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Developing                 a winning employer brand strategy<br />Led by: Richard MosleyGlobal SVP Employer Brand Consulti...
2<br />Agenda<br /> Employer brand management	<br />Creating a brand insight platform	<br />Proposition development	<br />...
Employer brand challenges<br />Where do you start? How long does it take? What are the key milestones? What does it cost?<...
4<br />People in Business<br />Global employer brand consultancy<br />Originators of the ‘employer brand’ concept         ...
<br />Employer Brand Management Overview<br />
The talent perspective<br />“Leaders of companies <br />that go from good to great <br />start by getting the rightpeople<...
The big question<br />Do you have the right kind of bus,          <br />to attract and engage the right people?<br />Herit...
Defining ‘employer brands’<br />From the perspective of any current or potential employee<br />“The employer brand describ...
Defining ‘employer brands’<br />Put more simply your employer brand is:<br />What people most associate with you as an emp...
The Employee Value Proposition<br />There’s a difference between having an employer brand                    and proactive...
Communicating the EVP<br />Branding and Communication <br />11<br />
Induction & Orientation<br />Learning & Development<br />Employer brand management<br />seeks to ensure that employee comm...
The Business Case<br />
Stronger awareness and consideration<br />A strong employer brand reputation attracts the attention and consideration of m...
Stronger attraction at lower cost<br />A strong employer brand reputation helps you to attract higher quality candidates a...
Improved return on media investment (greater impact per advert etc.);
More direct recruitment (via career site vs. search firm etc.).</li></ul>Shell claim their switch to more consistent emplo...
Stronger retention<br />A strong employer brand helps to retain critical talent and reduce attrition costs.<br />Reported ...
Stronger engagement and performance<br />A strong employer brand improves employee engagement, (leading to increased produ...
<br />Creating a brand insight platform<br />Employer Brand Masterclass, September 2010<br />
19<br />The right team<br />Long term success depends on cross-functional involvement in the development of your brand pla...
The inside story<br />Business led<br />Business strategy<br />Fit for purpose organisation<br />Customer brand<br />Disti...
Engagement drivers<br />Tells you what employees want – but can be quite generic (it doesn’t provide a complete answer)<br...
Your company at its best<br />Defining Insights<br />Insight<br />Insight<br />Insight<br />The unwritten rules<br />Quali...
External research<br />Employer image<br />Outside in view<br />Sector Image<br />Generic associations?<br />Employer imag...
<br />Proposition Development<br />
What you should be looking for<br />More than just a tagline<br />Insight not just wishful-thinking ‘brandwash’<br />A cle...
Employer brand platform<br />Corporate Brand<br />Vision / Mission<br />Personality<br />Values<br />Core identity / heart...
Defining attributes<br />Qualities you most want to be associated with as an employer<br />Foundation for communication & ...
Core Positioning<br />The one thing you most want to be famous for as an employer<br />Your employer brand essence<br />Th...
Development process<br />Success factors (from research and direct experience)<br />Cross-functional - involving HR, Marke...
Development workshop(s)<br />(1) Induction session(ensuring everyone fully understands the employer brand concept, objecti...
EVP development exercise 1 <br />In table groups (20 minutes)<br />Given the background data provided, generate a list of ...
Megafizz – Background data<br />Company Profile<br />Leading soft drinks company (number 1 or 2 in every market)<br />Oper...
Megafizz – Values<br />33<br />
Megafizz – Engagement Survey Results<br />34<br />
Coca-Cola HBC - Attributes<br />Part of a winning team<br />Coca-Cola’s status as the world’s no.1 brand has been achieved...
The core positioning<br />Defining attributes<br />Corporate Brand<br />Proposition<br />Core EVP Positioning<br />The hea...
The core positioning<br />“To help people and businesses throughout <br />the world realize their full potential”<br />Cor...
The core positioning<br />“Touching lives, Improving life”<br />Core EVP Positioning<br />In touch with people and ideas<b...
Coca-Cola HBC - EVP<br />Part of a winning team<br />Coca-Cola’s status as the world’s no.1 brand has been achieved throug...
EVP development exercise 2<br />Applying the thinking to your own company<br />What makes you special as an employer? <br ...
Current reality vs. future vision<br />Employer Brand Plan<br />Headline proposition<br />Defining attributes<br />Reasons...
Identifying the right balance of attributes<br />Overstretch<br />Reasons to believe<br />Forward momentum<br />Currently ...
