job Ads? </li></ul><ul><ul><li>It better be Marketing </li></ul></ul><ul><li>Understand the psychology of a Talent Job Seeker when reading Job Ads </li></ul><ul><li>Not sure? Consult experts </li></ul><ul><li>Use Marketing weapons for Job Ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc. </li></ul>www.myCNI.com.my www.OOBEY.com
    48. 48. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
    49. 49. KEY MESSAGES <ul><li>Who am I? </li></ul><ul><li>What do I offer? </li></ul><ul><li>Support? </li></ul><ul><li>End benefit(s) </li></ul><ul><li>Tagline: </li></ul>www.myCNI.com.my www.OOBEY.com
    50. 50. Touch Points Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet* Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
    51. 51. Touch Pointsl Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
    52. 52. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Internships, joint projects with University Events, workshops, campaign visits, seated dinners www.myCNI.com.my www.OOBEY.com
    53. 53. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Mentorship programs Campus presentations, career fairs Online games, sponsorship of awards www.myCNI.com.my www.OOBEY.com
    54. 54. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Direct Marketing (eg. mailing) Direct-response marketing Print media, radio www.myCNI.com.my www.OOBEY.com
    55. 55. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Jobstreet.com Jobstreet.com Jobstreet.com www.myCNI.com.my www.OOBEY.com Jobstreet.com Jobstreet.com Jobstreet.com Jobstreet.com Jobstreet.com Jobstreet.com
    56. 56. End Point The end of the Beginning www.myCNI.com.my www.OOBEY.com
    57. 57. Issues and Challenges <ul><li>HODs unclear </li></ul><ul><li>HODs disagree/unsupportive </li></ul><ul><li>HODs not committed </li></ul><ul><li>Functional silos </li></ul><ul><li>HODs not willing to openly differentiate </li></ul><ul><li>Incompetent superiors/HODs </li></ul><ul><li>Difficult to evaluate </li></ul><ul><li>Aligning with Business Goals </li></ul><ul><li>Unsynchronized and unmonitored training and development </li></ul>www.myCNI.com.my www.OOBEY.com
    58. 58. For Starting Up… Importance to Target Segment High Low www.myCNI.com.my www.OOBEY.com
    59. 59. For Starting Up… Current Brand Weak Strong www.myCNI.com.my www.OOBEY.com
    60. 60. For Starting Up… Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person
    61. 61. For Starting Up… Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass www.myCNI.com.my www.OOBEY.com
    62. 62. In the end… <ul><li>Great Wall of China </li></ul><ul><ul><li>humans are the weakest link </li></ul></ul><ul><ul><li>bad treatment of staff will lead to weak link i.e. easier to bribe, easier to con, etc; </li></ul></ul><ul><ul><li>bad treatment examples: insulting, lose face, broken promises, no dignity, public criticism, restructure without communication </li></ul></ul>www.myCNI.com.my www.OOBEY.com Moral: Big matters/Small Matters
    63. 63. Summary <ul><li>Segmented & Targeted </li></ul><ul><li>Attraction, Retention and Succession </li></ul><ul><li>STARS ™ </li></ul>www.myCNI.com.my www.OOBEY.com
    64. 64. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/

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