The Future of Employee (Re)Engagement - People's Insights Quarterly Magazine Volume 2, Issue 3

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In this magazine, we start off with an overview on employee (re)engagement – 5 catalysts for change, 5 drivers of engagement and 5 trends for the future. Then, we share insights and best practices from MSLGROUP experts and planners, followed by thirteen inspiring projects that show how companies are engaging with their employees and potential recruits today.

Note: Interactive features work best when downloaded & opened as PDF (click SAVE above)

Having trouble viewing the magazine here? Try viewing it at Scribd: http://msl.gp/FutureofEmployeeReEngagement

For more, visit: http://peopleslab.mslgroup.com/peoplesinsights/the-future-of-employee-reengagement/

The People’s Insights Quarterly Magazine pulls together insights from MSLGROUP’s Insights Network — a private network created on our proprietary People’s Lab crowdsourcing platform — in which 100+ planners within MSLGROUP share and discuss thought-provoking research and inspiring projects in the areas of corporate and consumer engagement.

Every week, we pick one project from the MSLGROUP Insights Network and curate conversations around it — on the network itself but also on the social web — into a weekly insights report. Every quarter, we present the thirteen insights reports to you, along with original research from our global network, as an online magazine.

We have further synthesized the insights to provide foresights for business leaders and changemakers — in the ten-part People’s Insights annual report titled Now & Next: Ten Frontiers for the Future of Engagement, also available as a Kindle eBook.

For more, see: http://peopleslab.mslgroup.com/future-of-engagement

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The Future of Employee (Re)Engagement - People's Insights Quarterly Magazine Volume 2, Issue 3

  1. 1. VOLUME 2, ISSUE 3 The FUTURE OF EMPLOYEE (RE)ENGAGEMENT
  2. 2. PEOPLE’S INSIGHTS 100+ thinkers and planners within MSLGROUP share and discuss inspiring projects – that are driving engagement with consumers and employees – on the MSLGROUP Insights Network. Every week, we pick up one project and curate the conversations around it, on the MSLGROUP Insights Network itself and also on the broader social web, into a weekly insights report. Every quarter, we compile these insights along with original insights from the MSLGROUP global network into the People’s Insights Quarterly Magazine. In our first year and half, we focused on inspiring consumer projects around social data, crowdsourcing, storytelling and citizenship. We synthesized insights from 2012 to provide foresights for business leaders and change-makers in the tenpart People’s Insights annual report titled Now & Next: Ten Frontiers for the Future of Engagement, also available as a Kindle eBook and an iPad app. In 2013, we continue to track inspiring projects that are shaping the future of engagement, with a focus on corporate projects around reputation, employee engagement and citizenship. Do subscribe to receive our weekly insights reports, quarterly magazines and annual report, and do share your tips and comments with us at @PeoplesLab on Twitter. People’s Insights Weekly Report People’s Insights Quarterly Magazines In September 2013, People’s Insights crossed 1 million views across MSLGROUP properties and social channels. People’s Insights Annual Report 2
  3. 3. Guide to using this magazine A toolkit of crowdsourced insights. Read the trends to see why employee (re)engagement has become the need of the hour from the best practices, shared by MSLGROUP Brand & Talent experts, Social Business experts and Planners* Learn An interactive PDF. Click around to experience it to the fullest. Explore inspiring brand programs. Crowdsourced from our network of 100+ planners and compiled by the People’s Insights team** more meaningful and relevant engagement strategies – for clients or for yourself Create WIN Share these insights with your networks. And share your feedback with us on our blog or on Twitter (@PeopleLab) Click to play a video (opens in your browser) Click to tweet the message displayed Internal link – click to go to another article in the PDF itself (FYI - everything in the Table of Contents is click-able) Plain ol’ link – click for more info (opens in your browser) *Best Corporate Consultancy in the World 2013, by The Holmes Report **Special shout out to People’s Insights contributors Annie Sunny and Shreyasi Ghosh 3
  4. 4. table of content The Future of Employee (Re) Engagement Foreword: New Realities FIRMS ARE CONVERSATIONS PERFORMANCE WITH PURPOSE & PARTICIPATION INSIGHTS FROM PEOPLE TOGETHER WORKS FAR BETTER Pascal Beucler MSLGROUP Essay: THE FUTURE OF EMPLOYEE (RE)ENGAGEMENT Nidhi Makhija MSLGROUP 5 Catalysts for Change 1 INFORMATION ECONOMY Reinventing the company in a social world Anthony Poncier (France) SOCIAL 5 Drivers for Engagement Together Works Better Nathalie Szwagrzyk I Quit! viral Siemens The ’ Manager’s Call 2 NEW GENERATIONS IN THE WORKPLACE Generation Mash-up: Y Bother (North America) 3 NEW VALUES COLLABORATION Heineken The Candidate Marsh University Dove Real Beauty 5 CHANGING WORK ENVIRONMENT Growing Talent for Why CSR is a powerful the Future Employee Sophie MartinEngagement tool Chantepie (France) Ashraf Engineer (India) Re-discover your Purpose. Better, Co-create it Anna Częścik (Poland) STORYTELLING Team GSK 4 Multilogue ING Next Gen Banking SUSTAINABILITY ECONOMY Engage for Success Louisa Moreton (UK) FULFILMENT AT&T Water Efficiency Toolkit Zappos: Delivering Happy Employees BMW Today for Tomorrow Make My Trip 4 IDCN (founded by Nestle)
  5. 5. table of content The Future of Employee (Re) Engagement 1 5 Trends for the Future 2 3 GROWING RELATIONSHIP BETWEEN HR AND COMMUNICATIONS ACROSS GEOGRAPHIES GROWING IMPORTANCE AS MORE COMPANIES UNDERGO CHANGE GROWING ADOPTION OF SOCIAL BUSINESS TOOLS 4 5 GROWING MATURITY OF ENTERPRISE SOLUTIONS EVOLUTION OF THE JOB CONTRACT Best practices By MSLGROUP Experts Internal Reputation Management Julia Christoph (Germany) Collaborative Planning Véronique Langlois & Xavier Charpentier (France) Employer Branding Louisa Moreton (UK) Live Online Meetings Marine Wallace (Netherlands) Straight Talk Heloiza Souza & José Guilherme Araújo (Brazil) 5
  6. 6. FOREWORD accepting that the norm has shifted and in embracing new realities. Firms are Conversations Social doesn’t stop at the door of the firm. Re-invention needs social business at its core. Too often, the challenge is that C-suites are too conservative and change-adverse. But staff’s disengagement is a serious threat and must be addressed. Performance with Purpose and Participation PASCAL BEUCLER SVP & Chief Strategy Officer MSLGROUP “ ll n’est de richesse, que d’hommes” - Jean Bodin (1530 – 1596) For the millennials today, and for the Gen Z of tomorrow, corporate citizenship is highly meaningful. They join a company also because they like what this company says it stands for, and do demonstrate their commitment to the cause. Purpose + People is the combination which helps solve the (Re)Engagement Equation, as collaborative social innovation is at the heart of employee’s expectations. From Day 1 to Exit: Insights from Employees “People are the only true source of wealth” this quote from Jean Bodin should encourage us to focus on people’s development, and to innovate, in the spirit of a well-needed renaissance. The Future of Employee (Re)Engagement | Foreword In this issue of the People’s Insights Quarterly Magazine, we explore the challenge of employee disengagement: Why has it become such a pressing issue today? What works today? How can we move from behind to ahead? The answer lies in Insights & data analysis, permanent research, participatory observation, test & try interactions: the Employee Experience Journey needs to be analyzed in all dimensions, with the consultation of all stakeholders inside the firm – and 6
  7. 7. sometimes outside of it. Only such a holistic approach will help develop a strong and sustainable Employer Value Proposition. Together Works Far Better Promoting mobility, creativity and team spirit, together with diversity, should be at the heart of talent’s development strategies in all industries. Positive engagement is what’s fueling a “People’s Network.” We invite you to explore these ideas over the next pages, and beyond, in your work and with your people. A well-needed renaissance: @pbeucler on the Future of Employee (Re)Engagement  click to tweet 7
  8. 8. Essay: The Future of Employee (RE)Engagement Five years after the 2008 recession, companies and countries are still struggling, and employee engagement is an area that can contribute to growth. Indeed, a survey by the Economist Intelligence Unit and StepStone found that talent is perceived as the overall third driver of growth (cited by 41% of senior managers), second only to the economic recovery and the availability of credit2. NIDHI MAKHIJA Senior Manager - Insights MSLGROUP “ To win in the marketplace you must first win in the workplace.” - Doug Conant, former CEO of Campbell Employee engagement – why now and why again? According to a recent Gallup global study, only 13% of employees are engaged at work. 63% are not engaged and 24% are actively disengaged. Disengagement affects performance and leads to annual losses, Gallup estimates, of $450-550 billion in the US, €112-138 billion in Germany and £52-70 billion in the UK1. Most companies already have wellestablished programs to engage with employees, which have been in place for many years and have worked in the past. So, what happened? Why aren’t they as effective today? For starters, people are changing – they have different expectations, different values and behaviours, and new communication preferences. To make matters more complex, the work environment is changing too – big companies are battling a trust deficit, growing larger and more global, and competing for talent with start ups, nonprofits, social good organizations and new Asian giants. As a result, companies are finding it’s crucial now, again, to re-understand their employees, re-engage their workforce, re-focus on their employer brand and communicate their company’s story in a relevant way. In this essay, we’ll take a look at 5 Catalysts that are driving the need for re-engagement, 5 Drivers companies are leveraging to engage with employees today, and 5 Trends to watch out for in the near future. Defining employee engagement In this essay, “employee engagement” refers to the ongoing engagement with employees throughout the entire employee lifecycle, from recruitment and onboarding to change, development and exit. Engagement is twoway, like a dialogue that allows employees to contribute to and participate in the organization’s objectives. As part of this, they are more likely to fulfill their own potential. In this way, engagement is seen as part of the “deal” where both employer and employee make commitments and derive benefit. Gallup’s State of the Global Workplace 2013 report Economist Intelligence Unit & StepStone’s Companies at the Crossroads report (2010) 1 2 The Future of Employee (Re)Engagement | Essay 8