Getting the mix right<br />Part of a winning team<br />Coca-Cola’s status as the world’s no.1 brand has been achieved thro...
Differentiation<br />Attributes<br />‘Imagineering / magic’<br />‘Democratic design’<br />Providing a distinctive angle on...
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  1. 1. Developing a winning employer brand strategy<br />Led by: Richard MosleyGlobal SVP Employer Brand Consulting People in Business<br />richard@pib.co.uk<br />Employer Brand Masterclass, September 2010<br />
  2. 2. 2<br />Agenda<br /> Employer brand management <br />Creating a brand insight platform <br />Proposition development <br />Employer brand communication<br />Developing an employer brand action plan<br />Employer brand measurement<br />
  3. 3. Employer brand challenges<br />Where do you start? How long does it take? What are the key milestones? What does it cost?<br />What are the best practices and success factors? What are the pitfalls?<br />Does the process vary for different sectors – like Agriculture?<br />What functions inside the company should be involved in the development process ?<br />How EB is connected with corporate brand? <br />What is the link between employer brand and engagement?<br />What is the place of EB in overall HR Strategy of the company? <br />How to involve top management into EB development process?<br />What are the methods for defining EVP attributes?<br />How do you differentiate?<br />How do you tailor to specific audiences?<br />What are the most effective communication channels?<br />What role can social media play?<br />How to make employees ambassadors of the EB? <br />How do you measure EB success?<br />3<br />
  4. 4. 4<br />People in Business<br />Global employer brand consultancy<br />Originators of the ‘employer brand’ concept and publishers of the first book on the subject<br />European arm of TMP Consulting<br />20 years of hands-on experience in employer brand research, development and activation<br />Working with many of the world’s leading employers, including:<br />
  5. 5. <br />Employer Brand Management Overview<br />
  6. 6. The talent perspective<br />“Leaders of companies <br />that go from good to great <br />start by getting the rightpeople<br />on the bus”.<br />Jim Collins – ‘From Good to Great’<br />6<br />
  7. 7. The big question<br />Do you have the right kind of bus, <br />to attract and engage the right people?<br />Heritage<br />Flexibility<br />Luxury<br />Endurance<br />Exploration<br />Versatility<br />Vision<br />Speed<br />7<br />
  8. 8. Defining ‘employer brands’<br />From the perspective of any current or potential employee<br />“The employer brand describes the package of functional, economic and psychological benefits provided by employment and identified with the employing company”.<br />Limited opportunities<br />International<br />Young<br />Low status<br />American <br />Successful<br />Low pay<br />Fast growing<br />Hot and sweaty<br />8<br />
  9. 9. Defining ‘employer brands’<br />Put more simply your employer brand is:<br />What people most associate with you as an employer<br />Limited opportunities<br />International<br />Young<br />Low status<br />American <br />Successful<br />Low pay<br />Fast growing<br />Hot and sweaty<br />9<br />
  10. 10. The Employee Value Proposition<br />There’s a difference between having an employer brand and proactively managing it.<br />The Employee Value Proposition (EVP) defines what you most want people to associate with your organisation as an employer.<br />Employee Value Proposition<br />Defines<br />The distinctive brand benefits you offer to employees<br />10<br />
  11. 11. Communicating the EVP<br />Branding and Communication <br />11<br />
  12. 12. Induction & Orientation<br />Learning & Development<br />Employer brand management<br />seeks to ensure that employee communication and experience aligns with the EVP<br />Internal Communication<br />Process ‘Touchpoints’<br />Branding and Communication <br />Candidate Management<br />Reward & Recognition<br />Everyday Behaviours<br />Leadership Standards<br />Frontline Management<br />Employer<br />Brand<br />Experience<br />‘Employer Branding’ + Communication<br />(Defines what you most want people to associate with you as an employer).<br />Customer Service +Teamwork<br />Communication Channels<br />Performance & Talent Mgt<br />Working Environment<br />Delivering on the promise<br />12<br />
  13. 13. The Business Case<br />
  14. 14. Stronger awareness and consideration<br />A strong employer brand reputation attracts the attention and consideration of more top quality candidates<br />More active job seekers: contain fewer top quality candidates<br />Less active job seekers contain greater proportion of top quality candidates<br />Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments study<br />14<br />
  15. 15. Stronger attraction at lower cost<br />A strong employer brand reputation helps you to attract higher quality candidates at lower cost<br />Recruitment Savings<br />Effective Employer Brand Management also leads to: <br /><ul><li>More efficient sharing of creative costs (campaign development / photography etc.);
