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Mosley Mosley Presentation Transcript

  • Developing a winning employer brand strategy
    Led by: Richard MosleyGlobal SVP Employer Brand Consulting People in Business
    richard@pib.co.uk
    Employer Brand Masterclass, September 2010
  • 2
    Agenda
    Employer brand management
    Creating a brand insight platform
    Proposition development
    Employer brand communication
    Developing an employer brand action plan
    Employer brand measurement
  • Employer brand challenges
    Where do you start? How long does it take? What are the key milestones? What does it cost?
    What are the best practices and success factors? What are the pitfalls?
    Does the process vary for different sectors – like Agriculture?
    What functions inside the company should be involved in the development process ?
    How EB is connected with corporate brand?
    What is the link between employer brand and engagement?
    What is the place of EB in overall HR Strategy of the company?
    How to involve top management into EB development process?
    What are the methods for defining EVP attributes?
    How do you differentiate?
    How do you tailor to specific audiences?
    What are the most effective communication channels?
    What role can social media play?
    How to make employees ambassadors of the EB?
    How do you measure EB success?
    3
  • 4
    People in Business
    Global employer brand consultancy
    Originators of the ‘employer brand’ concept and publishers of the first book on the subject
    European arm of TMP Consulting
    20 years of hands-on experience in employer brand research, development and activation
    Working with many of the world’s leading employers, including:

  • Employer Brand Management Overview
  • The talent perspective
    “Leaders of companies
    that go from good to great
    start by getting the rightpeople
    on the bus”.
    Jim Collins – ‘From Good to Great’
    6
  • The big question
    Do you have the right kind of bus,
    to attract and engage the right people?
    Heritage
    Flexibility
    Luxury
    Endurance
    Exploration
    Versatility
    Vision
    Speed
    7
  • Defining ‘employer brands’
    From the perspective of any current or potential employee
    “The employer brand describes the package of functional, economic and psychological benefits provided by employment and identified with the employing company”.
    Limited opportunities
    International
    Young
    Low status
    American
    Successful
    Low pay
    Fast growing
    Hot and sweaty
    8
  • Defining ‘employer brands’
    Put more simply your employer brand is:
    What people most associate with you as an employer
    Limited opportunities
    International
    Young
    Low status
    American
    Successful
    Low pay
    Fast growing
    Hot and sweaty
    9
  • The Employee Value Proposition
    There’s a difference between having an employer brand and proactively managing it.
    The Employee Value Proposition (EVP) defines what you most want people to associate with your organisation as an employer.
    Employee Value Proposition
    Defines
    The distinctive brand benefits you offer to employees
    10
  • Communicating the EVP
    Branding and Communication
    11
  • Induction & Orientation
    Learning & Development
    Employer brand management
    seeks to ensure that employee communication and experience aligns with the EVP
    Internal Communication
    Process ‘Touchpoints’
    Branding and Communication
    Candidate Management
    Reward & Recognition
    Everyday Behaviours
    Leadership Standards
    Frontline Management
    Employer
    Brand
    Experience
    ‘Employer Branding’ + Communication
    (Defines what you most want people to associate with you as an employer).
    Customer Service +Teamwork
    Communication Channels
    Performance & Talent Mgt
    Working Environment
    Delivering on the promise
    12
  • The Business Case
  • Stronger awareness and consideration
    A strong employer brand reputation attracts the attention and consideration of more top quality candidates
    More active job seekers: contain fewer top quality candidates
    Less active job seekers contain greater proportion of top quality candidates
    Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments study
    14
  • Stronger attraction at lower cost
    A strong employer brand reputation helps you to attract higher quality candidates at lower cost
    Recruitment Savings
    Effective Employer Brand Management also leads to:
    • More efficient sharing of creative costs (campaign development / photography etc.);
    • Improved return on media investment (greater impact per advert etc.);
    • More direct recruitment (via career site vs. search firm etc.).
    Shell claim their switch to more consistent employer branding helped to reduce overall recruitment spend by 75%.
    Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments Study
    15
  • Stronger retention
    A strong employer brand helps to retain critical talent and reduce attrition costs.
    Reported benefits from employer brand progammes
    Source: Employer Brand Institute – Global Research Study (2009)
    Tesco’s employer brand progamme helped reduce first year attrition by 7% (saving £7m).
    16
  • Stronger engagement and performance
    A strong employer brand improves employee engagement, (leading to increased productivity, customer satisfaction and sales).