  9. 9. 5 Catalysts for Change Broadly speaking, five major trends are catalysing the need for more relevant employee engagement strategies: the Information Economy, New Generations in the Workforce, New Values, Changing Work Environments and the global Economy. 1. Information Economy People share experiences and seek information in new ways. For years, employees have been sharing their opinions and experiences on their personal social networks and blogs. Now, increasingly, they are sharing on anonymous review-sites like Glassdoor (global), Kununu (Germany), Rate My Employer (Canada), Job Advisor (Australia), and The Job Crowd (UK). Potential recruits actively seek out these social conversations and reviews – which they trust more than the company’s message – and which influence their career decisions. 3 million Reviews and salaries shared on Glassdoor since 2008 Employee reviews of Google on Glassdoor For companies, the line between private and public – between what happens inside and what’s seen on the outside – is growing fainter everyday. By choice or not, employees have become ambassadors for their employers and their social voice has the potential to carry across the web. A recent example is Marina Shifrin’s “I Quit!” video, which received 16 million views in less than two months and escalated Taiwanese animation company Next Media Animation to the global spotlight. The Future of Employee (Re)Engagement | Essay People have new sources of information, and a company’s message is no longer consumed in isolation, but as a part of a larger content mix – where employee reviews, social conversations and external rankings hold a significant weight. Now more than ever, it’s important that the company’s message is aligned internally and externally (and that a crisis strategy is in place!) For more on Marina Shifrin’s viral resignation, see: People’s Insights: I Quit! video For tips on managing internal reputation, see: Internal Reputation Management by Julia Christoph, MSLGROUP (Germany) 2. New Generations in the Workforce The workforce has seen a steady influx of Gen Y and Gen C workers, who bring with them new skills, expectations and behaviours. Gen Y workers were born between the 1980s and 2000s and grew up with mobile and digital technologies. Beyond expecting their employers to be tech and social savvy, they expect the opportunity to do meaningful work and grow fast. They appreciate a flexible work environment 9
  10. 10. that supports independence and creativity. Gen Y is not afraid to share their opinion and expects two way communication and collaborative assignments. Gen C workers are not defined by age, but rather their affinity for content creation and curation. Members of Gen C are bloggers, curators, photographers, podcasters, videographers and artists. Like Gen Y, Gen C expects the opportunity to collaborate and co-create with peers and with the organization. Perhaps the most important difference between these generations and Gen X is how they see the role of the job. For Gen Y and Gen C, the job is no longer the first step to buying a house, getting married and having kids (indeed many members of Gen Y in the US are no longer buying even cars!). Instead, the job has simply become a means to fund their passions. Increasingly, Gen Y and Gen C are seeking alternative sources of income (like crowdfunding or collaborative consumption) so that they can forgo the job altogether and spend more time doing what they love. When do choose to have a job, Gen Y prefers jobs that offer the opportunity to make a difference in their field, in their community or to the planet. For more on Gen Y vs. Gen X, see: MSLGROUP’s Olivier Fleurot vs. Mashable’s Pete Cashmore at SXSWi 3. New Values People feel a strong need to give back to society, to minimize their environmental footprint and to contribute to social good and sustainable development – both in their personal lives and also in the workplace. Co-Create it, by Anna Częścik, MSLGROUP (Poland) 4. Changing Work Environments The competitive landscape is changing with new demographics in the work place and new competition for talent. Workplaces are experiencing a drastic shift in demographics as more women enter the workplace, more people delay their retirement, and more people enter the workforce in developing countries. These shifts will pressure companies to design new programs and policies that keep in mind new priorities, needs and cultural values. With the east and the south making up more of the global workforce, western values will no longer be the norm. This sentiment is powerful among Gen Y, especially those in emerging markets (like Central and South America and India), and also among older employees who wish to leave behind a positive legacy. People want to work for ethical companies – companies that walk the talk, contribute to social solutions (not problems), and pave the path for employees to play a role as well. How meaningful is your CSR strategy? See: Re-discover your Purpose. Better, In terms of recruitment, companies are now competing with start-ups, tech companies and Asian giants (like Samsung). The inverse is also true, as multinationals and non-tech companies Universum’s global Student Survey (2006–2013) 3 The Future of Employee (Re)Engagement | Essay 10
  11. 11. recruit the diverse talents needed to thrive in the digital and global era. These realities will push all companies to reconsider their internal work cultures, and to strengthen their employer brands and differentiate themselves. How are brands catering to older employees? See: People’s Insights: BMW’s Today for Tomorrow experiment For tips on creating your employer brand, see: Employer Branding by Louisa Moreton, SAS – part of MSLGROUP (UK) 5. Economy Companies and countries have not fully recovered from the effects of the 2008 recession – productivity and profitably are still key areas of concern. ENGAGEMENT’S EFFECT ON KEY PERFORMANCE INDICATORS Median differences between top-and bottom-quartile teams -37 Absenteeism Turnover -65 Law-Turnover Orgs. Companies are beginning to acknowledge the relationship between employee engagement and low growth rates, and are slowly beginning to take action. Governments are beginning to notice too – in 2012, the UK government launched the Engage for Success movement to build the business case and a practical guide for employee engagement, to better equip organizations and employers. For more on the UK govt. movement, see: Engage For Success by Louisa Moreton, SAS – part of MSLGROUP London, and Guru on the MacLeod employee engagement taskforce 5 Drivers of Engagement -25 High-turnover orgs and profitability. The chart below demonstrates how companies with the highest engagement rates outperform those with the lowest4. -28 Shrinkage -48 Safety Incidents Patient Safely Incidents -41 Quality (Defects) -41 Customer 10 21 Productivity Profitability 22 -80% -70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% Gallup’s study finds that employee engagement impacts key performance indicators: absenteeism, turnover, shrinkage, safety incidents, quality, customer rating, productivity New generations, new values and major economic trends have changed the way brands communicate with all stakeholders – including consumers and employees. It’s only natural that some of the drivers that steer engagement with consumers would also apply to engagement with employees. In addition to the common drivers of Social, Storytelling, Collaboration and Sustainability, we have also observed a fifth that applies strongly to employees – Fulfilment. These drivers relate both to employee’s needs and expectations as well as business needs and objectives. Adoption thus leads to a win-win for all. 1. Social People are familiar with social media and actively participate in creation and sharing of knowledge and ideas. For companies, there is value in capturing this energy and creativity, bringing it inhouse and channelling it towards business objectives. Many companies today are present and actively share news, milestones and photos on popular social networks like LinkedIn, Facebook, Twitter and Pinterest. Some create their own internal enterprise social networks to connect employees across the world, provide a private environment for employees to share ideas and discuss business, or guide new recruits in their 90-day induction period (NS-LIJ’s Career Compass ). Common enterprise social networking solutions include Microsoft SharePoint (which includes Yammer), IBM Connections, Jive, Blue Kiwi, SAP Jam, Tibbr, and Yoolink PRO. Several companies also integrate elements of gamification6 (missions, Gallup’s State of the Global Workplace 2013 report For more, see Page 33 in Engaging The Social Workforce 6 For more, see our Now & Next: Future of Engagement report on Behaviour Change Games 4 5 The Future of Employee (Re)Engagement | Essay 11
  12. 12. points, badges, rewards, recognition, leaderboards) into their social programs to increase participation. BunchBall, Socialcast, Work.com (by Salesforce) offer gamification apps, some of which can be integrated into enterprise social networks, websites and social networks (BunchBall’s Nitro). Some companies extend the engagement of traditional programs by integrating social into live experiences. For instance, HR service provider Randstad created an online space to energize global employees about its 50th anniversary celebrations – the company organized Randstad 50 Gold Club parties in 26 locations and created an online space complete with a DJ booth with podcasts, a brand quiz, a competition around brand values, and live streams of parties taking place across the company (video) (MSLGROUP client). Several companies are also integrating social into their recruitment programs. For instance, Akbank created a virtual workspace at 5N1Kariyer.com (video), to introduce the company and its people to future recruits. Some companies use social networks to get to know candidates better and identify the right talent. For instance, Siemens launched The Manager’s Call on Tumblr and asked potential recruits to share their thoughts on various topics through blogs and comments – the most active candidates stood a higher chance of getting selected to the Siemens Graduate Program. What does it mean to be social? See: Reinventing the Company in a Social World by Anthony Poncier, Publicis Consultants Net Intelligenz (France) See how MSLGROUP used social to connect our teams: Together Works Better by Nathalie Szwagrzyk, MSLGROUP Companies often highlight stories of employees to demonstrate brand values in action. For instance, when chemistry giants Solvay and Rhodia merged, they highlighted stories of employees in internal communications (MSLGROUP client). Sometimes, companies crowdsource employee stories (Philips All Employee Jam (video) (MSLGROUP client) or ask employees to nominate each other and share inspiring anecdotes (Team GSK (MSLGROUP client). Some companies are creating cuttingedge storytelling platforms to capture and showcase the voice of their employees. For instance, Intel showcases content its employees are consuming on social curation platform iQ, and IBM aggregates content its employees are creating on the platform IBM Voices. 2. Storytelling Source: Randstad 50 Gold Club The Future of Employee (Re)Engagement | Essay Like consumers, employees too like to experience and contribute to engaging stories. For companies, communicating effectively is crucial to inspiring participation and explaining brand values and change communications. Simply put, if you want employees to adopt new values or change behaviour, you need to ensure your message is understood. Source: Best of: Altran Career Live Chat 12
  13. 13. Companies have also used creative storytelling to brand themselves as an employer of choice. For instance, Heineken created the web video The Candidate to demonstrate that its external brand (beer=fun) is aligned to its internal corporate culture. Altran created the web video series Altran Career Live Chat (video) to share its latest innovations and news, encourage recruits to “Ask the Boss” questions in real-time, share employee stories and provide tips on applying for jobs. Guide to storytelling in the digital era: Creative Storytelling by MSLGROUP 3. Collaboration and opinions. For instance, MSLGROUP invited employees to work in teams and submit proposals on its intranet around three business challenges in the Together Works Better competition. Heineken invited its employees to vote for their favourite candidate on its intranet when hiring an intern for Champions League (The Candidate). Some companies use blogs to create virtual universities and encourage knowledge sharing within the organization (Marsh University). Others have used live online meetings to invite discussion around brand strategy (AXA (MSLGROUP client)) and to introduce new brand identities (GDF SUEZ (MSLGROUP client)). People want to collaborate on projects and have a say in the company’s strategy and direction. For companies, collaboration is increasingly a necessary skillset to ensure knowledge sharing across departments and across geographies. Companies use social media and social business tools to collaboration on various types of projects internally. Several companies use enterprise social networks or collaboration platforms (Basecamp, Evernote, Trello, Zoho, Azendoo, SocialCast (video), MSLGROUP’s People’s Lab) to coordinate group projects, facilitate co-creation or crowdsource ideas The Future of Employee (Re)Engagement | Essay For more on virtual meetings, see: Live Online Meetings by Marine Wallace, MSLGROUP in the Netherlands 4. Sustainability People care about their personal impact and their employer’s impact on the planet. For companies, sustainable growth is increasing in importance because of stakeholder’s values, and also the depletion of natural resources and increases in operational costs. Being good is now good business. Several companies involve employees by encouraging them to identify opportunities for sustainable development. Honda crowdsources ideas on how to optimize facilities and processes at its annual Innovative Ideas Convention. GE organizes elaborate Eco Treasure Hunts and challenges employees to physically hunt opportunities for optimization and to invent solutions. Source: Wrap up: AXA Multilogue Some companies also encourage collaboration externally, on social media, to brand themselves as an employer of choice (ING Next Gen Banking (video) or to identify the right talent (Siemens The Manager’s Call). Source: GE Healthcare Treasure Hunt 13
