• Like
Develop a Winning Talent Brand as a Small or Mid-Sized Company | Talent Connect Vegas 2013
 

Develop a Winning Talent Brand as a Small or Mid-Sized Company | Talent Connect Vegas 2013

on

  • 2,070 views

You don’t need to be a Fortune-ranked company or the latest hip start-up to have a winning, engaging talent brand. Talent acquisition leaders from Suncor and NPR’s Head of Talent Acquisition & ...

You don’t need to be a Fortune-ranked company or the latest hip start-up to have a winning, engaging talent brand. Talent acquisition leaders from Suncor and NPR’s Head of Talent Acquisition & Innovation share how they brought their employment brand to life through a targeted, multi-channel approach.

Get inspired with LinkedIn's Employer Brand Playbook: http://linkd.in/174lYC9
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj

Statistics

Views

Total Views
2,070
Views on SlideShare
2,047
Embed Views
23

Actions

Likes
1
Downloads
45
Comments
0

2 Embeds 23

http://www.linkedin.com 19
https://www.linkedin.com 4

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Please add your profile photo to this slide
  • Stephanie:Very excited over next 20 mins to provide you with four key steps in developing a winning talent brand. The first is………Let’s begin by looking at the first step
  • Stephanie:Canada’s largest integrated energy companyHQ Calgary, Alberta5th largest energy company in NA43 billion in market capWe have oil sands development in Northern AlbertaConventional and offshore oil and gas production in East Coast Canada and EUOperate 4 refineries 3 in Canada and one in DenverWe operate Canada’s largest retail network of gas stations under our Petro Canada brand. we have a renewables busines:Produce our own ethanol to blend in our gasoline Largest producer of wind energy in CanadaNow let’s talk about the people that make all of this happen…We employ 14,000 peopleOur business requires heavy equipment operators, pilots, engineers, scientists, chefs, hotel management, etc. We produce 500,000 barrels of oil per day and aim to get up to 1 million. To achieve this strategic business goal we will need to hire thousands of additional workers. You can see why a strong talent brand needed and campaigns that will attract all of these people. Now I’ll show you what we came up with – the GO AHEAD campaign. VIDEO
  • Stephanie:
  • Stephanie:
  • Stephanie:
  • http://www.youtube.com/watch?v=qhAAjNVCUhY
  • Speaker: Lauren: Message: It is essential that you know your strengths/opportunities, what differentiates your organization from the rest and what your audience is looking for so that you can achieve your results. I’ll tell you what we did and a bit about our results…We did qualitative and quantitative research with existing employees (internal), talent segments in the geographies were we need people (external). From there we defined talent market segments. Employees helped us really understand what it’s like to work at Suncor. External research gave us generically what people where looking for in a job and how they look for work. and helped us refine our external message and the ways in which we communicate our opportunities. Looking at how to differentiate ourselves from the competition, we tested creative recruitment visualsHere’s what we learned about our company:Our strength at Suncor…We have exciting growth projects for opportunities now and in the futureWe have a company culture where people can grow, contribute and succeed togetherWe are committed to doing right by our people, our community and our environmentOur Weaknesses at Suncor… We have to communicate with potential new employees authentically what it’s like to work for Suncor and live in remote locations that we operateWe work in an industry that has lots of negative and misperceptions associated with it – specifically related to our oil sands operationsOur overall Suncor brand was not well known in Canada and internationally Here’s what we learned about our audience: Because we this is a campaign for mid-career professionals, we found out that what motivates people to leave one job and move to another varies by discipline There will be some messages that are relevant to everyone (ie: reputation, values, culture) and there will be others that must be tailored to your segments Word of mouth and personal networks continue to be the main ways people look for work. Insider Tip: Don’t overlook your weaknesses. Be honest with yourself to avoid pitfalls
  • Speaker: Lauren: Message: It is essential that you know your strengths/opportunities, what differentiates your organization from the rest and what your audience is looking for so that you can achieve your results. I’ll tell you what we did and a bit about our results…We did qualitative and quantitative research with existing employees (internal), talent segments in the geographies were we need people (external). From there we defined talent market segments. Employees helped us really understand what it’s like to work at Suncor. External research gave us generically what people where looking for in a job and how they look for work. and helped us refine our external message and the ways in which we communicate our opportunities. Looking at how to differentiate ourselves from the competition, we tested creative recruitment visualsHere’s what we learned about our company:Our strength at Suncor…We have exciting growth projects for opportunities now and in the futureWe have