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Talent Will See You Now
 

Talent Will See You Now

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Talent Will See You Now, But Are You Ready for a Conversation?

Talent Will See You Now, But Are You Ready for a Conversation?

Webinar presentation on the importance of using employee-centric data in your employer brand.

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    Talent Will See You Now Talent Will See You Now Presentation Transcript

    • Talent Will See You Now, But are you ready for a conversation?
    • Talent will see you now, but are you ready for a conversation? Key Takeaways • We believe that talent is receptive to engagement and recruitment messages • But, we also believe that talent is discerning • Therefore, employers need to be relevant, inspiring and actionable – particularly in their employer brand communication
    • Today’s learning objectives Areas we’ll cover include … 1. State of today’s employer-employee relationship 2. Changing communication model 3. Employer brand: what, why and how it delivers 4. Importance of an employee-centric employer brand 5. Combining workforce intelligence with employee and employer brand communication
    • 74% of workers are either actively searching for a new job or are open to a new position. – careerbuilder Candidate Behavior 2012
    • State of today’s employer – employee relationship It’s strained. • While trust in the US is up in 2013 from 2012, it’s still at only 59% (Eldeman trustbarometer 2013) • One-third of employees hope to work elsewhere in the next 12 months (Metlife Study of Employee Benefits Trends 2013) • 74% of workers are either actively searching or are open to new job opportunities (86% for IT/engineering and 81% for healthcare) (careerbuilder Candidate Behavior 2012)
    • State of today’s employer – employee relationship A little bit of contemp. “Growth opportunities are lost because it takes too long for decisions to be made in our company.” 58% of American workers feel this way. (Employer Brand International Study 2013)
    • State of today’s employer – employee relationship Impact. • Potential increases in turnover (2.5 x salary to replace) • Loss of continuity; financial/emotional effect of always starting over • Employees are more distracted and less engaged (lost productivity) • Spreading malaise, increased interventions • Decreasing employee referrals, lost talent acquisition opportunities
    • State of today’s employer – employee relationship Ideas. • Repair/enhance your relationship with your employees – put “human” back into human resources • Understand how each of your employee populations accepts trust communication • Communicate regularly and often
    • 69% of workers say searching for new opportunities is a part of their “regular routine”. – careerbuilder Candidate Behavior 2012
    • It no longer makes economic sense to send an advertising message to the many in hopes of persuading the few. M. Lawrence Light Former Chief Marketing Officer/McDonalds
    • Changing communication model 24/7. All access. On-demand. The new communication model … • Drives a consumer behavior in every interest, idea or search • Shapes our communication and brand experience expectations • Illustration: the never ending job search
    • Changing communication model Signs of consumer behavior in our world. • 69% of workers say searching for a new opportunity is a part of their “regular routine” (careerbuilder Candidate Behavior 2012) • 35% say they begin preparing for their next job within weeks of starting a new one (careerbuilder Candidate Behavior 2012) • 92% of Millennial workers discuss job search experiences, in-person and online (careerbuilder Candidate Behavior 2012) • 44% of candidates would be more likely to leave a company that failed to engage them in an innovative way (Korn/Ferry/FutureStep The Innovation Imperative 2013)
    • Changing communication model Co-workers, friends, fans and followers: it’s a group thing now. A Job seeker will, on average, consult 15 sources per each job search. That includes your career site, Facebook, Glassdoor, LinkedIn, mobile site, colleagues, co-workers …. (careerbuilder Candidate Behavior 2012)
    • Changing communication model Impact. • Heightened “what’s in it for me” Response Need to be relevant on a personal level • Experience expectation is high Response Need to be easy and compelling at the same time • Brand impressions are formed in seconds Response Need to be clear, concise and actionable
    • Changing communication model Ideas. Consumer behavior … market to them • Audience research • Compelling messaging and imagery • Integrated campaigns (repetition matters – at least 5 times to establish trust) (Eldeman trustbarometer 2013)
    • Consumers are moving far faster than any of us can imagine; that represents a huge opportunity for all of us. Andrew Fisher CEO/Shazam
    • A stronger employer brand will reduce turnover by 28%. – LinkedIn Employer Brand Study 2011
    • Employer brand: what, why and how it delivers An employer brand is the brand promise expressed in what talent experiences, thinks, feels and shares about your company as a place to work. It’s delivered through your people.
    • Employer brand: what, why and how it delivers A few ways it delivers. • Lowers cost-per-hire by as much as 50% (LinkedIn Employer Brand Study 2011) • Reduces employee turnover by up to 28% (LinkedIn Employer Brand Study 2011) • Increases employee engagement • Improves financial performance – 36% stronger financial results due to strength of consumer and talent brand alignment (Lippincott 2013)
    • Employer brand: what, why and how it delivers Where to begin. 50% of recruiters don’t understand their own employer brands. (Corporate Leadership Council 2011)
    • Employer brand: why, what and how it delivers 1 Use research (authentic and fact-based) 2 Craft messages (inspire and engage) 3 Focus on culture (the stories of your people) 4 Be visual (color, images and motion) 5 Empower employees (their voice) 6 Target messages (relevancy and delivery) 7 Measure results (communication and HR metrics) 8 Act incrementally (think big, start small and scale up)
    • “I love my job. My teammates are great to work with. I hope that I can retire from here.” (actual engagement feedback)
    • People don’t trust businesses the way they used to … the most trusted sources are ‘a person such as yourself or a peer’. Steve Rubel Chief Content Strategist/Eldeman
    • Importance of an employee-centric employer brand It’s got to be real. • People believe in what’s real • People connect with shared experiences, culture and beliefs • Disconnects impact trust: “experience is believing”
    • Importance of an employee-centric employer brand Impact. • Increased engagement (= increased productivity)  Greater sense of purpose  Empowered (better customer experience)  Less likely to be swayed by competitors’ recruitment • Improved communication practices  Clarity in messaging  Less of a struggle
    • Your culture is your brand. Tony Hsieh CEO/Zappos.com
    • Combining workforce intelligence with employer brand communication Three Key Focus Areas Identity Promise Delivery
    • Combining workforce intelligence with employer brand communication Identity Use your workforce data as a foundation for your employer brand communication, helping to define your identity. Think as a brand manager and explore the employer brand attributes that tell the story of who you are. engagement • stay/leave • focus groups • value/delivery perceptions
    • Combining workforce intelligence with employer brand communication Promise Create the employer brand promise that articulates your identity; showcases how you are unique; and inspires action. Combine your identity with core values, culture and purpose. evp • employment deal • key messages • empowerment statements
    • Combining workforce intelligence with employer brand communication Delivery Design a communication plan that delivers your identity and employer brand promise to targeted audiences. Make it relevant and use communication channels that work for each audience. communication audit • channel strategy • ROI • effectiveness strategy
    • Q&As Contact Danny Nelms, Managing Director The Work Institute 615.777.6400 dannynelms@workinstitute.com Bob Johnson, Practice Leader The David Group 216.685.4486 nrobertjohnson@davidgroup.com