  14. 14. Some companies create participatory programs that leverage the size of their workforce. Levi’s encouraged employees to wear the same jeans for five days and share photos on their social networks as part of its Go Water>Less challenge. Other companies initiate or invest in sustainable development programs to meet business objectives and to fuel their reputation as a socially responsible company. For instance, AT&T, Facebook and eBay identified opportunities for optimization or monitoring of consumption, packaged these learnings and are striving for scale by sharing with public organizations and other corporates (AT&T Building Water Efficiency toolkit, Facebook open compute, eBay Digital Service Efficiency dashboard). Yet others invest in collaborative social innovation initiatives to encourage students to start thinking about social challenges (Sygenta Thought For Food Challenge, Siemens Future Influencers, Dell Social Innovation Challenge, HP Social Innovation Relay), to fund social entrepreneurship (Mahindra Spark the Rise) or to partner with governments in implementing solutions (IBM’s Smarter Cities Challenge). Employees often play a role in these initiatives either as judges, mentors or project managers. The Future of Employee (Re)Engagement | Essay For more on sustainability and employees, see: Why CSR is a powerful employee engagement tool By Ashraf Engineer, MSLGROUP (India) For more on social innovation, see: Now & Next: Future of Engagement Collaborative Social Innovation 5. Fulfilment Beyond a stream of income, people expect more from their jobs today – ownership, meaningful work, social contribution – their personal motivations differ. For companies, there is economic value in ensuring employee Fulfilment – both to maintain retention costs and to ensure better performance. Companies engage their people around a range of purposes, depending on their brand promise, the industry they are in and the type of workers they require. Online shoe seller Zappos focuses on employee happiness and designs programs and policies to empower employees and celebrate achievements. Google focuses on innovation and allows employees to spend 20% of their time on personal projects. Starbucks focuses on local communities and facilitates employee volunteering. Source: SHRM, Bliss & Associates Inc., CIPD and others 14
  15. 15. 5 Trends for the Future 1. Growing collaboration between HR and Communications across geographies As the need for robust communication strategies increases, we will see the convergence of HR, internal & external Communications, and to some degree Marketing – these functions will work together closely to design new age employee engagement programs. HR brings a deeper understanding of the employee audience – which is very distinctive from external audiences. Communications typically oversees engagement activities – these are not necessarily the preserve of HR. Marketing offers the methods, channels, approaches and budgets. Source: Starbucks’ Howard Schultz on People & Purpose Sometimes, employee needs differ based on job function or demographics. For instance, mobile employees at Nestle faced challenges settling into new locations because their spouses were unable to find jobs. To address this, Nestle launched the International Dual Career Network to support spouses. Another example – BMW realized that the average age of its engineers was rising and could The Future of Employee (Re)Engagement | Essay impact productivity. To address this, BMW introduced ergonomic changes within its factories to reduce health challenges and maintain output (Today for Tomorrow). How to find out what motivates your people? See: Collaborative Planning by Véronique Langlois & Xavier Charpentier, Free Thinking – part of MSLGROUP (France) This is becoming a reality in markets where employee engagement is mature (US, UK, France), and is soon becoming a reality in other markets in Europe, Asia and Latin America 2. Growing importance of Employee Engagement as more companies undergo change As the trust crisis and economic instability continue, employee engagement will be a key priority for most industries. Industries that are undergoing drastic 15
  16. 16. change, like healthcare, will be pressured to design better engagement and change communication strategies. In Asia, multinationals are facing unprecedented competition for talent and have already begun to focus on their employer brand to attract top talent. 3. Growing adoption of Social Business Tools As executives continue to focus on digitization of the workplace7, we will continue to see growing adoption of social business tools. This growth may also be catalysed by the big data ownership debate – more companies are beginning to realize they do not own their data on social networks and must choose between staying on popular social networks or shifting their social employee engagement programs to owned platforms. In addition to using social business tools to engage employees, companies will also explore the use of these tools in engaging vendors. 4. Growing maturity of enterprise solutions As consumer social networking continues to race ahead, enterprise solutions are steadily catching up. Enterprise solutions are becoming more robust, through acquisition (Microsoft – Yammer, Atos – Blue Kiwi), investment and integrations (BunchBall Nitro for Salesforce, IBM Connections, Jive, NICE, SAP Jam). We are also seeing more collaborative platforms that focus on design and mobile accessibility (Trello), which will push the industry towards a standard that is more in-line with the user experience people are used to as consumers. 5. Evolution of The Job Contract As companies continue to hire more parttime workers, remote workers and freelance workers, the conventional job contract will come under scrutiny and will be an area to watch. This is especially being catalysed by the success and growth of freelance websites like Odesk.com, Freelancer.com, eLance.com and Zhubajie8 which offer jobs that range from the common suspects writing, web-programming, data entry and design, to legal services, customer service, accounting and HR. While a majority of the job posters identify themselves as start-ups, some sites like Odesk.com have recently introduced Enterprise Solutions to encourage adoption amongst large companies. As companies continue to employ on the short-term basis, employee engagement strategies will evolve from long-term engagement to staged engagement. Special thanks to the GenXers and GenYers who contributed to this essay: » Anthony Poncier, Publicis Consultants Net Intelligenz (France) » Brian Burgess, MSLGROUP (North America) » Joyce Lee, Universum (Singapore) » José Guilherme Araújo, Ideia Comunicação (Brazil) » Julia Christoph, MSLGROUP (Germany) » Leslie Rogers, SAS MSLGROUP (UK) » Pascal Beucler, MSLGROUP (France) » Sophie Martin-Chantepie, MSLGROUP (France) Shout out to the Women’s Forum for a fantastic selection of sessions under the theme Compete, Cooperate, Create (Global Meeting 2013). Future of Employee (Re)Engagement - 5 Catalysts, 5 Drivers & 5 Trends to watch, by @NidhiMakhija / @PeoplesLab  click to tweet According to a recent MIT Sloan Management Review survey, 78% of executives said that achieving digital transformation will become crucial to the organizations in the next two years. 8 These four companies alone report revenues totalling $4.6 billion to date 7 The Future of Employee (Re)Engagement | Essay 16
  17. 17. VOLUME 2, ISSUE 3 QUARTERLY MAGAZINE Catalysts for Change
  18. 18. Growing Talent for the Future layoffs and seen companies pull back investments in talent. Talent that was able to find opportunity elsewhere left, and moved on. People learned to stop expecting anything from the company. They began to perceive themselves as curseurs, just another piece of the puzzle as opposed to an active part of the company. management and the business itself. These drivers are the most critical and of course the hardest to build. As Vineet Nayar, CEO of HCL Technologies, says, the new mantra is “Employees First, Customers Second.” Happy employees lead to happy customers and clients. Why we need to re-engage Sophie Martin-Chantepie Chief Talent Officer MSLGROUP Why we engage Talent engagement was perhaps never more of a key driver for business performance than it is today. Companies need to communicate the business vision and expectations clearly so that people understand their individual role and collective responsibility – as well as how it impacts business performance – so leaders can achieve business goals. To perform well, people need to feel empowered, confident and free to share their opinions and ideas, and that the management team trusts them and supports them. But they also need to feel inspired to deliver, which means they must respect the Re-engagement isn’t just about communicating using new media and methods, but also re-engaging with different and new types of talent at various levels and various georaphies. Today, it’s important for companies to overcome the trust deficit that’s leading to disengaged employees. There is also an opportunity to leverage social creativity to drive collaboration and employee empowerment. Lack of Trust Within Organizations The trust deficit is in large part a result of the economic recession, but is also something that has been growing over the years – as is evident in the wary nature exhibited by many Gen Ys. 1. An erosion of trust in recent years Over the last five years, the workforce in many economies has seen mass The Future of Employee (Re)Engagement | Catalysts for Change | Growing Talent for the Future 2. The Untrusting Generation? By nature, Gen Y is cautious–it’s in their DNA to be guarded. They have grown up seeing the environment at stake, and the economy in bad shape, and believe they have been handed the worst future. Recently, they may have seen some companies let go of their parents and have experienced first hand the impact of the recession on their own careers. As a result, Gen Y is generally more cynical, less loyal to companies than other generations, and more individualistic than, say Gen X, who tend to think in more collective terms. To create engaging and more productive workplaces, we need to meet employees’ expectations. We need to reconcile the vision and values of the company with those of the employees. If we don’t, we become somewhat schizophrenic in our approaches, and set ourselves up for failure. 18
