Inspiration inc. inside-out branding

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On October 3rd, 2013, 5th business premiered our marketing strategy speaker series, Inspiration Inc. The event, hosted at the Living Arts Centre in Mississauga, focused on strategies to develop employee brand champions. 5th business Vice President, Margo Hunnisett, discussed the need to brand from the inside out, creating employee brand champions who live and breathe your brand in everything they do.

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Inspiration inc. inside-out branding

  1. 1. creating brand champions Margo Hunnisett Vice President, Client Services, 5th business margo.hunnisett@5thbusiness.com
  2. 2. outline • • • • • • inside out branding – what it isn’t – and what it is who gets it? who doesn’t? why it matters where to start top10 list for building your tribe
  3. 3. what it isn’t what it isn’t
  4. 4. what it is
  5. 5. making promises and keeping them.
  6. 6. what it looks like
  7. 7. what it really means to deliver your brand promise • the promise comes to life in every customer interaction, whether in person, online, by phone • your employees believe in the brand • they live the brand • they sell the brand • they ARE the brand
  8. 8. what it really means to deliver your brand promise • they know how to interact with internal and external stakeholders • they are engaged, energized, productive • they are brand champions • they are also: – more satisfied – stay longer – and tell their friends
  9. 9. who gets it
  10. 10. who doesn’t
  11. 11. why it matters (show me the money)
  12. 12. increased growth and profitability • organizations with higher than average levels of employee engagement realized 27% higher profits, 50% higher sales and 38% above average productivity (Gallup) • 68% of customers leave because of poor employee attitude (Parkinton and Buston Study) • 70% of customers brand perception is determined by experience with its people (Ken Irons, Market leader) • 5% increase in employee retention can generate up to an 85% increase in profitability (Harvard Business Review)
  13. 13. and there’s more • companies with a highly engaged workforce improved operating income by 19.2% over a 12 month period; those with low engagement scores saw operating income decline over the same period by 32.7% (Towers Watson) • engaged organizations grow profits as much as three times faster than their competitors • highly engaged organizations have the potential to reduce staff turnover by 87% and improve performance by 20% (Corporate Leadership Council)
  14. 14. the bottom line • companies are investing in Business-to-Employee (B2E) branding for the same reasons they invest in Business-toConsumer (B2C) or Business-to-Business (B2B) branding • helping employees consistently deliver a brand promise and values to customers – strengthens the brand – impacts customer experience – creates customer brand advocates – improves the bottom line
  15. 15. the reality: employees are in charge of your brand
  16. 16. all the advertisements, brochures, point of sale materials, PR and digital marketing you do has less impact on your brand than one customer encounter with one employee.
  17. 17. how it used to be • • • • brands were determined by mass advertising customers had life-long loyalty to one company employees often did, too less competition
  18. 18. what’s changed 1. generation Y not ‘employees for life’ work to live, not other way around 2. social media one customer has one bad experience - everyone knows about it 3. fierce competition not just from a group of well known, local competitors but from the whole world
  19. 19. who’s delivering your brand promise?
  20. 20. meet your new marketing manager. Peter.
  21. 21. where to start
  22. 22. breaking through to reach your toughest audience: the KN story be creative be unexpected make it fun and relatable tie activities to specific behaviours be consistent be authentic
  23. 23. building your tribe
  24. 24. top 10 list for building your tribe 1. include every employee if your receptionist doesn’t smile, no logo in the world will change what your customers think about what your company stands for 2. be specific define behaviours: Walmart - “Look every customer within 12 feet in the eye, and greet them” 3. be consistent regular employee communication is essential – it’s not a one-meeting deal
  25. 25. top 10 list for building your tribe 4. keep it simple don’t over complicate – use simple processes on a regular basis to engage employees 5. define your brand’s purpose, not just its promise help employees understand why they’re here - “we outperform so your business can, too” 6. your brand should be everywhere make your brand’s message, purpose, philosophy and behavior impossible to avoid!
  26. 26. top 10 list for building your tribe 7. tell them why they should care create an emotional and a rational reason employees should make the effort to represent your brand the right way 8. be passionate if you aren’t passionate about the brand, no one else will be 9. ask for feedback don’t just tell - listen. start a conversation