  16. 16. Improved return on media investment (greater impact per advert etc.);
  17. 17. More direct recruitment (via career site vs. search firm etc.).</li></ul>Shell claim their switch to more consistent employer branding helped to reduce overall recruitment spend by 75%.<br />Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments Study<br />15<br />
  18. 18. Stronger retention<br />A strong employer brand helps to retain critical talent and reduce attrition costs.<br />Reported benefits from employer brand progammes<br />Source: Employer Brand Institute – Global Research Study (2009)<br />Tesco’s employer brand progamme helped reduce first year attrition by 7% (saving £7m).<br />16<br />
  19. 19. Stronger engagement and performance<br />A strong employer brand improves employee engagement, (leading to increased productivity, customer satisfaction and sales).<br />An EB Index <br />Measures how well employee believe a company is delivering its employer brand promises<br />Equal to / greater than the median<br />Analysis from leading global retail bank<br />Less than the median<br />17<br />
  20. 20. <br />Creating a brand insight platform<br />Employer Brand Masterclass, September 2010<br />
  21. 21. 19<br />The right team<br />Long term success depends on cross-functional involvement in the development of your brand platform / EVP<br />
  22. 22. The inside story<br />Business led<br />Business strategy<br />Fit for purpose organisation<br />Customer brand<br />Distinctive offer / style<br />Core values<br />Desired ethos<br />Culture / personality<br />Distinctive work experience<br />Employee led<br />Engagement drivers<br />Positive work experience<br />20<br />
  23. 23. Engagement drivers<br />Tells you what employees want – but can be quite generic (it doesn’t provide a complete answer)<br />Excellent for mapping relative performance and identifying the focus for local action-planning<br />EXAMPLE: Top Drivers of Employee Engagement (Ranked in order of impact on Engagement)<br />% Favourable<br />I can make a difference<br />78%<br />65%<br />I’m confident in the direction set by the leadership team<br />54%<br />It’s a fun place to work<br />72%<br />The company is highly focused on quality<br />46%<br />I am given regular opportunities to learn and develop<br /> Key: Very Strong (above 70%): Strong (from 60% to 70%) Weak (less than 60%)<br />21<br />
  24. 24. Your company at its best<br />Defining Insights<br />Insight<br />Insight<br />Insight<br />The unwritten rules<br />Qualitative research – What makes you special?<br />Symbols<br />“You can really make a difference here from day one”<br />“It’s an open office environment for everyone except the SMT”<br />“We’re very proud of our brands”<br />“It takes weeks to get our anything fixed around the office”<br />“You need to be adaptable because it’s a very fast moving business”<br />“People here go to great lengths to win in the marketplace, for example….”<br />“Given the nature of our business, good grooming is very important”<br />“Our work with street children in Jakarta shows we are a caring business”<br />Stories<br />22<br />
  25. 25. External research<br />Employer image<br />Outside in view<br />Sector Image<br />Generic associations?<br />Employer image<br />Awareness / status?<br />Competitive set<br />Who should you benchmark?<br />Attraction drivers<br />What are people looking for?<br />Talent market<br />Nature of the market?<br />Labour market<br />23<br />
  26. 26. <br />Proposition Development<br />
  27. 27. What you should be looking for<br />More than just a tagline<br />Insight not just wishful-thinking ‘brandwash’<br />A clearly defined platform for both communication and action<br />25<br />
  28. 28. Employer brand platform<br />Corporate Brand<br />Vision / Mission<br />Personality<br />Values<br />Core identity / heartland<br />What we stand for? / How we express ourselves?<br />(Reflected in everything the organisation says and does)<br />Employee Value Proposition<br />Who do we most want to buy into the brand?<br />Target profile<br />What’s the compelling heart of our offer?<br />Core positioning<br />What other key elements make up our offer?<br />Defining attributes<br />What’s expected of employees in return?<br />The give and the get<br />Reasons to believe<br />What makes our offer credible?<br />26<br />
  29. 29. Defining attributes<br />Qualities you most want to be associated with as an employer<br />Foundation for communication & experience management<br />True of the company at its best as an employer<br />Resonating with the needs and aspirations of your target audiences<br />BUT also aligning with the needs of your business and customers<br />Reflecting core Values but highlighting what makes you distinctive<br />For example:<br />27<br />