  19. 19. Typically, companies are so focused on the business objectives that they fail to understand what is really being said, discussed and believed inside and outside. Employee engagement and employer branding are two interconnected areas that need to be constantly aligned and realigned, and regularly updated. This is precisely how Brand & Talent experts can help companies to understand how perception relates to their employer value proposition (EVP), as well has how they can consistently shape and update their messaging, and take it to the next level. As an example, see our own EVP in action: Together Works Better by Nathalie Szwagrzyk, MSLGROUP The Potential of Social Creativity Today’s talent needs to be hybrid in nature. We expect our people to have more than one area of expertise and we want talent that is 360, smart and creative –more so than ever before. On social media, we are seeing a wave of energy, creativity, insight and emotionally infused ideas as people express the best of themselves, simultaneously. Companies should try to re-create the conditions for expressing this energy and creativity internally, and harness it towards a common shared business objective. is not okay, and we need to take the initiative to fix it. People are used to having many different social networks, each for a different personal need. Similarly, companies need to connect with employees according to their different needs and expectations– not only in the digital world but also in ‘real life’. The answer is not to stop using the tools. Today, we have the opportunity to shape the way we use these tools. We should use them strategically and smartly. It’s all about being ready to adapt your social media presence internally, and externally, as is fit for your specific audience or type of talent - and being consistent with your value proposition. This is how companies are able to engage with talent, on their grounds. Custodians of the Future Above all, we need to actively play the role of custodians of the future. I believe strongly that we are the drivers, and that the options around us are merely tools. It is up to companies to decide if we want to use them and then to determine how they will improve our business and how we should use them. Often, we are excited by new platforms and use them without thinking through the larger implications. If we look back, social media has contributed much that is positive but also some that is negative. These tools have upset the work-life balance - they can sometimes lead to burnout and stress. This The Future of Employee (Re)Engagement | Catalysts for Change | Growing Talent for the Future Take for example Yahoo!’s and subsequently HP’s decision to revoke remote-working this year. Why? Because it was no longer contributing to their business objectives. Just because companies can offer an option doesn’t mean they should. Forbes contributor Cy Wakeman sums it up well: “ Organizations should not offer telecommuting as an option simply because it is part of the employee engagement model that has come into fashion in the past 10 or 15 years.” In fact, HP’s statement suggests that realtime live engagement is the need of the hour: “During this critical turnaround period, HP needs all hands on deck. We recognize that in the past, we may have asked certain employees to work from home for various reasons. We now need to build a stronger culture of engagement and collaboration and the more employees we get into the office the better company we will be.” 19
  20. 20. In a world that is moving towards more remote-working, mobility and virtual engagement, we as employers need to be attentive to the “social connections” we want to create in our companies and how this drives our business performance. The need to re-think our strategies It’s time we paused to consider the impact of technology on social connections, and our need to preserve such connections. At the end of the day, we are social creatures after all, not machines. If you look back at the evolution of labour laws, and norms around social engagement, it’s about protecting the interests of people and society, which in the long run is beneficial for business. Today, we need to anticipate what needs safeguarding for tomorrow. We need to ask: How do we ensure social connections are formed between people and the organization and how do they evolve? And beyond that, what sort of “social contract” do we want to see tomorrow? @msl_group’s Chief Talent Officer Sophie Martin-Chantepie on Growing Talent for the Future click to tweet The Future of Employee (Re)Engagement | Catalysts for Change | Growing Talent for the Future 20
  21. 21. Generation Mash-Up: Y Bother? models. Baby-boomers could envisage working for 30 years in the same company. But GenYers have lost trust in any official form of authority, as expressed by traditional organizations, companies, and governments… The conversation around Gen Y workers has largely focused around the differences – how they are vastly different from Gen X and even more from the Baby Boomers. Today, the conversations is shifting from differences to potential synergies – how can the generations work together and indeed, compliment each other? MSLGROUP’s CEO Olivier Fleurot has blogged about baby boomers, Millennials and how large companies that depend on Generation Y talent need to change. In December 2012, he questioned, “Are GenYers and Baby-Boomer compatible?” “ Well organized hierarchy, control and command, and a top-down approach were and are still the dominant organizational GenYers tend to prefer smaller companies, start-ups and NGOs that have a very different and “cool” appeal. They want real responsibility earlier. They don’t like to be taught, they prefer the pull mode to the push mode. They go to work places where influence and collaborative work is more powerful than hierarchy, where innovation and new ideas are welcome. They want to work in companies that have a real purpose.. Are we going to see a clash of two generations at the expense of the future development of existing companies?” GenXers responded to his post suggesting that they, the Gen X, would make for a good bridge between the generations. Yet the session ‘Millennials: How to Manage the Gen X Boss” emerged at SXSW Interactive 2013, implying that the three generations may simply be too different. As the panel description said, ‘Baby Boomers have a team orientation, respect hierarchy and are likely to be workaholics. GenXers, the original “Who Cares” generation, are self-reliant and pragmatic. They believe in The Future of Employee (Re)Engagement | Catalysts for Change | Generation Mash-Up: Y Bother? doing a job without needing daily praise and feedback.” And as Olivier noted: ‘GenYers have their own perspective on the planet and its sustainability, on the way companies are run, on decisions-making processes and the very meaning and purpose of work.’ In March 2013, he called for synergies across all generations in the post “A New Challenge for CEOs” “ With their complimentary skills and drivers, each of these generations has a huge amount to offer any organization today. The challenge to any CEO – be s/he a Baby Boomer, Gen X or indeed a millennial – is how to maximize those individuals’ potential, and how to do so in harmonious, mutually respectful teams.” Now, he gears up to answers to the question “How should millennials be managed” at SXSW Interactive 2014 with none other than the Gen Y CEO of Mashable Pete Cashmore. Olivier and Pete are from different generations, have different styles and their own strong opinions on the values Gen Y brings to the world of business, how to manage the Gen Y geniuses in their midst and how millennials are changing business. 21
  22. 22. » How can employers bottle the special sauce that Gen Y brings to work each day and use it to spice up their business? GenYers are known for being tech-savvy, family-centric, achievement-oriented and team players. How do employers work with these attributes to create a next-generation workplace? What do older colleagues think of all this? Are they swinging to the Gen Y tunes or resisting change? » Is Gen Y simply better at creating and building new businesses? There have been many who have done like Pete, and built an amazing business from their bedroom or dorm room. How different is this from previous generations? Are GenYers freer thinkers and less beholden to stodgy social norms? Is technology the vehicle of freedom that their forebears never had? To be successful, what kind of help must Gen Yes get from those in other generations? » How is Gen Y changing the world of business? At the end of the day, what will be the legacy of Gen Y in the workplace? Will it be about their innovation around new technology? Will it be about how they build new businesses? Will it be how they apply social influence to drive business success? » How has Gen Y’s preference for communicating across social media changed the workplace? Is the technology isolating, or does it build a stronger workplace community? How should companies approach internal social media systems? How can these be deployed for greater collaboration, speed and growth? How do companies manage the downside of social systems at work? » What’s the perception about Gen Y vs. the real deal? Is the media to blame for creating the belief that millennials are self-absorbed, validation-seeking and sorely lacking in any work ethic? Or, is there truth to this theory? Where is the line between myth and reality when it comes to Gen Y? The Future of Employee (Re)Engagement | Catalysts for Change | Generation Mash-Up: Y Bother? Save the date: Generation Mash-Up: Y Bother? @ SWSXi 2014, March 7 – 11 at Austin Texas. See more at: http://panelpicker.sxsw.com/ vote/22015 How should Gen Y be managed? Here’s what CEOs @Fleurot5 &  @PeteCashmore will explore at SXSW 2014 click to tweet 22
  23. 23. Reinventing the company in a social world For this article we are going to focus on the internal part – employee engagement. can’t ignore theexisting processes, and even if a decision is taken at the highest level, it takes time and often pain to come to life. You are not a start-up… You are not a start-up and can’t set up again from scratch. As Pascal Picq shows with the triangle adaptations in his book A paleoanthropologist in enterprise: adapt and innovate to survive, a company is based on three angles: processes, history, structure Anthony Poncier EMEA Social Business Director, MSLGROUP No man is an island, and no company either. Megatrends, like the downturn, digital, new generations and instability, show that the world is shifting and companies have to evolve too, to survive. Evolve means become more digital about customer experience and employee engagement, and a changing business model. Last year, the McKinsey Global Institute estimated that $900 billion to $1.3 trillion in annual value could be unlocked in just four sectors by products and services that enable social interactions in the digital realm. De facto, former CEO of Burberry Angela Ahrendts, who is moving to Apple to head retail, wonders how companies will survive without becoming digital and social. Process Employee engagement is not simple We are no more in an industrial world where an employee runs repetitive tasks – most are now automated. Today, added value is more about autonomy, creativity, innovation and nimbleness. Your employee has to be engaged, not just present. But many studies show that more than 70% of the employees are disengaged and at the same time 75% of CEO expect from their employees to be collaborative. Schizophrenic? Maybe. But that’s why you really need to engage your employees to be social. Transforming an organization it is not a question of technology, it’s about establishing new relationships based on trust and transparency. But of course, you The Future of Employee (Re)Engagement | Catalysts for Change | Reinventing the company in a social world Structure histORY We can rework processes‘easily’, buy history represents the culture of the company and its identity and cannot be shaken just like that. Similarly, the formal and informal relationships structures of the organization cannot simply be ignored. This is true at all levels of the organization. “Make a clean sweep of the past” remains an ineffective slogan in this regard. Change takes time, and must be brought about step 23
