Causality: Attracting followers with your employment brand

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There are a relative few companies that fundamentally understand how to recruit and retain truly great employees. However, it's something every company can do. This presentation walks you through the basic concepts behind employment branding and why you need to embrace it now while the available talent pool is swelling.

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Causality: Attracting followers with your employment brand

  1. 1. ) ) ) { } ) causality ) the art of attracting passionate followers with your employment brand Monday, March 23, 2009
  2. 2. Monday, March 23, 2009
  3. 3. SITUATION ANALYSIS Monday, March 23, 2009
  4. 4. Monday, March 23, 2009
  5. 5. 40.6% *Average Total Separation Rates for 2005, US Dept of Labor Monday, March 23, 2009
  6. 6. 40.6% *55.2% *Average Total Separation Rates for 2005, US Dept of Labor *Average Total Separation Rates for the retail industry in 2005, US Dep Monday, March 23, 2009
  7. 7. 40.6% *55.2% *Average Total Separation Rates for 2005, US Dept of Labor *Average Total Separation Rates for the retail industry in 2005, US Dep 30% – 150% Cornell University Saratoga Institute Monday, March 23, 2009
  8. 8. 40.6% *55.2% *Average Total Separation Rates for 2005, US Dept of Labor *Average Total Separation Rates for the retail industry in 2005, US Dep 30% – 150% Cornell University Saratoga Institute 9 % Calculating the High Cost of Employee Turnover, Yves Lermusiaux Taleo Research Monday, March 23, 2009
  9. 9. 40.6% *55.2% *Average Total Separation Rates for 2005, US Dept of Labor *Average Total Separation Rates for the retail industry in 2005, US Dep 30% – 150% Cornell University Saratoga Institute 9 % Monday, March 23, 2009
  10. 10. he Shrinking abor Layer ake Highly Skilled & Educated Moderate Skill & Education Unskilled Uneducated SOURCE: HRMagazine, March 2005 Monday, March 23, 2009
  11. 11. he Shrinking abor Layer ake Highly Skilled & Educated Moderate Skill & Education Unskilled Uneducated SOURCE: HRMagazine, March 2005 Monday, March 23, 2009
  12. 12. Monday, March 23, 2009
  13. 13. ➡The workforce is devolving rapidly • Workers over age 50 will make up more than half the workforce by 2011 - and close to 80% by 2018. • Managing Demographic Risk, Harvard Business Review February 2008 • For every worker entering the U.S. labor force today, three are leaving – By 2012, four will be leaving; in 2017, six. • D. Mark Hornung, The New York Times September 10, 2006 Monday, March 23, 2009
  14. 14. Monday, March 23, 2009
  15. 15. ➡Lean management trends have made it worse Monday, March 23, 2009
  16. 16. ➡Lean management trends have made it worse •As employees get older and retire, businesses can face significant losses of critical knowledge and skills, as well as decreased productivity. The demographic trend has been exacerbated by the relentless focus on cost reduction that’s become the business norm. -Managing Demographic Risk, Harvard Business Review February 2008 Monday, March 23, 2009
  17. 17. Monday, March 23, 2009
  18. 18. ➡Few companies are doing anything about it Monday, March 23, 2009
  19. 19. ➡Few companies are doing anything about it •Current responses to this challenge largely fall into two distinct - and equally ineffective - camps. The first, and by far the most common, is to do nothing: anticipate no needs at all; make no plans for addressing them (rendering the term “talent management” meaningless). -Talent Management for the 21st Century, Harvard Business Review March 2008 Monday, March 23, 2009
  20. 20. Monday, March 23, 2009
  21. 21. ➡Begin building that pipeline today Monday, March 23, 2009
  22. 22. ➡Begin building that pipeline today • Organizations that do a better job finding and deploying their human capital can increase productivity and be better positioned to succeed in the face of new labor market realities. Workforce planning and building pipelines for future hiring needs — instead of reacting to openings when they are already beyond mission critical — can help employers stay one step ahead. -Information and Networking for Recruiters, Electronic Recruiting Exchange, August 2005 Monday, March 23, 2009
  23. 23. Monday, March 23, 2009
  24. 24. ➡ As worker demographics change, so do their attitudes toward work Monday, March 23, 2009
  25. 25. ➡ As worker demographics change, so do their attitudes toward work •The most important question in the mind of younger workers: “What’s in it for me?” Monday, March 23, 2009
