TruFiles Culture Branding


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

TruFiles Culture Branding

  1. 1. TheTruFiles CULTURE BRANDING TRU HEAT INDEX 5.0 @BillBoorman
  2. 2. /02 We scoured presentations and conversations from the last twelve months of TRU events to bring you the best future- looking ideas in the field of recruiting. 488,00010events attendees Big ideas
  3. 3. A guide to rethinking blowing up your recruiting strategy. culture branding /03 To hire the very best, you’ll have to recruit fewer applicants.
  4. 4. Invariably when pundits talk about brand culture, companies like Google and Apple come up. There’s chatter about oddball perks employees enjoy (e.g. foosball, sleeping pods) and the quirky things these companies do to identify prospective employees who will fit in. Most of us can’t relate to Apple and Google. And that’s just fine. Every other company in aggressive pursuit of top talent must find ways to attract the most sought- after knowledge workers on their own terms. How should they woo the very best if they’re not a mega-hot Silicon Valley tech company? What we’re going to discuss here is an idea that should make your head hurt and stomach churn. If you’re a recruiter, HR executive, or anyone responsible for talent attraction, the following pages will cause you to rethink how you acquire talent—and whether you’re going about it all wrong. [Spoiler alert: You probably are.] The crux of the problem is this: Your recruiting program is currently designed to net the largest number of potential candidates possible, and then disappoint all but one. And you’re disappointing people who are potential customers and future job candidates. It’s simply a wrongheaded approach … and we’re going to point out a much better way. culture branding /04
  5. 5. Let’s talk about why companies need to be faster and wilier than their peers when it comes to identifying, attracting and retaining top talent. It barely requires mentioning, but … • In today’s economy, talent (not capital) is the basis of global competitive advantage. Talent fuels innovation. Your roster of engineers, designers, developers, analysts, forecasters, attorneys, digital marketers, and data jocks (among many others knowledge workers) are pushing your organizations to outmaneuver the competition. • The best in each of these fields is sought out by dozens of companies at once. (The UX designer who made your last project succeed beyond expectations fielded three recruiting calls last week.) • These individuals have strong opinions about where and how they want to work. While the size of the paycheck matters, other intangibles are equally important. They want a sense of belonging with their employer … a feeling they work for an organization with values that overlap their own. They prefer certain locations over others (e.g. hip urban centers over suburban office parks), specific work styles (e.g. mobility, flexible schedules, etc…), and non- financial benefits such as skills training and credentials. culture branding /05 First, the required exposition.
  6. 6. Attracting and retaining these knowledge workers isn’t as simple as offering a job description that matches their qualifications. They will want to know whether the entire package—including your company’s culture—is attractive. Knowledge workers are in such high demand they have the luxury of considering these non-financial rewards … and companies hoping to retain them must adapt to recruit them successfully. /06culture branding
  7. 7. /07 Let’s get one classic mistake out of the way: If your company is a traditional, buttoned up financial services firm, don’t try to pretend otherwise. Your job is to: (a) Identify the actual culture of your organization, and find reflect a true picture of what it’s like to work for your organization. Have an entrepreneurial culture? Show it off. A culture that encourages head-down work over long hours? Be clear about that too. (b) Find ways to enhance what you already do. For example, if your organization supports an entrepreneurial culture, think about creating internal idea hatcheries to encourage new thinking. Or for the head-down company with long work hours, you may offer on-site massages to ease the pressure. The idea is to do more and better what you are already good at. Ultimately you’re looking to define what your company and its employees stand for, what potential employees in high-demand fields are hunting for, and figuring out the happy overlap between the two. culture branding don’t oversell yourself.
  8. 8. /08 Google: A culture of experimentation. Google’s famous fail fast philosophy asks employees to take risks and try out new ideas. Ever heard of Google Buzz? Google Wave? Both are failed experiments. In another organization employees leading those projects would have been fired. At Google, those detours are just “research.” Zappos: Empowering employees. The online shoe company rocketed to success by giving customer service reps broad leeway in how they satisfy customers. Zappos has won massive social media attention from customer anecdotes about Zappos’ employee awesomeness (such as the Zappos employee who sent flowers to a customer who mentioned her mom passed away1 ). And the company practically begs employees to leave the company if they don’t fit in; at the end of the first week of new employee training, everyone is offered $2,000 to quit.2 1 2 culture branding let’s consider some real-life examples.
  9. 9. /09 GE: Celebrating hobbies. Due to GE’s work in aviation, energy, transportation, mining and industrials, the company is hyper-focused on attracting top talent in the STEM fields. GE found that both customers and employees identified strongly with the maker community— hobbyist designers, builders and tinkerers of all kinds. To enchant makers, GE created a moveable show called GE Garages where visitors can experiment with technologies like 3D printers, laser cutters and injection molders. Rather than tell potential employees how interesting work at GE can be, Garages gives them a hands-on experience unlike any other. The Nerdery: Work as play. This US-based interactive production shop that provides digital and interactive know-how to big agencies. In other words, they are the developer/ tech savants that make the most interesting, novel projects work. The Nerdery needs to recruit top developer talent to St. Paul, Minnesota (not the typical tech urban center). The company celebrates a nerd culture and ensures employees balance hard work and long hours with humor and playfulness. Says one employee, “Work never feels like work and my co-workers are all just friends. We get work done but we have a lot of fun in doing so.” culture branding