  24. 24. by stepwith all stakeholders (who do not necessarily have the same vision). …But it doesn’t mean you can’t change When companies think about change, they often fail to think out-of-the-box. Companies shouldn’t just wonder why their business works like it does. Then they should dream of things that never were and ask ‘why not.’Just imagine what their business will look like in five years:structures and practices that look nothing like the current corporate model but focus on the value chain and customer relationships. When you interrogate companies’ histories you find that they have shifted and taken risks multiple times, to transform their processes and structures to adapt. Today, C-suites are totally focused on the economic downturn. If social can be part of the answer, it’s a mid/long term view, not really a short one. But companies need to set up a long-term vision and strategy too. Yes, a digital transformation can unsettle some employees and part of the management, but the actual situation is already unstable and won’t slow down. Employee disengagement is one of the most important warning signs of that situation. And yes, climbing the maturity curve can take long. For the moment, most of the companies (and competition) are walking, sometimes stumbling, but soon they are going to run. Mistakes that are forgivable today won’t be in the future. (Re)Engage your employees Companies must have an approach that combines both short-term and long-term. Showing employees that the company is not only focusing on cost killing, but also has a long term vision where employees are central is a strong signal, one that opens perspectives and allows for commitment between organization and employees. The issue is not about adding complexity, but focus on central points to spark a move. When you look at these central points around disengagement, you can see that a social approach can be part of the answer. » leads to a sense of isolation, loneliness and lack of recognition By being social and using social tools, management will be able to communicate more easily, share and cascade information, explain the vision and decisions, take into account employee’s suggestions, and improve listening skills. All this results in greater transparency – everyone can see that they are not the only ones facing issues, and anyone can find answers through the enterprise network. Transparency will also highlight the investment of everyone and allow a greater recognition of each one. Social tools have existed for years now. The crux of the issue is willingness – are businesses willing to be social? Disengagement… » comes from lack of information, consultation, autonomy and understanding of changes imposed » affects relationship with others (focus, help, team leadership, communication, recognition) » affects relationship with management (understanding of the vision, strategy implementation, confidence / image) The Future of Employee (Re)Engagement | Catalysts for Change | Reinventing the company in a social world @aponcier explores why Companies Must Reinvent themselves in a Social World click to tweet 24
  25. 25. Why CSR is a powerful employee engagement tool “ While there are several tools that can be used to engage employees better, corporate social responsibility (CSR) is emerging as an effective one.” ASHRAF ENGINEER Vice-President - Content and Insights, India, MSLGROUP “ Which came first: the change-ready engagement and that the staff would: » Consistently say positive things about the organisation A study by global research firm Ipsos suggested that CSR was a major draw for Indian talent. According to the online survey, in which 18,150 employees participated, it is significant to 51% of employees in India that their employer behaved responsibility towards society. Echoing that view, a Hewitt survey showed that businesses that invested in CSR would likely have a higher level of employee » Intend to stay with the organisation » Strive to achieve above and beyond what was expected in their daily role The survey went on to say that scaling down CSR activities would have a negative impact on employee motivation and retention. A study by Net Impact in the US found that with all other things being equal, students said they would take up to a 35% pay cut to company or the change-ready employee?” Lorii Myers, author and entrepreneur It’s no secret that a fast-growing number of corporations are recognising that talent is crucial to success. While paychecks and incentives are only part of the draw, corporations are also consciously working on the bigger talent picture: employee engagement. To describe it in terms of attitude, behaviour and business outcomes would be to cloak it in jargon. What it essentially does is establish a strong connect with employees so that they relate to the organisation’s values and beliefs. It offers them a strong reason to stay engaged with the organisation. Source: Net Impact’s Talent Report: What Workers Want in 2012 The Future of Employee (Re)Engagement | Catalysts for Change | Why CSR is a powerful employee engagement tool 25
  26. 26. work for a company committed to CSR and as high as 45% for a job that had a social or environmental impact. Why employee engagement through CSR counts In research conducted by Cone Millennial Cause group, detailed in the book ‘The 2020 Workplace’, 80% of Gen Y want to work for companies that are concerned about society. 1. Emotional Attachment For corporations, these are not just numbers; these are flashing signposts that indicate the way for talent attraction and retention. These numbers must be utilised well. What better win-win situation than one in which companies get to retain talent costeffectively and make a sustainable social impact. Not to forget, an inspired team will deliver inspiring results. CSR initiatives give companies a human touch, the brand gets associated with the values it stands for and the people become representatives of those beliefs. The success of these initiatives lies in the way the company communicates and engages its employees consistently and over a period of time. Reporting these activities and sharing them on various platforms lends credibility and also wins the trust of the employees as well as other stakeholders. Engagement through CSR empowers employees by instilling a sense of: Employees are not always emotionally attached to their jobs, but a welldefined CSR engagement – by building attachment to a cause – can change that. 2. Purpose Getting involved in a socially-engaging activity gives employees a sense of purpose. This, in turn, fuels productivity. 3. Ownership An organisation that encourages active participation invariably promotes a sense of ownership, thereby reducing the risk of attrition. While making career choices, a company that cares could become the differentiator. CSR empowers employees with purpose & ownership, says @AshrafEngineer click to tweet The Future of Employee (Re)Engagement | Catalysts for Change | Why CSR is a powerful employee engagement tool 26
  27. 27. Engage for Success – A movement launched by the UK to provoke a better way to work a business case for employee engagement and have sought to quantify it and make it happen. LOUISA MORETON Director of Employee Communications and Consultancy at SAS Part of MSLGROUP Guru on the MacLeod employee engagement taskforce Academics and practioners have been making the case for employee engagement for many years. From the approach to employee welfare and personal improvement taken by Cadbury and Rowntree back in Victorian times to today’s employee engagement surveys and focus, and models such as the Service Profit Chain, many people have instinctively felt there is In the UK, the last (Labour) Government took this a step further and commissioned a former Marketing head, David MacLeod, to build the definitive business case and practical guide to engagement. He started a movement, convincing companies, consultancies, research houses and academics to share all the evidence they had relating to employee engagement. The movement, known as Engage For Success, has been given momentum by its members: “gurus” (consultants and academics) and “practitioners” (those working in-house), and was launched by the current (ConservativeLib Dem coalition) Government. The fact that it has transcended political parties underlines just how important employee engagement is seen to the UK economy. David did three important things: 1. He targeted CEOs. Whilst the HR Directors and Heads of Internal Comms are seen as key, it is the CEOs that can change organisational attitudes and behaviour by putting engagement at the heart of their business strategy. The sight of a dozen or so CEOs of large companies, The Future of Employee (Re)Engagement | Catalysts for Change | Engage for Success many FTSE 100, talking to the prime minister about employee engagement was heart-warming to those of us who work in the area! 2. He called for evidence. His call covered both quantitative/ statistical evidence and qualitative evidence in the form of case studies. The evidence is compelling and next time anyone questions the value of engagement, we have all the (impartial) evidence we need. A few examples are included below. 3. He catalysed a movement. One that has its own momentum and can run itself. The gurus and practitioners have taken on work streams on niche areas associated with engagement and the website takes a wiki approach, asking people to share what they know and encouraging everyone to take what they need from the site. 27
  28. 28. performance to target and year over year gain in sales and revenue) than units in the bottom half of both measures2 In 20063, Gallup examined 23,910 business units and compared top quartile and bottom quartile financial performance with engagement scores. They found that: » Those with engagement scores in the bottom quartile averaged 31-51% more employee turnover, 51% more inventory shrinkage and 62% more accidents. » Those with engagement scores in the top quartile averaged 12% higher customer advocacy, 18% higher productivity and 12% higher profitability. Source: engageforsuccess.org/about/the-bigger-picture/ I’d encourage you to look at the full report- it’s clearly written and makes the ultimate case for engagement and you’ll find the statistics above and many more in there as well as case studies. It’s UKbased but many of the organisations cited are multi-nationals. Employee engagement in numbers – a snapshot » 70% of engaged employees and 17% of the disengaged indicate they have a good understanding of how to meet customer needs1 » PricewaterhouseCoopers have found a strong correlation between highly engaged staff and client satisfaction An Introduction to the UK govt’s Engage for Success movement by @SAS_Insights click to tweet » Business units that scored above the median on both employee and customer engagement were on average 3.4 times more effective financially (in terms of total sales and revenue The Future of Employee (Re)Engagement | Catalysts for Change | Engage for Success Right Management (2006), Measuring True Employee Engagement, A CIPD Report 2 Fleming J, Coffman C, and Harter J (2005) ‘Manage Your Human Sigma’, Harvard Business Review 3 Harter , J.K. et al (2006), Gallup Q12 Meta-Analysis 1 28