  26. 26. ➡ As worker demographics change, so do their attitudes toward work •The most important question in the mind of younger workers: “What’s in it for me?” •Work/Life balance is extremely important for younger workers (Gen Y/Millenials) Monday, March 23, 2009
  27. 27. ➡ As worker demographics change, so do their attitudes toward work •The most important question in the mind of younger workers: “What’s in it for me?” •Work/Life balance is extremely important for younger workers (Gen Y/Millenials) •Gen Xers are beginning to emerge as managers Monday, March 23, 2009
  28. 28. 22 % ARLY 38 % { } Percentage of employers ID attributing certain traits to workers, by career stage. 54 % ATE oyalty The Urban Institute, 2006 data Monday, March 23, 2009
  29. 29. What it means to work here, Harvard Business Review March 2007 Monday, March 23, 2009
  30. 30. ➡5 Different ways people view their jobs What it means to work here, Harvard Business Review March 2007 Monday, March 23, 2009
  31. 31. ➡5 Different ways people view their jobs • Improving oneself via a predictable path What it means to work here, Harvard Business Review March 2007 Monday, March 23, 2009
  32. 32. ➡5 Different ways people view their jobs • Improving oneself via a predictable path • Being a valuable part of a team What it means to work here, Harvard Business Review March 2007 Monday, March 23, 2009
  33. 33. ➡5 Different ways people view their jobs • Improving oneself via a predictable path • Being a valuable part of a team • Looking for excitement - fast paced environment & lots of opportunity What it means to work here, Harvard Business Review March 2007 Monday, March 23, 2009
  34. 34. ➡5 Different ways people view their jobs • Improving oneself via a predictable path • Being a valuable part of a team • Looking for excitement - fast paced environment & lots of opportunity • Just in it to pay my way (view a job as a means to an end) What it means to work here, Harvard Business Review March 2007 Monday, March 23, 2009
  35. 35. ➡5 Different ways people view their jobs • Improving oneself via a predictable path • Being a valuable part of a team • Looking for excitement - fast paced environment & lots of opportunity • Just in it to pay my way (view a job as a means to an end) • An opportunity just to make money (working at a job just because of a good salary, ie lawyers) What it means to work here, Harvard Business Review March 2007 Monday, March 23, 2009
  36. 36. Monday, March 23, 2009
  37. 37. ave you ever ad a job hat you just Monday, March 23, 2009
  38. 38. ave you ever ad a job hat you just ated? Monday, March 23, 2009
  39. 39. why? Monday, March 23, 2009
  40. 40. ➡•3 Reasons a Job is Miserable Anonymity •Irrelevance •Immeasurability 3 Signs of a Miserable Job, The Table Group 2007 Monday, March 23, 2009
  41. 41. •Irrelevance - People who have no idea how their work affects other people won’t find fulfillment in their jobs. 3 Signs of a Miserable Job, The Table Group 2007 Monday, March 23, 2009
  42. 42. Monday, March 23, 2009
  43. 43. Monday, March 23, 2009
  44. 44. VS JOINING A GROUP JOINING A CAUSE Monday, March 23, 2009
  45. 45. VS GETTING A GROUP JOINING A JOB JOINING A CAUSE Monday, March 23, 2009
  46. 46. VS GETTING A GROUP JOINING A JOB JOINING A CAUSE JOINING A CAUSE Monday, March 23, 2009
  47. 47. Monday, March 23, 2009
  48. 48. Monday, March 23, 2009
  49. 49. we’re looking for a few good men. Monday, March 23, 2009
  50. 50. Monday, March 23, 2009
  51. 51. Monday, March 23, 2009
  52. 52. quot;History and experience has taught us that chasing and pursuing high-profile names isn't necessarily the way to go. We're going after players that fit our system and our overall philosophy. Some people term that second-tier or next-level. We don't see them as that type of player.quot; Bill Belichick - CEO January 8, 2004 The Boston Globe Monday, March 23, 2009
  53. 53. quot;Under Belichick, the system is the star,quot; said Michael Roberto, a Harvard Business School specialist in management and decision- making. Roberto says the Patriots avoid flashy players with big egos because they want people who will do what it takes for the team to win. quot;If you pulled some of these guys out and put them on another team it is not clear they would do as well,quot; Roberto said. Bill Belichick - CEO January 8, 2004 The Boston Globe Monday, March 23, 2009
  54. 54. Monday, March 23, 2009
  55. 55. Monday, March 23, 2009
  56. 56. Talk to more than a dozen Googlers at various levels and departments, and one powerful theme emerges: Whether they’re designing search for the blind or preparing meals for their colleagues, these people feel that their work can change the world. Fast 50 Fast Company, March 2008 Monday, March 23, 2009