    An EB Index
    Measures how well employee believe a company is delivering its employer brand promises
    Equal to / greater than the median
    Analysis from leading global retail bank
    Less than the median
    17

  • Creating a brand insight platform
    Employer Brand Masterclass, September 2010
  • 19
    The right team
    Long term success depends on cross-functional involvement in the development of your brand platform / EVP
  • The inside story
    Business led
    Business strategy
    Fit for purpose organisation
    Customer brand
    Distinctive offer / style
    Core values
    Desired ethos
    Culture / personality
    Distinctive work experience
    Employee led
    Engagement drivers
    Positive work experience
    20
  • Engagement drivers
    Tells you what employees want – but can be quite generic (it doesn’t provide a complete answer)
    Excellent for mapping relative performance and identifying the focus for local action-planning
    EXAMPLE: Top Drivers of Employee Engagement (Ranked in order of impact on Engagement)
    % Favourable
    I can make a difference
    78%
    65%
    I’m confident in the direction set by the leadership team
    54%
    It’s a fun place to work
    72%
    The company is highly focused on quality
    46%
    I am given regular opportunities to learn and develop
    Key: Very Strong (above 70%): Strong (from 60% to 70%) Weak (less than 60%)
    21
  • Your company at its best
    Defining Insights
    Insight
    Insight
    Insight
    The unwritten rules
    Qualitative research – What makes you special?
    Symbols
    “You can really make a difference here from day one”
    “It’s an open office environment for everyone except the SMT”
    “We’re very proud of our brands”
    “It takes weeks to get our anything fixed around the office”
    “You need to be adaptable because it’s a very fast moving business”
    “People here go to great lengths to win in the marketplace, for example….”
    “Given the nature of our business, good grooming is very important”
    “Our work with street children in Jakarta shows we are a caring business”
    Stories
    22
  • External research
    Employer image
    Outside in view
    Sector Image
    Generic associations?
    Employer image
    Awareness / status?
    Competitive set
    Who should you benchmark?
    Attraction drivers
    What are people looking for?
    Talent market
    Nature of the market?
    Labour market
    23

  • Proposition Development
  • What you should be looking for
    More than just a tagline
    Insight not just wishful-thinking ‘brandwash’
    A clearly defined platform for both communication and action
    25
  • Employer brand platform
    Corporate Brand
    Vision / Mission
    Personality
    Values
    Core identity / heartland
    What we stand for? / How we express ourselves?
    (Reflected in everything the organisation says and does)
    Employee Value Proposition
    Who do we most want to buy into the brand?
    Target profile
    What’s the compelling heart of our offer?
    Core positioning
    What other key elements make up our offer?
    Defining attributes
    What’s expected of employees in return?
    The give and the get
    Reasons to believe
    What makes our offer credible?
    26
  • Defining attributes
    Qualities you most want to be associated with as an employer
    Foundation for communication & experience management
    True of the company at its best as an employer
    Resonating with the needs and aspirations of your target audiences
    BUT also aligning with the needs of your business and customers
    Reflecting core Values but highlighting what makes you distinctive
    For example:
    27
  • Core Positioning
    The one thing you most want to be famous for as an employer
    Your employer brand essence
    The anchor point for your employer brand messaging
    The territory you want to occupy and own on the market map
    28
  • Development process
    Success factors (from research and direct experience)
    Cross-functional - involving HR, Marketing and line management (though often led by HR);
    High involvement – ensure key players participate directly in the development process, not just critical ‘gate-keeping’;
    A learning process – employer brand development will be new for most people – ensure they fully understand the bigger picture.
    Ideally:
    Take 1-2 days to workshop the insights and attributes with the key stakeholders;
    Get to an 80% solution that can then be polished (by the core team / agency), visualised and tested.
    29
  • Development workshop(s)
    (1) Induction session(ensuring everyone fully understands the employer brand concept, objectives and methodology)
    (2) Insight platform(short stimulus presentations covering key perspectives – with active noting of potential attributes)
    (3) Attribute shortlist(application of success criteria to select the 5-8 most promising attribute territories)
    (4) Implications(more detailed assessment of current proof points and people management ‘stretch’)
    (5) Core positioning(identification of the 1-3 core positioning options + rationale)
    30
  • EVP development exercise 1
    In table groups (20 minutes)
    Given the background data provided, generate a list of relevant potential attributes for the Megafizz employer brand?