  29. 29. Re-discover your Purpose. Better, Co-Create it. Anna CzĘŚcik Senior Associate Poland, MSLGROUP MSLGROUP’s PurPle approach, energizing People around a shared Purpose, can be a very important part of the employer branding strategy as well as an effective method for building employee engagement. When considering the PurPle approach for employer branding strategy, we should start from a general idea of the corporate social responsibility and the importance of ethics and sustainability, and then proceed to shared value. In my view, a corporation should begin by fulfilling its basic duties. Social responsibility starts at home As far as corporate social responsibility (CSR) is concerned, employees are one of the key stakeholders and they need to feel that employers take care of them. Additional medical insurance, multisport cards, trainings or supporting work life balance are examples of CSR in practice. Such methods are commonly used by HR Departments but, very often, they are not perceived as an element of CSR. Communicating about such activities as a part of CSR is essential in building among employees the consciousness that their company is truly socially responsible– not only does it take care of external social programs but also its own employees. Employees will be fully involved in the corporate social engagement programs only if they believe that their company treats them right. Need for a shared purpose The PurPle approach is very relevant today, consideringthe lack of trust andthe growth of social demand towards corporations insolving social problems. What is more,the occurrence of the burnout and the search for meaning of life is getting more and more common among employees working in great multinational organizations. Making money is no longer enough for employees who can afford a comfortable life: they need to find a higher purpose for their life and feel thenecessity to give back to society. Volunteering programsare examples of The Future of Employee (Re)Engagement | Catalysts for Change | Re-discover your Purpose. Better, Co-Create it. Source: Introducing PurPle = Purpose + People employers’ activity designed to make it easier for employees to engage in social work. The problem is that some, most, corporations social engagement programs don’t have one common purpose nor do they really engage employees.For instance, it’s common for a corporate to support a sport… while it’s charity organization supports children in need… while it’s volunteering program encourages employees to plant trees. Of course all these practices are useful. But without one main shared purpose – which employees will believe in and really contribute to – suchprojects,will never be as effective as they could be. Engage effectively. Co-create your core purpose PurPle is about true engagement based on the authentic necessity to change part of the world and make it a better place. Purpose is about the opportunity and the potential. People make it real with their passion and insights. 29
  30. 30. The purpose of the social engagement program must be collectively defined. It is essential to engageemployees in the very beginning of creating the social engagement program – give them opportunity to choose what the purpose should be. In order to create a well-designed program with one authentic purpose, which would engage employees, a company must rediscover its own social purpose. Here are 3 steps to co-creating a shared purpose First, companies should consulttheirtop management on where they find common purpose –both a business and a social one, andone in which area they would like the company to be involved in (for example support health/ education/sport/etc). Second, management should start a conversation with employees to find out which purpose they would prefer toengage around. It is crucial that the purpose of the social engagement programis defined bottom-up. Social media and intranets are very useful tools to make such consultations. Third, after discovering the authentic purpose, which is shared between both the company and its employees, companies can begin to design real PurPle social engagement program and communicate about it. The result of this approach – employees will become the best ambassadors of the program since it isn’t the company’s programexclusively, but also their own. Co-create you Purpose & turn Employees into Brand Ambassadors says  @AnnaCzescik click to tweet The Future of Employee (Re)Engagement | Catalysts for Change | Re-discover your Purpose. Better, Co-Create it. 30
  31. 31. VOLUME 2, ISSUE 3 QUARTERLY MAGAZINE Best practice today
  32. 32. Internal Reputation Management – Why it matters and what you should do blurred. Social Media channels have made it easy – and very tempting – to share information or opinions with external audiences, and vice versa, to seek insights from current employees. Companies must make sure their communications are transparent, authentic and congruent in both directions. JULIA CHRISTOPH Senior Consultant, Brand & Talent, Germany, MSLGROUP It is crucial that companies constantly engage and motivate their employees. Why? Because the effect that disengaged employees have on a company’s success is tremendous. According to the Gallup Employee Engagement Survey 2013, disengaged employees caused an annual loss in productivity worth $300 billion in the US alone. Indeed, the topic is gaining importance. Three global trends will force employers to pay more attention to employee engagement and thus, to their Internal Reputation Management. 1 Always-on In today’s “Always-on-Society” the dividing lines between external and internal perspectives of a company are becoming A job applicant, for example, will going to be probably check a company’s reputation on Glassdoor.com before applying. And, an employee, who learns on Facebook that jobs are going to be cut in his or her company, is very likely to lose faith in the employer. Don’t forget: People trust people. What we learn through word-of-mouth communication has a much stronger impact than what the communications departments want us to believe. 2 Constant change Change projects have become a regular part of our daily business. Nowadays we encounter them more frequently than we did only a few years ago. The world seems to spin more quicklyand it’s only natural that our work has to adapt to that. Quite often, the reason for the failure of a change project lies in the lack of transparent and engaging communication. In their report Employee Engagement: What’s your Engagement Ratio, Gallup claims: “ Within the best performing organizations there is a cultural alignment between the employees and the company, paired with a strategic alignment between activities and company goals.” Bottom line: Successful change projects simply have to be understood. 3 Global village Last but not least, it’s the intercultural set-up that forces companies to pay more attention to their internal reputation and employee engagement. Quite frankly, it’s easier to generate an efficient and streamlined working environment if your company is based in only one country. However, if your activities stretch across continents, intercultural factors come into play, making it more difficult to draw a coherent picture of your corporate identity. But: About 70 per cent of change projects fail because the staff does not buy in to them. Let’s not even think about the money of those failed projects going down the drain. The Future of Employee (Re)Engagement | Best practice today | Internal Reputation Management 32
  33. 33. So, what to do? 1 Raise awareness and share responsibility Make sure everyone involved in the topic is well aware of its importance. HR, Internal & External Communications as well as the management are the main actors. 2 Stop sending messages from A to B Foster a culture of dialogue and collaboration. Involve your audiences. 3 Practice yourself in creative storytelling Your communication needs to grab the attention of the recipients. What you say needs to be easily understood. 4 Be clear Transparency and authenticity are key. 5 Share values Whatever you do should be done for a good reason. Only if you highlight your work’s greater purpose or higher meaning for society, will your employees truly engage. 5 Tips on Internal Reputation Management by @MSL_Germany’s Julia Christoph click to tweet The Future of Employee (Re)Engagement | Best practice today | Internal Reputation Management 33
  34. 34. Collaborative Planning – Building Brands & Communications WITH people This way: “ Thank you for your time and consideration. Please let me know if you have any further questions.” Regards, Julia. Or this way: VÉRONIQUE LANGLOIS AND XAVIER CHARPENTIER CoFounders at FreeThinking Part of MSLGROUP France When we launched FreeThinking in 2007 as a pure player of 2.0 consumer research and collaborative planning, we didn’t imagine that one day, people would thank us – especially these people, and this way. These people: Not clients – even if they do sometimes thank us, fortunately – but participants, employees and consumers, who we work with to make brands and companies move forward. Today, those that we used to politely thank at the end of a focus group are the ones that express their gratefulness at the end of an online conversation. “It was very exciting to discuss with our colleagues over the country. I believe this method makes our motivation be higher. If possible, I want you to keep such kind of opportunity regularly in the future. Many thanks for all of you.” Why these reactions? Because collaborative research and planning turn people into real partners – concretely and emotionally. Collaboration empowers them, values their words and gives them the opportunity to talk to each other, rather than to us, boring and inquisitive research people and planners. Collaborative research and planning, as FreeThinking practices it, is building digital brain trusts with people that are not used to be part of any brain trust – but love it. intelligence. We have one aim and one working method: turn group intelligence into co-operative intelligence. » This means, first, a community meeting place: the FreeThinking invitation-only platform, our investigative tool stimulating participants’ conversations (their place, their time). » This means, more importantly, a community management approach designed to get people talking freely and stimulate them to think about things as partners. 50 to 120 people, during 10 to 15 days, free to upload images and links on the platform, and to vote on and arrange priorities. » This means, then, a conversation decoding process designed to bring out the ideas around which the discussion is structured; not necessarily a consensus, but committed ideas which foster brand commitment. How? By trusting the collective, collaborative intelligence of people we gather on our platforms in communities. FreeThinking relies entirely on managing group The Future of Employee (Re)Engagement | Best practice today | Collaborative Planning 34
  35. 35. We have worked with several clients since 2007, and have created and managed more than 250 communities in 16 markets including China, Russia, Brazil, Malaysia, Turkey, Poland, and of course the US, Italy, Germany, and the UK. » Norbert Dentressangle, one of the major European Logistics company, to listen to employees, all over Europe, about their perception of their brands and its values – and more importantly the way they implement them in their daily professional life. » BNP Paribas, to explore what “rising”, could mean both professionally and socially in 5 markets, both European and Asian, in cultures as different as Chinese and Turkish. » Nestlé, to better define with them the Brand Properties of some of their major global brands, and to understand what they should be in a multicultural context, in Asia, Europe, LatAm – which means to understand what is the ideal kitchen and the perfect cooking-time for people in different places. Home-page of one of the FreeThinking communities The Future of Employee (Re)Engagement | Best practice today | Collaborative Planning » Renault, to better understand what was left of the fantastic relationship they used to have with the customers in France, after years of a bumpy journey towards success. 35
  36. 36. Real conversations taking place on FreeThinking What is common in all these examples? The fact that each time we put people – be they employees, or consumers, customers and fans – in a collaborative approach, they respond beyond our expectations. Each time we explain to them that we count on their input, sensitivity and common sense, they do their best and give us more – more insights, more ideas. And each time we put our clients in a different perspective, they are enthusiastic to work in a new way – truly participating in the research and the strategic planning, rather than waiting for results and being exposed to ideas. Interested in learning more about collaborative planning and research? You can call us. Feel free. To start a conversation on collaborative planning and research, email veronique.langlois@freethinking.fr and xavier.charpentier@freethinking.fr The Future of Employee (Re)Engagement | Best practice today | Collaborative Planning Intro to collaborative planning (& getting better insights) by @FreeThinkingLab click to tweet 36