  27. 27. top10 list for building your tribe 10. reward success if employees are living your brand, celebrate that success
  28. 28. streetwise hiring tips Megan Burkett Keyser Mason Ball, LLP mburkett@kmblaw.com
  29. 29. Topics • • • • Job Advertisements The Interview References The Offer Letter
  30. 30. Job Advertisements • Job advertisements and postings should not contain statements, qualifications or references that relate directly or indirectly to one of the prohibited grounds under the Human Rights Code
  31. 31. Job Advertisements Definition • Prohibited grounds: race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, gender identity, gender expression, age, record of offences, marital status, family status or disability
  32. 32. Job Advertisements Indirect Discrimination • Occurs where applicants are unfairly prevented or discouraged from applying for a job – unaccented English – Canadian experience
  33. 33. Job Advertisements • Job requirements should be reasonable, genuine and made in good faith incidental duties vs. essential duties preferences vs. requirements
  34. 34. Job Advertisements • Job requirements: is it an essential duty? • Examples – physical requirements – driver’s licence – frequent travel – recent graduates or students – citizenship requirements
  35. 35. The Interview • Do not ask any questions that relate to the prohibited grounds under the Human Rights Code – age (unless required for job) – marital or family status (unless family hiring policy) – child care arrangements or if planning on starting a family – religion – place of birth – sexual orientation
  36. 36. The Interview Special Employment Exemption • A religious, philanthropic, educational, fraternal or social institution or organization that is primarily engaged in serving the interests of persons identified by a prohibited ground
  37. 37. The Interview • ASK questions that relate to the job requirements and qualifications • Can expand scope of questions in an interview compared to a job application
  38. 38. The Interview Test for Discrimination in Hiring 1. 2. 3. Candidate was qualified for the job but not hired Person selected was no better qualified than the applicant Person selected lacked the distinguishing Code related features of the applicant Kartuzova v. HMA Pharmacy Ltd., 2012 HRTO 328
  39. 39. The Interview Damages Summary • • • Damages ranged from $1,500.00 to $5,000.00 for discrimination during an interview, plus loss of wages in some cases Family status a common category Higher damages up to $15,000.00 for sexual harassment
  40. 40. The Interview Objective Measures • • • • Incorporate objective measures Standard questions and criteria for all applicants Scoring on qualifications, experience and responses Take notes
  41. 41. The Interview Shake Up The Interview • Change up the way standard interview questions are asked • Ask probing questions • Energize, confuse, comfort and confront applicants C. Smith and C. Stephenson, Arryve, Harvard Law Review
  42. 42. The Interview Attracting the Right Employees • Be honest • Be clear • Set out long-term expectations and goals
  43. 43. References • How well do you really know the candidate? Tips • Obtain the consent of the candidate • Contact 2 to 3 references • At least one from the most recent employer
  44. 44. References Questions • • • • Title or position Length of employment Duties and responsibilities Qualifications
  45. 45. References • Instead of asking whether the candidate was fired, you can ask: – Why did candidate leave? – Would you hire candidate again?
  46. 46. References • Ask how was the candidate’s: – Communication skills – Time management – Organizational skills – Ability to work independently – Problem solving – Productivity – Quality of work – Enthusiasm and personal contribution
  47. 47. The Offer Letter Benefits of an Offer Letter • Confirms expectations • Outcome of negotiations • Legal protection for the company
  48. 48. The Offer Letter Conditional Offer of Employment • Used when requesting sensitive information • Examples: driver’s license, educational credentials, police record checks, proof of Canadian citizenship or ability to work in Canada  May have duty to accommodate if disability disclosed
  49. 49. The Offer Letter Conditional Offer of Employment • Physical fitness testing • Medical tests • Psychological or personality profile tests
  50. 50. The Offer Letter Essential Clauses • • • • • • Position and compensation Job duties Benefits Probationary period Termination / Resignation Confidentiality
  51. 51. The Offer Letter Optional Clauses • • • • Bonuses and commissions Non-solicitation Temporary layoff Business expenses
  52. 52. The Offer Letter Clauses to Leave Out • Content that can be covered by policy or employee handbook • Topics covered under the Employment Standards Act • Non-competition clause
  53. 53. The Offer Letter Signing the Offer of Employment • All terms in one document • Provide to employee in advance of start date • Offer must be signed and returned prior to start date
  54. 54. any questions

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