    31
  • Megafizz – Background data
    Company Profile
    Leading soft drinks company (number 1 or 2 in every market)
    Operating in 27 countries across Europe (including Russia)
    35,000 employees employed in bottling, distribution and sales
    Business Strategy
    ‘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.
    Organisational Development
    Big focus on breaking down silos between countries in order to enable:
    Best practice sharing
    Talent mobility
    Stronger / more diverse leadership ‘bench-strength’ / succession
    Employer Brand Status
    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’
    Inconsistent country-led approach to recruitment marketing (including locally produced advertising campaigns and career sites)
    Biggest recruitment focus (through growth and retention issues) = sales (young age profile)
    Core Values launched 3 years ago but inconsistently communicated / understood / applied (see attached)
    Recent survey provides useful up-to-date analysis of engagement drivers (see attached)
    32
  • Megafizz – Values
    33
  • Megafizz – Engagement Survey Results
    34
  • Coca-Cola HBC - Attributes
    Part of a winning team
    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.
    Making a difference
    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.
    Realising your full potential
    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.
    An enjoyment business
    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.
    35
  • The core positioning
    Defining attributes
    Corporate Brand
    Proposition
    Core EVP Positioning
    The heart of the employer brand proposition
    Sometimes derived from the corporate / customer brand (above)
    Or the more employee focused defining attributes (below)
    36
  • The core positioning
    “To help people and businesses throughout
    the world realize their full potential”
    Core EVP Positioning
    Your Potential, Our Passion
    37
  • The core positioning
    “Touching lives, Improving life”
    Core EVP Positioning
    In touch with people and ideas
    Igniting your potential
    Enabling you to succeed
    38
  • Coca-Cola HBC - EVP
    Part of a winning team
    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.
    Making a difference
    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.
    Realising your full potential
    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.
    An enjoyment business
    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.
    39
  • EVP development exercise 2
    Applying the thinking to your own company
    What makes you special as an employer?
    -> 3-4 defining attributes?
    What’s the one thing you most want to be famous for as an employer?
    -> Core positioning?
    40
  • Current reality vs. future vision
    Employer Brand Plan
    Headline proposition
    Defining attributes
    Reasons to believe
    • The employer brand model needs to be both Credible and Forward looking
    Current Reality
    Highlighting gaps between current perception / performance and the brand model that need to be addressed
    Future Vision
    Incorporating elements that are desired but currently too weak to be included in the brand model
    41
  • Identifying the right balance of attributes
    Overstretch
    Reasons to believe
    Forward momentum
    Currently Credible
    Currently Non-credible
    Shared Aspiration
    Consistently delivered
    Employees would readily recognise this as:
    ‘The way we do things round here’
    Seldom (if ever) delivered
    Employees would see this as wishful thinking:
    ‘Out of touch with reality’
    Inconsistently delivered
    Employees would recognise this as characterising:
    ‘The company at its best’
    The sweet spot for EB attributes
    Trust builders and sources of pride
    Part of the plan but not the promise
    42
  • Getting the mix right
    Part of a winning team
    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.
    Making a difference
    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.
    Highly credible and true to everyday experience
    Realising your full potential
    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.
    An enjoyment business
    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.
    More aspirational, but the focus of forward investment and leadership commitment
    43
  • Differentiation
    Attributes
    ‘Imagineering / magic’
    ‘Democratic design’
    Providing a distinctive angle on a generic attribute
    OR
    Creating relatively unique / distinctive attributes
    E.g. Innovation
    ‘Continuous improvement’
    ‘Systematic creativity’
    E.g. Channel 4 – ‘Make Trouble’
    Occupying new territory
  • Attribute territory and positioning
    Expression
    Territory
    Development
    Positioning
    Continuous stretch
    Territory
    Creativity
    Positioning
    Cutting edge science
  • Extended differentiation
    Attributes
    Experience
    Expression
    Creating relatively unique / distinctive attributes
    OR
    Providing a distinctive angle on a generic attribute
    Delivering on your EVP promises in a distinctive style
    OR
    Delivering to a very high standard vs. expectations
    Creating a distinctive identity / personality
    OR
    Presenting the EVP in a distinctive way
    Unique expression
    Distinctive promises
    Signature experiences
  • Global local EVP
    Regional tailoring
    Attributes ‘TUNED’ to specific Target Groups
    Employee Value Proposition
    (EVP)
    Divisional tailoring
    Functionaltailoring
    TVP = Target Value Proposition
    (think Coca Cola and Coke Light)
    47