  37. 37. Live Online Meetings: Using social experiences to fuel employee engagement platform Multilogue to involve large numbers of employees in a live discussion. Replacing the face-to-face with the online Using online to extend the reach of top executive meetings In some cases, an online meeting Online meetings are a great way to extend the reach of face-toface meetings, allowing more people to participate in an inspiring way. MARINE WALLACE Director of Brand & Talent practice MSLGROUP in the Netherlands For decades, corporate meetings have consisted of a speaker on stage, scrolling through slides, addressing an assembly of passive listeners. But the rise of digital and social technologiesbrings with them new possibilities to make employee events truly interactive, inspiring and cost effective. Some employers choose to integrate participatory social elements to make their physical meetings engaging, while others prefer to move the whole event into on online forum, where attendees join from different locations and connect in a virtual meeting room. Here are two examples of how big companies have used our online meeting When a European service company went through a re-organization, they invited the top 70 leaders to meet in Berlin. On their meeting agenda, two hours were blocked to move their discussion to an online platform, inviting the top 1,000 managers from Europe to join remotely. This extension of the face-to-face event was an instant success. 670 managers joined the top 70 in the online meeting room. 1,500 comments were posted (by those joining remotely and those in the Berlin room) in only 90 minutes. Because the discussion was being monitored live, the moderation team immediately returned the first results to the plenary session in Berlin after the online discussion finished. A week later, after all comments were thoroughly analyzed, the management was able to produce a roadmap based not only on the input of those present in Berlin but incorporating the views of all those who had joined the online brainstorm. The Future of Employee (Re)Engagement | Best practice today | Live Online Meetings is the only possible way to bring large numbers of people together - other than renting a football stadium. When a global bank decided to re-shape the company’s brand positioning they needed to bring on board all of their staff. The challenge was to introduce their new values globally in a way that the desired behaviours would be well understood and adopted by the staff at all levels throughout the organisation. To do this, they opted for an online event inviting all 120,000 employees to address questions such as ‘What does it mean to be attentive? How will I adapt my behaviour to deliver the brand promise?’ Discussions were organized in 9 different languages and the online meeting was live for 24 hours, giving employees from different time zones the opportunity to join in. Of the 120,000 employees invited, 41% or 54,000 employees participated, representing 59 countries, and posting over 19,000 comments. The quantity and quality of the ideas brought to the discussion was recognized by the leadership team. All comments 37
  38. 38. were analysed and the key findings were integrated in local business plans. Social experiences appeal to Gen Y workers Two-way communication is the new norm in the conversation age. The value of integrating an online part in the corporate meeting lies in the social experience.It fuels employee engagement by blurring boundaries between silos, hierarchy and cultures. It enthuses all employeeswith a sense of shared purpose. In a live online interactive meeting, large groups of people, from around the world, can chat with each other, in real time, using a web connection and a keyboard. This means everyone speaks openly to each other. One talks the same way to a colleague as to a CEO. When someone asks a question, the answer can come from anywhere. Everyone has a voice, no matter the job title or native language. Research on employer attractiveness shows that Gen Y workers expect a culture of transparency and openness. They don’t recognise themselves a hierarchical way of cascading messages from top to bottom. In their personal lives - as students, consumers and citizens –Gen Y has been trained to collaborate, co-create, participate, curate, rate and share without boundaries. In their professional life, they expect to play an active role in company strategy. Learn more about the MSLGROUP online meeting tool Multilogue. To start a conversation on how your company can organize an online meeting, contactyour local Brand & Talent practice leader or email marine. wallace@msl.nl More than saving costand time It’s about breaking the walls between silos and generations to fuel engagement with the company’s mission. An online meeting is more than a cost effective solution to host companywide discussions. The live human moderation ensures that the conversation is influenced in real time and that the key findings are extracted and analysed. The fact that it is an actual event on a given datefuels participation. Employees feel empowered to have a say and share a common energy during the live social experience. The set-up promotes transparency, openness and co-creation. It is a culture that is especially valued by Gen Y workers and is ideal for companies who want to involve and engage their employees. The Future of Employee (Re)Engagement | Best practice today | Live Online Meetings Live Online Meetings - Use social experiences to fuel engagement, says  @Marine_W click to tweet 38
  39. 39. Employer Branding - 10 tips to avoid the bear traps reflecting your current DNA in how you express your employer brand. At the same time, your business will have a vision and objectives it needs to meet as part of the strategic plan, and your employer brand can help achieve this. The rough rule of thumb is 80% today’s truth, 20% tomorrow’s ambition. LOUISA MORETON Director of Employee Communications and Consultancy at SAS Part of MSLGROUP “ You’ve done many Employer Branding 2 How the employee lifecycle can help you Think of your Employer Brand as weaving through the employee lifecycle, from attraction and support, to on-boarding and training to engagement, internal communications and reward, through to exit and alumni. If you think of it in this projects. We’ve never done one, and I hope we’ll only have to do it once.” SAS Client We often focus on the case for an employer brand and stories of success, but we don’t often lift the lid on the process. Here are 10 tips to make the process painless and even enjoyable. 1 The Employer Branding 80/ 20 rule Your Employer brand should be a mix of “today’s truth” and tomorrow’s ambition. It has to be authentic and recognisable to your current employees and keep the promise made to candidates. This means The Future of Employee (Re)Engagement | Best practice today | Employer Branding way, you’ll ensure you get the right people involved in the project team, the research and the implementation. If you’re currently seeing it as a tool for recruitment only, then see if you can work with colleagues in communications and HR to expand the brief and get value from the project and consistency of experience in your business. 3 Building a brilliant project team This can make or break the project- both in terms of getting the work completed and signed off, to implementing it. Spend time inviting/ coercing colleagues on to your project team. Even if your Employer Brand is going to be used primarily for recruitment, you still need the input of other departments and functions. » HR & resourcing. They will be heavy users of the Employer brand and can influence how deeply it is embedded in organisational people processes » Marketing & brand. They will ensure alignment with corporate brand, and if you have them involved from the start, they are more likely to sign it off at the end » Internal Comms. They can help you reach the employee audience (for example for research) and can also be part of implementation, aligning your messaging with theirs 39
  40. 40. » Business functions. This is where your employees are, after all! Get representation from your key business functions, for example engineering, sales and production » Locations/ geographies. Try to get a mix of heritage and future growth countries/ offices. Is there a country/ area that should be included for “political” reasons? » Exec team/ Board. If you don’t have a mandate from, or a sponsor in or at least the interest of the Board or exec, then you need to get one! Provide unprompted updates to gain and maintain interest or use a senior steering group as a conduit. » Trouble makers. You know the ones… and you need them on your team! They will be cynical, critical and defeatist: in short, they’ll identify every possible issue and help you to mitigate, and they must just become the biggest advocate. 4 Documentation is your corner stone Your project is likely to last a while, so you need to be ruthless in keeping everything on track and keeping people engaged. Have clear roles and responsibilities; e.g. who has right of veto and who merely comments? Set up your project team- who will do the work- and a steering group (or senior sponsor) - who will ratify and sign off. Then create a RACI (who will be responsible, accountable, consulted, informed). Finally, once you’ve agreed key stages and rough dates, create a chart/ slide that shows what will be happening when. Add to this a slide on why you do the project and the business case and you have a ready-made introduction to your project that your project team can use to update colleagues- ensuring a consistent story. 5 Don’t race to the summit- take your time in the foothills Think of your project in three stages: research and recommendations, then implementation. Spend time discussing the research findings, challenging them and then agreeing the messaging to be taken forward. This will form part of the brief for implementation, so it’s worth getting it right because it will be expensive and painful to go backwards. Don’t race to creative concepts; get the messaging framework right first. 6 Secret to great research » Use what you have already. It’s economical; time saving; sends a great message that you aren’t reinventing the wheel; it will inform the research you carry out » Agree the business areas you’ll research in. You need to reach the factory floor The Future of Employee (Re)Engagement | Best practice today | Employer Branding and the support functions not just exec or comms people » Who do you want to canvass externally? Hard to reach/ scarce audience (e.g. engineers); people who have recently rejected a job offer; or people at competitor organisations? » Geography. You might want to think about heritage or where your new markets are; or you might cover one country per continent. » Let’s be honest, research programmes can get out of hand. You need enough to inform the proposition and be reflective of the organisation, but if you are planning a toolkit with flexibility, then local market adaptation will happen later. » Admin support is critical. You need someone tenacious, charming and meticulously organised to make the research phase happen. From working with stakeholders to identify and invite participants, to arranging room, refreshments and permissions… it’s a big job. This is the most common hold-up. » Diversity groups, they might be able to help you reach employees you would otherwise miss. Unions can make or break your project; don’t leave them until they are an afterthought. If their members are 40