  30. 30. Core Positioning<br />The one thing you most want to be famous for as an employer<br />Your employer brand essence<br />The anchor point for your employer brand messaging<br />The territory you want to occupy and own on the market map<br />28<br />
  31. 31. Development process<br />Success factors (from research and direct experience)<br />Cross-functional - involving HR, Marketing and line management (though often led by HR);<br />High involvement – ensure key players participate directly in the development process, not just critical ‘gate-keeping’;<br />A learning process – employer brand development will be new for most people – ensure they fully understand the bigger picture.<br />Ideally:<br />Take 1-2 days to workshop the insights and attributes with the key stakeholders;<br />Get to an 80% solution that can then be polished (by the core team / agency), visualised and tested.<br />29<br />
  32. 32. Development workshop(s)<br />(1) Induction session(ensuring everyone fully understands the employer brand concept, objectives and methodology) <br />(2) Insight platform(short stimulus presentations covering key perspectives – with active noting of potential attributes)<br />(3) Attribute shortlist(application of success criteria to select the 5-8 most promising attribute territories) <br />(4) Implications(more detailed assessment of current proof points and people management ‘stretch’) <br />(5) Core positioning(identification of the 1-3 core positioning options + rationale) <br />30<br />
  33. 33. EVP development exercise 1 <br />In table groups (20 minutes)<br />Given the background data provided, generate a list of relevant potential attributes for the Megafizz employer brand?<br />31<br />
  34. 34. Megafizz – Background data<br />Company Profile<br />Leading soft drinks company (number 1 or 2 in every market)<br />Operating in 27 countries across Europe (including Russia)<br />35,000 employees employed in bottling, distribution and sales<br />Business Strategy<br />‘Excellence across the board’ – focusing on raising the operational excellence of all 27 countries to the standards set by the best 3 countries, in terms of supply chain, sales/marketing, financial management etc.<br />Organisational Development<br />Big focus on breaking down silos between countries in order to enable:<br />Best practice sharing<br />Talent mobility<br />Stronger / more diverse leadership ‘bench-strength’ / succession<br />Employer Brand Status<br />Understanding of the organisation’s wide portfolio of (increasingly health-oriented) brands and diverse employment opportunities skewed by the iconic global status of the company’s leading product ‘Megafizz’<br />Inconsistent country-led approach to recruitment marketing (including locally produced advertising campaigns and career sites)<br />Biggest recruitment focus (through growth and retention issues) = sales (young age profile)<br />Core Values launched 3 years ago but inconsistently communicated / understood / applied (see attached)<br />Recent survey provides useful up-to-date analysis of engagement drivers (see attached)<br />32<br />
  35. 35. Megafizz – Values<br />33<br />
  36. 36. Megafizz – Engagement Survey Results<br />34<br />
  37. 37. Coca-Cola HBC - Attributes<br />Part of a winning team<br />Coca-Cola’s status as the world’s no.1 brand has been achieved through a relentless passion to win. Whatever your role in CCHBC you’re part of a team that enjoys competing and never settles for second best.<br />Making a difference<br />There’s no passion without progress. CCHBC believes in setting clear goals and letting people get on with taking action. There’s always a challenge, every opportunity to prove yourself and very little chance of getting bored. <br />Realising your full potential<br />CCHBC is as passionate about bringing out the best in people as it is about getting results. With growing investment in training and an emphasis on home-grown talent, there are thousands of career success stories at CCHBC.<br />An enjoyment business<br />CCHBC brings enjoyment to millions of people through its market leading brands and the many community activities our employees participate in each year. We try and ensure people enjoy their work as much as consumers enjoy our products.<br />35<br />
  38. 38. The core positioning<br />Defining attributes<br />Corporate Brand<br />Proposition<br />Core EVP Positioning<br />The heart of the employer brand proposition<br />Sometimes derived from the corporate / customer brand (above)<br />Or the more employee focused defining attributes (below)<br />36<br />
  39. 39. The core positioning<br />“To help people and businesses throughout <br />the world realize their full potential”<br />Core EVP Positioning<br />Your Potential, Our Passion<br />37<br />
  40. 40. The core positioning<br />“Touching lives, Improving life”<br />Core EVP Positioning<br />In touch with people and ideas<br />Igniting your potential<br />Enabling you to succeed<br />38<br />
