2009 Brandfromthe Inside

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Content from my books on employer branding: "Brand from the Inside", "Brand for Talent". Includes definitions and how to embark on an employer branding initiative.

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2009 Brandfromthe Inside

  1. 1. Libby Sartain, LLC Speaker, Author, HR Leader Brand From The Inside 2009
  2. 2. Libby Sartain, LLC Speaker, Author, HR Leader Agenda •  The Power of Employer Branding •  Lessons Learned: Southwest Airlines and Yahoo •  Identifying traps •  How to move forward •  Branding for Employee Life Cycle •  Making it come to life •  Branding for Talent
  3. 3. Libby Sartain, LLC What Do Legendary Brands Accomplish? Speaker, Author, HR Leader Connect to “the big idea” Simplify and drive choice Articulate the promise Define the experience – one touch point at a time Capture lasting and shared memories
  4. 4. Libby Sartain, LLC Speaker, Author, HR Leader Brand Promises •  Wal-Mart: Always Low Prices •  Southwest Airlines: A Symbol of Freedom •  Apple: Imagination, Design and Innovation •  Starbucks: The third place, in addition to the coffee •  Pepsi: The Younger Generation •  UBS: Wealth Management •  Hewlett Packard: Invent
  5. 5. Libby Sartain, LLC Speaker, Author, HR Leader What Creates a Legendary Brand? Reliability Experience Reputation How you actually What occurs deliver at every What your what you customer customers promise “touch experience, point” remember and share
  6. 6. Libby Sartain, LLC Speaker, Author, HR Leader Doing Well In Recession •  Abbott Labs •  Wal-Mart •  McDonalds •  Proctor and Gamble •  Costco •  Whole Foods •  Johnson and Johnson •  Hewlett Packard
  7. 7. Libby Sartain, LLC Speaker, Author, HR Leader Southwest Airlines •  Southwest had turned a profit for more than 30 consecutive years •  Southwest stock soared 300 percent in a decade •  Southwest consistently ranked number one in the industry for Customer satisfaction and on–time performance •  Southwest has the lowest Employee turnover rate in the airline industry •  Fortune Magazine ranked Southwest “The Best Company to Work for in America” •  Other airlines in the business (and other companies) envy Southwest for the loyalty of the Customers and Employees
  8. 8. Libby Sartain, LLC Speaker, Author, HR Leader What Made It Work •  Clear Sense of Purpose •  Leaders who were stewards of the purpose •  Culture and Brand brought purpose to life •  Processes and infrastructure supported on-brand behaviors •  Simplicity and ability replicate a formula •  Evolution versus revolutionary change/ growth
  9. 9. Libby Sartain, LLC Speaker, Author, HR Leader Putting it all together Brand + Systems + Marketing = Reputation Define and Develop the Articulate and Create a establish the infrastructure — publicize the reputation in brand promise the fundamental brand all and customer systems needed promise, marketplaces experience to support and customer and to support reinforce the employee the brand brand promise experiences promise to a range of internal and external audiences
  10. 10. Libby Sartain, LLC Speaker, Author, HR Leader What does it look like? From the From the On the Outside Inside Inside Looking In Looking Out The products, The inspiration, The infrastructure process, or motivation of the employee service that an and rewards that experience to organization an organization support, lead and should should reinforce the consistently consistently delivery of the deliver to deliver to customer brand customers employees ... to experience ensure the customer brand experience
  11. 11. Libby Sartain, LLC Employer Brand Speaker, Author, HR Leader How a business builds and packages its identity, origins and values, and what it promises to deliver to emotionally connect employees so that they, in turn, deliver what the business promises to customers Sartain and Schumann
  12. 12. Libby Sartain, LLC Employer Brand is the Business Speaker, Author, HR Leader Who the business is at your core What you promise What you promise your customers your employees “What’s in it for me” to work here
  13. 13. Libby Sartain, LLC Apply Your Brand Speaker, Author, HR Leader Organizational Hear Apply Join Work Leave Changes Brand Recruitment On-Board Acquisitions Termination Growth Retirement Other Leadership Employee Stakeholders Rewards   Media   Coaching Competition Off Board   Communications   Packaging   Message Development & Management Leadership Friends Change Electronic Print Face-to-Face   Personalized   Booklets   Meetings Communications   Video   Events   Web   Print   Service Center   Promotional Ads   Training   Direct Mail   Campaigns
  14. 14. Libby Sartain, LLC Speaker, Author, HR Leader Where to Start? •  What employer brand you have already built •  How your employer brand supports your business strategy … and your talent strategy •  How well your employees understand and believe in your customer brand •  How committed your employees are to deliver the brand to customers •  What employer brand crisis you may be experiencing •  You might have to create your own crisis!