  41. 41. those you want to interview, you’ll need their help. spent time on the messaging, then you’re likely to be on the right track. » A strong facilitator and thought-through question guide is key. Brief the facilitator on what you’d like to get out of the groups in addition to what’s in the question guide. Anything in particular you want them to look out for. Once they’re over, you can’t go back. 10 Implementation: think big » Discuss and debate the key themes, before you move to recommendations,. This is your opportunity to identify red herrings, block up blind alleys and underline themes that you think are important. Work collaboratively with your agency… otherwise the chances are that the “ta dah” moment may be a flop. 7 Think “application” even during research Think back to the employee lifecycle – where do you need the employer brand to be present? For example, it’s probably worth asking about reward and training in the groups. You may not have control over these areas, but they can either support or contradict your employer brand. 8 Allow the creatives to be creative As long as you’ve given them a great brief, and they’ve understood the key research findings, step back. Allow yourself to be open to something surprising as much as something very familiar. Listen to the story behind the idea and ask yourself if it could work today, next month, next year. Try to choose a future-proof concept. Your employer brand can deliver value and bring consistency to so many areas of comms, HR and engagement. Once you have messaging agreed, start planning the workstreams through which you will implement the employer brand. You can focus on two types: where the employer brand needs to be evident (e.g. resourcing) and where you need to do remedial work in order to achieve your 20% ambition (e.g. addressing work life balance, doing salary benchmarking). Once you have identified the workstreams, give members of the project team ownership and accountability and set up monthly meetings at which you re-group to discuss progress. This will help keep the employer brand live and relevant beyond the initial launch. 9 Getting the best out of testing Will the project or steering team choose the chosen concept and will you then use testing to refine the idea? Or do you want to put all ideas out to test? Who will you test with- potential and current employees? Don’t go overboard; if you conducted good research to start, and The Future of Employee (Re)Engagement | Best practice today | Employer Branding Employer Branding - 10 tips to avoid the bear traps by @SAS_Insights click to tweet 41
  42. 42. Straight Talk: Training leaders to communicate in the new world supervisor, the guy immediately above him, especially in troublesome moments as the processes of change. New world of interaction HELOIZAFARIA AND JOSÉ GUILHERME ARAÚJO Directors, Ideia Comunicação an MSLGROUP Partner in Brazil Leaders – the #1 source of information Whether a company is large, medium or small, global or domestic or yet in any kind of industry, communication with employees will always be a challenge. In the current networking society, winning companies have to communicate with all stakeholders, the internal ones to begin with. For those, despite all technology available and the virtual environment we live in, face-to-face communication from immediate leadership still is of great importance. Internal communications researches conducted in organizations all over the world can prove that. Speaking of Brazilian companies, in particular, audits run by Ideia Comunicação still show that the employee’s number one source of information is the The Future of Employee (Re)Engagement | Best practice today | Straight Talk We are now 2.3 billion Internet users worldwide. In Brazil, half the population is connected, making Brazil the 5th country in the world by web use. This data highlights the power of interaction in a globalized world - and challenges us to think of its impact on organizations. The new world demands more transparency, dialogue and competition, because it exposes companies. The internet, for example, promotes more informal relationships, broader possibilities for comparisons, and in this way demands greater market differentiation. These changes at first sight seem to decrease corporate control over employees. They are no longer the only source of information about the company. In different ways, all stakeholders can be credible sources of information about the organization. Employees, in turn, are now more well informed, inquisitive and demanding. Skeptical of one-way communication, they ask for more involvement in business decisions. 42
  43. 43. Communicating with 21st century workers Would this “new employee” be more available to commit and engage with business objectives? And the leaders, would they be ready to act in the new relational context? In our many years of practice, we have learned - and still find – that when it comes to commit and engage, the more strategic it is to meet the preference of employees for straight talk. That is what has been making a difference in this environment of multiple print and digital platforms. Companies that have more effective internal communication are those that understand the importance of communication between immediate leaders and employees. These organizations have found out that this straight dialogue allows people the opportunity to question, clarify and understand the contribution of their work to the bottom line. By engaging people under the guidance of their leaders, this communication process improves the results that actually matter to the organization’s success. In order to make it work, specific methodologies must be put into practice. One of them is for training leaders so that they understand how important they are in the communication process and therefore why they are expected to engage as communicators. The ideal training program should also provide leaders with tools to communicate with the 21st century worker, as part of the whole employee-relations process. Straight Talk: Training leaders to communicate in the New World by  @ideiacomunica click to tweet The Future of Employee (Re)Engagement | Best practice today | Straight Talk 43
  44. 44. VOLUME 2, ISSUE 3 QUARTERLY MAGAZINE Spotlight
  45. 45. Together Works Better: Activating the People’s Network NATHALIE SZWAGRZYK HR Project Manager MSLGROUP At MSLGROUP we celebrate creative, agile and entrepreneurial talent. We attract and retain people who are ready to push boundaries and embrace the change that our industry is undergoing. As a young network we also face the challenge of uniting very diverse offices across the 22 countries in which we operate. To foster international collaboration as well as a family spirit we created Together Works Better (TWB) in 2009, the very first year that MSLGROUP was launched. TWB is a “homemade” internal competition that brings our corporate mantra to life and engages with our 3,400 employees, so they realize that each and everyone of them contributes to shaping the future of the company. Source: http://www.youtube.com/watch?v=lx1V4mLLNYU Together Works Better ultimately guides the network in its transformation from traditional PR to a creative, digital, People’s Relations agency. Connecting people to the business strategy As part of the competition, teams are given a specific brief – to put together a big idea for clients in a 2-minute video. The criteria to win are linked to our company’s vision: big ideas should be rooted in insights, use digital, apply globally and transform into ROI for clients. The Future of Employee (Re)Engagement | Spotlight | Together Works Better We are proud to say that many ideas from this internal crowdsourcing actually turn into real business opportunities! Besides connecting our people to the business strategy, TWB pushes them to creatively package their stories, paving the way for more engaging proposals for clients. It helps employees to think out of the box and explore new creative ideas for clients. 45
  46. 46. Beyond engaging employees, TWB grooms our talent into becoming better creative storytellers. It is also a great way to integrate new agencies by showing them the advantage of being part of our network: global capabilities & endless opportunities to extend our business. Embracing the collaboration and family spirit of the competition, MSLGROUP Denmark released a promotional video to attract the winners to their office, realizing that being a host office can also be fun and rewarding. Watch for yourself – who wouldn’t want to meet them? create connections and celebrate international collaboration. We already look forward to working on the 2014 Edition, which will have a special focus on rooting a successful knowledge-sharing culture. Celebrating the “People’s Network” This year, 130 participants from 31 offices teamed up and submitted 48 entries. The prize? 8 winning teams got to travel to an MSLGROUP office of their choice. These trips enable employees to truly experience our “People’s Network,”creating both long-lasting partnership across offices as well as friendships. It even triggered a growing interest towards our Mobility Programme. Schwartz MSL San Francisco visited by a TWB team from Stockholm & Shanghai Source: http://www.youtube.com/watch?v=pZEKSsUP0kE Most of the teams blogged about their trip on the MSLGROUP TWB Facebook group which now has hundreds of members and is also regularly fuelled by employees on team events. Other teams shared their TWB journey on MSLGROUP’s global and regional Twitter streems, Pinterest boards and company blogs. Together Works Better is about building a positive engagement towards MSLGROUP. It inspires the network to push boundaries, The Future of Employee (Re)Engagement | Spotlight | Together Works Better Together Works Better: Activating the People’s Network at @msl_group click to tweet 46
  47. 47. VOLUME 2, ISSUE 3 QUARTERLY MAGAZINE PEOPLE’S INSIGHTS
  48. 48. VOLUME 2, ISSUE 3 QUARTERLY MAGAZINE Heineken The Candidate
  49. 49. What is The Candidate? The Candidate is video compilation of secretly filmed job interviews at Heineken. The interviews were designed to get applicants out of their comfort zone and to help the brand find talent that best fits the Heineken spirit. The Candidate highlights Heineken brand culture and has helped the brand engage with the external and internal audiences. After all, Heineken is well known for its beer and remarkable campaigns, but not much is known about its corporate culture. With The Candidate, Heineken demonstrates that the Heineken brand attitude “Open your world” is also evident within the company. How it works Heineken chose this unconventional method to recruit an intern for their events and sponsorship team. The intern’s responsibilities would include following the UEFA Champions League Trophy as it The Future of Employee (Re)Engagement | People’s Insights | Heineken The Candidate tours the world and the opportunity to meet football heroes. 1,734 people applied for the role. Shortlisted candidates were invited to Amsterdam for a three stage interview process. It began with the kick-off stage, where the boss led the interviewee into the meeting room by holding hands the entire way; medical assistance, which involved helping the boss as he ‘blacks-out’ during the meeting; and fire drill, where fire-fighters call for help to rescue a stranded Heineken employee from the roof after a ‘fire alert’. Source: http://elmaaltshift.com/2013/02/19/heineken-thecandidate/ Candidates’ interviews were filmed and the best three videos were uploaded to the company intranet, where employees could vote for the candidate who had the necessary skills to work in the Heineken marketing department. The winner was then brought to the Juventus stadium to celebrate his new job. 49
  50. 50. That same day, the story broke on Mashable, followed by a tweet from Pete Cashmore, Mashable’s editor. Other hybrid media (Huffington Post and Creativity Online) picked it up before traditional media got on board. When Forbes, Guardian, business insider continued the story, they confirmed that not only was it humorous but also had real marketing value to the industry. Each media shared it on their social media channels, creating a knock-on effect that made the film go viral. Rob Schwartz from Forbes noted: “ The Dutch beer brand has done some nice Source: http://www.youtube.com/watch?v=j5Ftu3NbivE&has_verified=1 Viral Journey The best moments from the video interviews were compiled into the short film The Candidate, which was published on Heineken’s Facebook page in February, 2013. advertising and some smart sponsorship for decades. Very recently, they came up with a “program.” The marketing objective is simple: Think big sport, think Heineken. Heineken creates some hilarious content — that all actually relate to their sponsorships.” Jonathan Health, Online editor at Spectrecom noted: “ Within this campaign Heineken have Source: Mashable The Future of Employee (Re)Engagement | People’s Insights | Heineken The Candidate not only produced a quality piece of video marketing. The crowd source element has involved their social media channels lobbying for input in choosing “The Candidate” encouraging sharing and engagement and improving the virility of the piece.” 50

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