a company culture where people can grow, contribute and succeed togetherWe are committed to doing right by our people, our community and our environmentOur Weaknesses at Suncor… We have to communicate with potential new employees authentically what it’s like to work for Suncor and live in remote locations that we operateWe work in an industry that has lots of negative and misperceptions associated with it – specifically related to our oil sands operationsOur overall Suncor brand was not well known in Canada and internationally Here’s what we learned about our audience: Because we this is a campaign for mid-career professionals, we found out that what motivates people to leave one job and move to another varies by discipline There will be some messages that are relevant to everyone (ie: reputation, values, culture) and there will be others that must be tailored to your segments Word of mouth and personal networks continue to be the main ways people look for work. Insider Tip: Don’t overlook your weaknesses. Be honest with yourself to avoid pitfalls
  • Steph:Gaining executive buy in will achieves two things: it will provide you with critical resources and allow you to create champions at the top. We were facing several factors that made our executive buy in relatively easy:We had an easy time convincing them of why we needed to do this….Largest merger in 2008 between Suncor and Petro-Canada created a new entity that was not well known in key marketsThe company has a tremendous growth profile and is competing in a market where there is scarcity of talent that having not having the people resources is seen as a key corporate risk to project execution at our board of director level. This really created a burning platform and focus for this catalyst for Executive buy in. Convincing them of how we were going to do it was our next challenge. To approve an marketing approach to an HR challenge. It needed to be done right or not at all. We saw the need to follow a very methodical approach to challenge. Because of the realities, it couldn’t just be a pretty ad campaign – we needed the buy in that something different was needed. We needed them to believe that every Suncor employee was about to become the ad campaign. Once you gain the buy in, ongoing communication with the executives and other members of the organization must be sustained.
  • Lauren:It is important to use a multipronged approach to activate your talent brand strategy.With our research and executive support complete, we used our finding to identify the best communication channels for our campaign. We have multi-media interactive employer brand campaignVideos: authentic employee testimonial videos about what it’s like to work at SuncorMicrosite: Goadheadfortmac.com interactive microsite to depict what the community of Fort McMurray has to offerLinkedIn: we know networking and leveraging personal connections is a huge part of how people, especially passive candidates find out about new jobsEvents: we know networking and the personal touch is still important to job seekersOther social media: it’s important to own our brand and messaging on sites where people are looking for information about usSearch engine optimization: our web content and job postings are optimized to provide top search results and work seamlessly with job board aggregatorsGoogle pay-per-click: pay to show up in key searches for jobs in Fort McMurray etc. Earned media: we have an earned media strategy to help us tell our story in an authentic way to important audiencesPrint presence: while significantly reduced, we still maintain a presence for key audiencesRadio: still a very useful tool for targeted campaignsWebsiteJob BoardsYou need to identify the best ways to reach your audiences. Insider Tip: Participate in the spaces where your audience is looking for you.- Our entire recruitment campaign is ultimately directed towards our careers website
  • LaurenThe work doesn’t stop once you’ve defined and implement your talent brand, you need to constantly measure what’s important to you and your business and ensure your message is still authentic and relevant.Whatto measure?Measure traffic to your site: Since our employer brand was launched in 2012, after its launch we saw overall traffic to our suncor.com/careers site increase 35%Measure impact of multi-media/online presence: Apply click conversion rates on our job boards has improved and LinkedIn outperforms other job boards since we added additional messaging and focused on enhancing our job postingsLinkedIn InPact reports tell us 30% of our hires in the past 12 months were impacted by our presence on LinkedInTwitter, Facebook and Job Aggregators are our top sources for web traffic to our careers site How can you measure your talent brand?Google analyticsJob board reportingLinkedIn Talent Brand IndexWe’re sure that attending various workshops and networking events at this conference will give you a wealth of ideas in this area. Insider tip: Don’t just rely on your ATS for measurement. There are lots of pulse points to measure progress
  • Stephanie:Very excited over next 20 mins to provide you with four key steps in developing a winning talent brand. The first is………Let’s begin by looking at the first step

Develop a Winning Talent Brand as a Small or Mid-Sized Company | Talent Connect Vegas 2013 Develop a Winning Talent Brand as a Small or Mid-Sized Company | Talent Connect Vegas 2013 Presentation Transcript