  10. 10. /10 The important thing in each of these examples is that not everyone will fit in. While The Nerdery sounds like a fun place, some employees simply want to show up, put in the hours and go home … and for them The Nerdery sounds too cultish. Some won’t be attracted to the constant camaraderie and informal work style. For that reason, it’s critical you don’t hype your company or oversell it. Your recruiting efforts must communicate what it’s really like to work in their organization, day in and day out—as if you’re holding up a mirror to daily life. The American Red Cross, for example, must recruit lab employees who can follow directions repeatedly, without straying from strict instructions. Employees must follow the same 48-step process each day, without deviation. Creatives and independent problem-solvers need not apply. Ultimately you don’t want hundreds of people to apply for open positions. You really only want the perfect one. culture branding
  11. 11. /11 Currently when a recruiter opens a new job, they may receive hundreds of applicants for each role. Multiply that by the number of requisitions a single recruiter manages, and it all adds up to an unmanageable morass of applicants. It’s no wonder job applicants complain they feel pressing “send” on an application is like pressing “shred.” One applicant on Reddit recently complained, “The biggest frustration about [applying for jobs] is completing the long-ass form for a job you are definitely qualified for, if not overqualified, and then never hearing back.”3 Mystery Applicant, a company that helps companies assess candidate experience by polling applicants at each step of the process, released a survey that found 46 percent of applicants rated their experience as “poor” or “very poor.” And only 37 percent would recommend the company based on their experience.4 3 4 culture branding please do not apply.
  12. 12. /12 Shocking? Not really. That’s because companies still treat job candidates as applicants for a single job at a single point in time. If Susan Brown applies for the role of chemical engineer and isn’t offered the position, we aren’t going to sweat about whether Susan’s happy. Are we? Nonsense. In a climate in which knowledge workers are (a) in high demand, (b) a source of competitive strength, (c) have historically high rates of turnover, and (d) are socially connected to share information freely and easily … your recruiting efforts should focus on courting Susan Brown throughout her career, not just at this single moment in time. culture branding
  13. 13. /13 Technology now makes it possible to ensure Susan Brown has the right qualifications to meet your needs before she applies. The recruiting process will be less about verifying her skills and expertise, and more about ensuring a cultural and personality fit between employer and applicant. Why do we say this? • Sourcing technologies can scan vast databases of talent data, including social network data, to cull a highly relevant list of possible candidates, filtered by how ready they may be to switch companies. • Assessment tools can weed out candidates who simply don’t have the technical chops, intellectual rigor, or even cultural fit to meet your needs. • On-demand video interviewing can automate a large part of the recruiting process so less time is spent sorting and disqualifying and more time concentrating on high-value finalists. In other words, technology will transform the hiring process from one spent figuring out how to eliminate applicants to one focused on wooing the most attractive and qualified candidates. And to do so, employers will need to spend a lot more time thinking about, defining and enhancing their culture brand. culture branding and one last thing…
  14. 14. /14 Don’t be an idealist, be a realist. Survey your employees and ask them what it’s like to work at your organization. What do they enjoy most? What is particularly challenging? What would they want to relay to a new employee? Even more … of those employees who are particularly satisfied and productive at your organization, what do they have in common? Only then are you prepared to begin defining your employee culture. Capture both the good and the not-so- good. Find a way to celebrate your unique, even quirky, internal culture. culture branding: actionable insights define your culture.
  15. 15. /15culture branding: actionable insights Think about recruiting fewer. Look at each aspect of your recruiting efforts and study how you can attract fewer of the wrong candidates, and zero in on the right ones. In your studies, consider: Sourcing technology. How well do your current tools scour available talent and recommend the right candidates? The initial interview. Can you eliminate the poor-fit candidates more efficiently … before you’ve invited them too deep into your hiring process? Consider video recruiting tools to improve the process. Improve your talent network. Rather than “start cold” for each new search, invest in your existing talent network. How can you capitalize on the contacts you have amassed from previous searches? How can you ensure the contacts are kept up to date and, even more, can you keep these relationships warm for future searches?
  16. 16. culture branding /16 I first discovered the Unconference concept when I led a track at #Recruitfest in Toronto in 1999. I was taken back by the way discussion flowed and the difference to a traditional conference format. I led a track all day under a tree and learnt far more than I gave. Two months later and back in the UK, we ran the first #truLondon at Canary Wharf in November 2009. Today, we’re running dozens of #tru events a year across Europe, North America, Africa and the Asia-Pacific. Thousands of recruiters, HR leaders and providers coming together in an informal spirit of information sharing and networking. #tru is based on the BarCamp principle, which means that everybody can be an active participant instead of listening to speakers and watching presentations all day. The emphasis is on communication and the free exchange of ideas and experiences where the participants fuel the conversations. thE #tru story bill boorman
  17. 17. For more thought leadership go to EXIT This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners. An Equal Opportunity Employer. © 2014 Kelly Services, Inc. About Kelly Services® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kelly provided employment to approximately 540,000 employees in 2013. Revenue in 2013 was $5.4 billion. Visit and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad® app by Kelly Services. To learn more, download our Candidate experience eBook. TheTruFiles CANDIDATE EXPERIENCE 2 2 3.5 TRU HEAT INDEX