  15. 15. Libby Sartain, LLC Speaker, Author, HR Leader Why Brand from Inside •  To Align Culture with External Brand Positioning •  To Compete With Other Employers for the Best Talent •  To Communicate on-brand behavior/expectations to employees. •  To Communicate the Employee Value Proposition. What’s in it for Me? •  To Create Internal Brand Loyalty and Trust •  What We Stand For Versus What We Do •  To Create a Sustainable Competitive Advantage •  To Foster a high performance culture through people who deliver on the brand promise
  16. 16. Libby Sartain, LLC Speaker, Author, HR Leader Lessons Learned Yahoo vs. Southwest Where the organization is in its life cycle and growth affects whether it is ready for a brand that will stick. Values stay the same even if mission and business models change or evolve Employer brand will evolve over time, but too much brand change breeds skepticism H.R. cannot do this alone, it must be a collaborative effort across the enterprise
  17. 17. Libby Sartain, LLC Speaker, Author, HR Leader Build Marketing the Team HR Know the Operations customer brand Develop the Comms promise and details of “the deal” with Deliver the what brand to employees employees Connect the customers must deliver dots with simplicity, clarity and transparency
  18. 18. Libby Sartain, LLC Speaker, Author, HR Leader Brand and Behavior? Value Propositions Operational Product Customer Efficiency Excellence Intimacy •  Speed •  Innovation •  Respect for people •  Efficiency •  Excellence/ •  Teamwork •  Cost cutting passion for •  Caring/ •  Resourceful quality sensitivity/ •  Continuous empathetic •  Creative •  Listening •  Committed improvement •  Empowered •  Careful •  Risk taking •  Friendly •  System •  Detail oriented •  Anticipatory players •  Experienced (low turnover) What behaviors are needed from your employees to support the organization’s value proposition?
  19. 19. Libby Sartain, LLC Speaker, Author, HR Leader Create The Brand Identity: Who We Are Mission: Why We Must Exist Values: What We Stand For Legend: How We Reward: Must Be What’s In It Remembered For Me
  20. 20. Libby Sartain, LLC Speaker, Author, HR Leader Focus on Purpose Articulate what we stand for Clarify how we differentiate Illustrate the difference we make Solidify why we must exist Create the value proposition
  21. 21. Libby Sartain, LLC The Employee Experience Speaker, Author, HR Leader Manage the Brand Promise What a worker can expect Personality How the company feels Image How the company looks and sounds Position How the company compares to others Experience What a worker will experience today What a worker can “take away” from the Value experience
  22. 22. Libby Sartain, LLC Speaker, Author, HR Leader Brand Each Stage of Your Worker Experience Program Design Recruitment Candidate Onboarding Programs, tools, Offboarding Experience Experience Experience resources process HEAR Engage JOIN DEVELOP LEAVE Build interest Begin to help Help new Motivate Sustain interest among prospects self employees employees and support prospects by select by assimilate to make the among promoting the candidly quickly by most of the departing employee discussing carefully work employees by experience what’s offered articulating experience reinforcing and what’s expectations & value expected opportunities Marketing
  23. 23. Libby Sartain, LLC Speaker, Author, HR Leader Talent Brand How to market the employer brand to create demand as a magnet for talent to find, keep and engage people to do the right work at the right time with the right results Sartain and Schumann
  24. 24. Libby Sartain, LLC Speaker, Author, HR Leader Changes in Talent Marketplace •  Global Talent Shortage and Changing Demographics: –  Retiring Baby Boomers facing economic downturn –  Aging Government Workers –  Technology requires new skills/enables new ways of working –  Shift to Service Economy/Knowledge Work –  Rise of Emerging Economies •  Implications –  Global Talent Marketplace –  Multigenerational Workforce –  Migration Increasing –  Imbalance of worker supply and demand
  25. 25. Libby Sartain, LLC Speaker, Author, HR Leader Generational Change •  Gen Y outnumber the baby boomers •  Gen X focus more on life than work •  Baby boomers “semi-retire” more than retire •  New habits will redefine how people work –  Digital –  Collaboration –  Consumers from an early age –  More interested in impact/making a difference •  Implications –  The shift of power is to the worker –  Ambition not about job or comp but work and role –  Open marketplace enabled by technology
  26. 26. Libby Sartain, LLC Speaker, Author, HR Leader Emerging Economies •  Brazil, Russia, India, China •  Successful talent differentiators –  Brand: Global, Excellence, Leadership –  Opportunity: Challenge, Career Track, Training, Comp –  Purpose: Mission and Values, Global Citizenship, Commitment to region –  Culture: Authenticity, Meritocracy, Connection, Talent-centricity •  Attracting Talent: Promises Made •  Retaining Talent: Promises Kept •  Implications –  Must promise and deliver accelerated careers, meaningful work, meritocratic culture. –  Leaders must inspire Source: Winning the Race for Talent in Emerging Markets Harvard Business Review November 2008