  • Develop a Winning Talent Brand as a Small or Mid-Sized Company
  • Let’s Meet the Team: #winningTB Stephanie Ryan Lauren Larose Lars Schmidt Tabitha Eade Manager, TA Marketing & Branding Team Lead, TA Marketing & Branding Senior Director Talent Acquisition & Innovation Solutions Consultant Manager @S_Ryan1234 @Energy_Blonde @ThisIsLars @Tabithaeade
  • What You Will Learn Today  Learn how to engage your executives and gain broad organizational buy-in  Discover how to make your talent brand a targeted talent strategy  Identify and define key performance metrics to measure success
  • Fort McMurray Oil sands Calgary Seattle
  • Introducing NPR A thriving, mission-driven multimedia organization, NPR produces awardwinning news, information, and music programming in partnership with hundreds of independent public radio stations across the nation.
  • We are innovators and leaders in diverse fields, from journalism and digital media to IT and development. Every day, our employees and member stations touch the lives of millions worldwide.
  • Evolving Language: Talent Brand n.  the highly social, totally public version of your employer brand incorporating what talent thinks, feels, and shares about your company as a place to work  a significant asset for both hiring/retaining great talent and promoting your corporate image to the market 10
  • The 4 Steps to Developing a Winning Talent Brand 1. Define Your Talent Brand 2. Gain Executive Buy-In 3. Develop & Execute 4. Measure & Optimize
  • Step #1 Define Your Talent Brand
  • Internal External Quantitative Surveys LinkedIn Heat Mapping Qualitative Creative Testing Focus Groups
  • Strengths Challenges
  • 1. Your Talent Brand Strengths       42 year history, strong consumer brand with deep fan affinity and loyalty Digitally-savvy employee base Prestigious reputation as a trusted news source Smart and diverse staff, interesting work Mission-driven culture Established social media and digital channels Challenges  Recruiting against blue chip for-profit orgs: New York Times, CNN, Google, Twitter, Amazon  Non-profit, limited resources, budgets  Recruiting in new markets, with less of an established presence: tech, digital, millennial  Media landscape is evolving rapidly, contraction and new digital players are disrupting industry
  • Step #2 Gain Executive Buy-In
  • 2. Executive Buy-In Define your goals and objectives  Find your internal stakeholders (social media, marketing, etc.)  Understand the audience you want to reach, and where to reach them  Step out of HR – identify internal influencers and invest in those relationships Select your channels  Determine desired outcomes and how to measure them  Start small and scale    Pilot Executive Buy-In Internally Develop your Strategic Plan Measure and monitor
  • 2. Executive Buy-In Merger Competitive Labour Market Big Growth Plans Marketing Challenge
  • Step #3 Develop & Execute
  • 3. Develop & Execute Online/ Digital Other Social Media Suncor Recruitment Marketing Employee Referral Program Print/ Radio Events
  • 3. Develop & Execute: Channels LinkedIn: 75,000+ followers, 1,500 monthly visitors, #3 source of applicants, Talent Brand Index = 15 (>NYT, CNN, ABC, Washington Post) Facebook: 70,000+ likes, Work4 job sharing, #8 source of applicants Twitter: @NPRjobs launched 7/11, 20k+ followers, #7 source of applicants, #4 source of hire Blogs: Tumblr and WordPress Careers Site: Mobile-friendly, reinforce culture, branding key areas of need (i.e. tech), candidate experience Job Descriptions: Extension of your employer brand, convey culture, get creative (links, infographics, videos)
  • Step #4 Measure & Optimize
  • 4. Measure & Optimize Key Performance Metrics  Develop appropriate metrics to measure (i.e. source of applicant and hire, channel growth, quality of hire, etc.)  Social Media: actively monitor and manage your social media channels, interact and engage with your fans, avoid pure broadcast Social Media ROI  Over $100k savings per year based on reduction of job boards  Social Media Channels (LinkedIn, Twitter, Facebook) are in top 10 sources of applicants and hires  Several key hires through Twitter (#4 source of hire)  Our employment branding efforts have been featured in:
  • 4 Steps to Developing a Winning Talent Brand 1. Define Your Talent Brand 2. Gain Executive Buy-In 3. Develop & Execute 4. Measure & Optimize
  • Key Takeaways from Today’s Session  Engage your executives and gain broad organizational buy-in  Discover how to make your talent brand a targeted talent strategy  Identify and defined key performance metrics to measure success