  57. 57. Talk to more than a dozen Googlers at various levels and departments, and one powerful theme emerges: Whether they’re designing search for the blind or preparing meals for their colleagues, these people feel that their work can change the world. Fast 50 Fast Company, March 2008 Monday, March 23, 2009
  58. 58. Monday, March 23, 2009
  59. 59. organizing the world’s information. Monday, March 23, 2009
  60. 60. Monday, March 23, 2009
  61. 61. Reading Google’s Mind Harvard Business Review, April 2008 Google still gets 100 applicants for every open position. Our hiring process is legendary. Fast 50 Fast Company, March 2008 Monday, March 23, 2009
  62. 62. Reading Google’s Mind Harvard Business Review, April 2008 Monday, March 23, 2009
  63. 63. Google places a high value on the intellect and opinions of employees. Likewise, giving them budgeted time for innovation shows high regard for their creativity. Reading Google’s Mind Harvard Business Review, April 2008 Monday, March 23, 2009
  64. 64. Google places a high value on the intellect and opinions of employees. Likewise, giving them budgeted time for innovation shows Knowledge high regard for their creativity. Workers Reading Google’s Mind Harvard Business Review, April 2008 Monday, March 23, 2009
  65. 65. Monday, March 23, 2009
  66. 66. Consumer Core Brand Values Employer Value Proposition Monday, March 23, 2009
  67. 67. re Consu es Bra The Employment Brand Monday, March 23, 2009
  68. 68. The Employer Value Proposition alue Monday, March 23, 2009
  69. 69. Perceived value from the external labor market The Employer Rational benefits and Value Proposition emotional connection to your company alue *Based on Center for Creative Leadership Research Monday, March 23, 2009
  70. 70. THE EMPLOYMENT BRAND should win the minds and hear ts of the right candidates by connecting on a rational and emotional level. By creating an affinity with the candidate that is much stronger and more relevant than just functional core benefits alone, employment branding will screen in like-minded individuals who align with our company’s core values. Monday, March 23, 2009
  71. 71. OUR BRAND TOP TALENT Monday, March 23, 2009
  72. 72. Help Wanted Mindset: “We Are Looking For Good People” OUR BRAND TOP TALENT < flow of communication > New EVP Mindset: “Good People Have a Reason to Look at Us” Monday, March 23, 2009
  73. 73. Now Hiring Banner Monday, March 23, 2009
  74. 74. Monday, March 23, 2009
  75. 75. The Ultimate Great Seafood Sale Monday, March 23, 2009
  76. 76. The Ultimate Great Seafood Sale Old Monday, March 23, 2009
  77. 77. The Ultimate Great Seafood Sale Old Diseased Monday, March 23, 2009
  78. 78. The Ultimate Great Seafood Sale Old Diseased Darwin Award-winning Monday, March 23, 2009
  79. 79. The Ultimate Great Seafood Sale Old Diseased Darwin Award-winning Love Canal Seafood Monday, March 23, 2009
  80. 80. Now Hiring Bad food with mediocre service from the dregs of the teenage workforce who’ll probably spit in your burger Now Hiring: anybody who can fog a mirror. Monday, March 23, 2009
  81. 81. Monday, March 23, 2009
  82. 82. a “job” is a commodity that can be sold. Monday, March 23, 2009
  83. 83. a “job” is a commodity that can be sold. Monday, March 23, 2009
  84. 84. Monday, March 23, 2009
  85. 85. a calling is Monday, March 23, 2009
  86. 86. a calling is completely different. Monday, March 23, 2009
  87. 87. a calling is completely different. Monday, March 23, 2009
  88. 88. Monday, March 23, 2009
  89. 89. Monday, March 23, 2009
  90. 90. Monday, March 23, 2009
  91. 91. Monday, March 23, 2009
  92. 92. Monday, March 23, 2009
  93. 93. Monday, March 23, 2009
  94. 94. Iodine deficiency in Africa is a seriously big problem, particularly among children. Our solution was a Could it be small but clever one: a refined iodized salt solid in small affordable packet that would not last long enough to degrade in the sun. Understanding the needs of different communities is just one of the many challenges we face. If you think you could rise to it, then visit www.unilever.com/careers Monday, March 23, 2009
  95. 95. Monday, March 23, 2009
  96. 96. onsumer Brand ho we are as a company mployment Brand onnects who we are and what we do with who our employees are ecruitment ational and emotional screen-in of the RIGHT people elp Wanted hat most everyone else does Monday, March 23, 2009
  97. 97. MPLOYMENT BRAND Monday, March 23, 2009
  98. 98. MPLOYMENT BRAND RECRUITMENT RETENTION EMPLOYEE CANDIDATE Monday, March 23, 2009
  99. 99. Monday, March 23, 2009
  100. 100. thank you Monday, March 23, 2009
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