  27. 27. Libby Sartain, LLC Speaker, Author, HR Leader Social Media •  Open online exchange •  Wiki, Blogs, Social Networking Sites •  MySpace, Facebook, LinkedIn, Twitter •  Transparency •  Short Attention Span/Multi-task •  Expect Flawless Transactions Implications •  Need to consider how to use social media •  Corporate reputation now transparent • New policies based on openness
  28. 28. Libby Sartain, LLC The New Consumer of Work Speaker, Author, HR Leader •  Generation Y is a “consumer of work” vs. a job seeker –  Looking for a well branded work experience –  Always looking for the next opportunity –  Recognition, Rewards, and Impact –  Culture, Mentors, Social Responsibility –  Life and work boundaries aren’t as well defined •  Gives other generations permission to ask “what is in it for me?” •  Implications –  New Talent Marketplace –  Branding versus recruiting
  29. 29. Libby Sartain, LLC Speaker, Author, HR Leader Top Ten Most Difficult to Fill Jobs – U.S. 1.  Sales Representatives 2.  Engineers 3.  Technicians 4.  Production Operators 5.  Skilled Trades (Carpenters, Welders, Plumbers) 6.  I.T. (Programmers/Developers) 7.  Administrative Assistants 8.  Drivers 9.  Accountants 10.  Management/Executives Implications •  Recruiting even core talent will be a challenge • New sources of talent needed • Talent Brand will need to be global Source: Manpower Talent Shortage Survey – US
  30. 30. Libby Sartain, LLC The Marketplace for Talent is New Speaker, Author, HR Leader How work is arranged, timed Open Exchange and compensated Online Exchange How the Internet emerges as the primary “mall” for talent How commercial message – or Noisy Exchange brand – is challenged to be heard Consumer of Work How new behavior drives work decisions
  31. 31. Global Talent Challenges Libby Sartain, LLC Speaker, Author, HR Leader Good talent is always in the marketplace Best talent goes to the “best buy” Technology fuels the marketplace A company must differentiate The marketplace is segmented How to respond during the downturn
  32. 32. Libby Sartain, LLC Job Market vs. Talent Marketplace Speaker, Author, HR Leader
  33. 33. Libby Sartain, LLC Speaker, Author, HR Leader The Consumer of Work is New Informed Connected “I need to In Control know all the Spoiled “I must be details” able to find “I must anyone I need feel I make at any time” “I need a my own decisions” trophy”
  34. 34. Libby Sartain, LLC Speaker, Author, HR Leader The Consumer of Work Is Different From To React to “Want Ads” Promote Abilities Trust Institutions Trust Instincts End the Search; Continue the Search Begin the Job While Doing the Work Support a Build a Company’s Brand Personal Brand
  35. 35. Libby Sartain, LLC Speaker, Author, HR Leader The Consumer of Work Has Clear Needs What the What the What the Consumer Consumer Consumer Wants Expects Demands A clear A solid plan A personal “picture” of life of what opportunity for and career happens (and balance when) A clear A personal commitment to A solid connection to rewards foundation of coworkers truth A clear channel A personal for feedback A solid network of relationship opinion leaders with a manager
  36. 36. Libby Sartain, LLC Speaker, Author, HR Leader Market the Brand Pivotal Needed “We can’t Replaceable move the needle “We can’t without do business every day “We can find them” them when without them” we need them”
  37. 37. Libby Sartain, LLC Speaker, Author, HR Leader The Market Has Changed From To Predictable Market Free Market Reactive Hiring Strategy Holistic Talent Strategy Compliant Applicant Consumer of Work Market for Jobs Marketplace for Talent
  38. 38. Libby Sartain, LLC The New Consumer of Work Speaker, Author, HR Leader •  Generation Y is a “consumer of work” vs. a job seeker –  Looking for a well branded work experience –  Always looking for the next opportunity –  Recognition, Rewards, and Impact –  Culture, Mentors, Social Responsibility –  Life and work boundaries aren’t as well defined •  Gives other generations permission to ask “what is in it for me?” •  Implications for HR –  New Talent Marketplace –  Branding versus recruiting
  39. 39. Libby Sartain, LLC Speaker, Author, HR Leader Identify Opportunities Brand: At Each A Way of Touch Point Define and Life Illustrate On-Brand Behavior Train, Manage and Reward On-Brand Behavior Clearly Explain “What’s In It For Me”
  40. 40. Libby Sartain, LLC Speaker, Author, HR Leader Shape the Leaders What a leader believes – and brings Beliefs to life in day-to-day action How a leader treats others – and Behavior sets an example for how the organization should live Engage How a leader makes people feel their voices can be heard How a leader rewards others for Reward their contributions to the organization