  41. 41. Coca-Cola HBC - EVP<br />Part of a winning team<br />Coca-Cola’s status as the world’s no.1 brand has been achieved through a relentless passion to win. Whatever your role in CCHBC you’re part of a team that enjoys competing and never settles for second best.<br />Making a difference<br />There’s no passion without progress. CCHBC believes in setting clear goals and letting people get on with taking action. There’s always a challenge, every opportunity to prove yourself and very little chance of getting bored. <br />Realising your full potential<br />CCHBC is as passionate about bringing out the best in people as it is about getting results. With growing investment in training and an emphasis on home-grown talent, there are thousands of career success stories at CCHBC.<br />An enjoyment business<br />CCHBC brings enjoyment to millions of people through its market leading brands and the many community activities our employees participate in each year. We try and ensure people enjoy their work as much as consumers enjoy our products.<br />39<br />
  42. 42. EVP development exercise 2<br />Applying the thinking to your own company<br />What makes you special as an employer? <br /> -> 3-4 defining attributes?<br />What’s the one thing you most want to be famous for as an employer? <br /> -> Core positioning?<br />40<br />
  43. 43. Current reality vs. future vision<br />Employer Brand Plan<br />Headline proposition<br />Defining attributes<br />Reasons to believe<br /><ul><li>The employer brand model needs to be both Credible and Forward looking</li></ul>Current Reality<br />Highlighting gaps between current perception / performance and the brand model that need to be addressed<br />Future Vision<br />Incorporating elements that are desired but currently too weak to be included in the brand model<br />41<br />
  44. 44. Identifying the right balance of attributes<br />Overstretch<br />Reasons to believe<br />Forward momentum<br />Currently Credible<br />Currently Non-credible<br />Shared Aspiration<br />Consistently delivered<br />Employees would readily recognise this as: <br />‘The way we do things round here’<br />Seldom (if ever) delivered<br />Employees would see this as wishful thinking:<br />‘Out of touch with reality’<br />Inconsistently delivered<br />Employees would recognise this as characterising: <br />‘The company at its best’<br />The sweet spot for EB attributes<br />Trust builders and sources of pride <br />Part of the plan but not the promise<br />42<br />
  45. 45. Getting the mix right<br />Part of a winning team<br />Coca-Cola’s status as the world’s no.1 brand has been achieved through a relentless passion to win. Whatever your role in CCHBC you’re part of a team that enjoys competing and never settles for second best.<br />Making a difference<br />There’s no passion without progress. CCHBC believes in setting clear goals and letting people get on with taking action. There’s always a challenge, every opportunity to prove yourself and very little chance of getting bored. <br />Highly credible and true to everyday experience<br />Realising your full potential<br />CCHBC is as passionate about bringing out the best in people as it is about getting results. With growing investment in training and an emphasis on home-grown talent, there are thousands of career success stories at CCHBC.<br />An enjoyment business<br />CCHBC brings enjoyment to millions of people through its market leading brands and the many community activities our employees participate in each year. We try and ensure people enjoy their work as much as consumers enjoy our products.<br />More aspirational, but the focus of forward investment and leadership commitment<br />43<br />
  46. 46. Differentiation<br />Attributes<br />‘Imagineering / magic’<br />‘Democratic design’<br />Providing a distinctive angle on a generic attribute<br />OR <br />Creating relatively unique / distinctive attributes<br />E.g. Innovation<br />‘Continuous improvement’<br />‘Systematic creativity’<br />E.g. Channel 4 – ‘Make Trouble’<br />Occupying new territory <br />
  47. 47. Attribute territory and positioning<br />Expression<br />Territory<br />Development<br />Positioning<br />Continuous stretch<br />Territory<br />Creativity<br />Positioning<br />Cutting edge science<br />
  48. 48. Extended differentiation<br />Attributes<br />Experience<br />Expression<br />Creating relatively unique / distinctive attributes<br />OR <br />Providing a distinctive angle on a generic attribute<br />Delivering on your EVP promises in a distinctive style<br />OR<br />Delivering to a very high standard vs. expectations<br />Creating a distinctive identity / personality<br />OR<br />Presenting the EVP in a distinctive way<br />Unique expression<br />Distinctive promises<br />Signature experiences<br />
  49. 49. Global local EVP<br />Regional tailoring<br />Attributes ‘TUNED’ to specific Target Groups<br />Employee Value Proposition<br />(EVP)<br />Divisional tailoring<br />Functionaltailoring<br />TVP = Target Value Proposition<br />(think Coca Cola and Coke Light)<br />47<br />
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