  41. 41. Libby Sartain, LLC Invest Speaker, Author, HR Leader in the Brand Leadership Leaders model and encourage the right behaviors Communication Our people understand our Enablers brand promise to Get Started Involvement Our people are engaged to improve performance We define clear goals and Performance/rewards reward high performance Embedders Our people have the skills to to Make it Stick Learning/development deliver what’s expected We hire and advance the right Selection/staffing people
  42. 42. Taking the Pulse: Talent Branding Libby Sartain, LLC Speaker, Author, HR Leader 75% HR leaders believe competition for talent is greater than it was five years. 84% HR Leaders believe that competition will be greater in five years. 72% Generation Y preferences have changed how HR Leaders reach out to prospective candidates. 97% Have Developed Employer Brands Research study conducted for Brand for Talent by the Institute for Corporate Productivity in conjunction with HR.com 2008
  43. 43. Taking the Pulse: Talent Branding Libby Sartain, LLC Speaker, Author, HR Leader 55% HR leaders believe segmentation is important in reaching out to perspective candidates 65% HR Leaders believe the employer brand has been effective in engaging current employees 63% Employer Brand helpful in recruiting the right people to the organization 43% HR leaders believe their corporate cultures support the employer brand – a key factor in worker engagement Research study conducted for Brand for Talent by the Institute for Corporate Productivity in conjunction with HR.com 2008
  44. 44. Libby Sartain, LLC Speaker, Author, HR Leader Culture and Brand •  Talent brand cannot exist on its own without the authentic support of the organization’s culture. •  Culture and brand connect: –  the actions of words of leadership; –  the face-to-face interactions employees experience at each touch point; –  the products and services delivered to workers; –  the messages and content of employee communications media. •  The key to the culture is what workers experience. •  The leader is very important to developing a culture and sustaining a talent brand. A leader must express: –  sense of purpose –  what is important, –  what is valued, –  what is rewarded
  45. 45. Who is the Brand Guardian? Libby Sartain, LLC Speaker, Author, HR Leader •  Leader as Keeper of Culture •  Marketing •  Communications •  HR •  Operations •  The Enterprise
  46. 46. Libby Sartain, LLC Speaker, Author, HR Leader Create the Experience Customer Brand Employee Leadership Comms HR Employer Products/ Supervisors Brand Services Work Career Experience
  47. 47. Libby Sartain, LLC Speaker, Author, HR Leader Nurture the Brand Passive Informed Engaged Active Advocate “I understand “I understand “I understand “I understand “I understand the brand” how I can I need to my role to how to impact Understand contribute” contribute” deliver the the brand and brand” the company” “I believe in “I believe “I believe I “I am “I am trying to there are tools make a accountable passionate Believe deliver the to help me difference for delivering about the brand” deliver the when I the brand” brand, the brand” contribute” company” “I know what “I know how “I take “I deliver the “I am the it takes to to use tools proactive brand … brand” Deliver deliver the from the steps to make and make a brand” company to a difference difference … deliver the when I deliver every day, brand” the brand” every customer”
  48. 48. Libby Sartain, LLC Speaker, Author, HR Leader Employer Brand Experience HR Communications Leader Behaviors and Values “I am better able to make decisions that affect the health “I experience our vision and mission and well being of my family” every day” Recruitment Total Compensation “I meet new hires who are “I see the connection between passionate about what we do… doing my best and my rewards” and who will make a difference” Performance Management HR Service Delivery “I understand how I contribute to the mission and see the value of “When I need information, I get it my contributions” easily. I can focus more of my time and energy on my work” Coaching and Development Business Processes “I feel energized as I ‘fuel my “I see how the way we work enables us to passion’ everyday in more make significant contributions to others” challenging ways”
  49. 49. Libby Sartain, LLC Speaker, Author, HR Leader Measure Brand Results Functional Emotional Customer Know the brand Know the meaning Brand Choose the brand behind the brand Experience the Engage in the brand reliability of the brand Are loyal to the brand Trust the brand Advocate for the brand Employer Know the brand Know the meaning Brand Choose the brand behind the brand Experience the Engage in the brand reliability of the brand Are loyal to the brand Trust the brand Advocate for the brand
  50. 50. Libby Sartain, LLC Speaker, Author, HR Leader In Summary •  Don’t work in silos •  Start with your brand promise •  Engage your employees •  Use powerful key words •  Be authentic •  Market internally •  Create internal brand standards

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