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QQuuoorruumm UUnniitteedd 
HHRR LLeeaaddeerrsshhiipp 22000033 NNaattiioonnaall 
CCoonnffeerreennccee 
Identity Management ...
We have people initiatives iinn ppllaaccee ssoo wwhhyy tthhee 
nneeeedd ttoo ccoonnssiiddeerr iiddeennttiittyy aanndd oorr...
Several factors motivate ccoommppaanniieess wwoorrllddwwiiddee 
ttoo rree--eevvaalluuaattee nnoott oonnllyy tthheeiirr cco...
PPrreesseennttaattiioonn oobbjjeeccttiivveess 
 To introduce an expanded concept and business rationale 
for the descript...
WWhhaatt iiss ccuullttuurree?? 
““hhooww tthhiinnggss aarree ddoonnee aarroouunndd hheerree”” 
((OOuucchhii && JJoohhnnsso...
The Strategic Fundamentals 
VISION (our aspirations, strategic intentions) 
MISSION (our purpose) 
VALUES & behaviours 
ST...
What is an oorrggaanniissaattiioonnaall iiddeennttiittyy?? 
AAbbssoolluuttee ssaammeenneessss 
vv’’ss 
aann oorrggaanniiss...
Is there any true link bbeettwweeeenn ppeeooppllee aanndd 
pprrooffiittss ddeeffiinneedd iinn tthhee lliitteerraattuurree?...
EEccoonnoommiicc PPeerrffoorrmmaannccee 
Over 11 years - 1977 - 
1988 
Culture 
Strong Weak 
Revenue 682% 166% 
Workforce ...
Performance EEnnhhaanncciinngg CCuullttuurreess 
Top Management Action 
• Commitment to adaptive values 
• Communicate end...
SSttuuddyy 22:: WWaattssoonn WWyyaatttt’’ss HHuummaann CCaappiittaall IInnddeexx® AAssiiaa--PPaacciiffiicc 22000022 
7788....
SSttuuddyy 33:: Hewitt Employers of Choice 
better 3 to 5 year growth in revenues & profits and typically 
outperform othe...
Some observations ttoo nnoottee aaccrroossss eemmppllooyyeerrss 
ooff cchhooiiccee 
 Observation #1: 
 In response to pr...
Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd)) 
 Observation #2: 
 Being a worthy organisation is very important. This i...
Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd)) 
 Observation #3: 
 Being known and recognised both as a leader in the 
m...
Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd)) 
 Observation #4: 
 Although practices differ, most customise their recru...
Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd)) 
 Observation #5: 
 Specifically, companies target key areas believing a ...
Employment Branding and the emerging trends in Australia 
Along generational lines e.g X = Learning & mentoring 
 Grad...
Marketing & BBrraanndd IIddeennttiittyy 
NNaammee LLooggoo SSllooggaann LLooccaattiioonn 
Quorum United Presentation Decem...
The architecture of BBrraanndd & OOrrggaanniissaattiioonnaall 
IIddeennttiittyy 
CCoorrppoorraattee VVaalluueess 
&& 
BBrr...
What is your identity & ooffffeerr ttoo eemmppllooyyeeeess?? 
FFeeaattuurreess ooff tthhee jjoobb 
BBeenneeffiittss ooff w...
Building yyoouurr bblluueepprriinntt 
LLooccaattiioonn 
LLiiffeessttyyllee 
““WWoorrkk ttoo lliivvee 
&& ggrrooww”” 
MMeen...
A Framework for bbuuiillddiinngg OOrrggaanniissaattiioonnaall 
IIddeennttiittyy 
 Seven steps to building, implementing &...
A Framework for bbuuiillddiinngg OOrrggaanniissaattiioonnaall 
IIddeennttiittyy ((ccoonntt’’dd)) 
 Seven steps to buildin...
Recruitment as part of a Wholesale Retention 
Strategy and Employment Brand Position 
“small - company environment/big-com...
An Example ooff EEmmppllooyyeerr BBrraannddiinngg SSCC JJoohhnnssoonn 
PPeeooppllee PPrrooggrraammss -- 55 aarreeaass ooff...
EEmmppllooyyeerr BBrraannddiinngg PPrroocceessss 
IIddeeaattiioonn 
External market research ranked: 
Flexible hours (4t...
EEmmppllooyyeerr BBrraannddiinngg PPrroocceessss 
MMeeaassuurreemmeenntt 
Consumption models 
Employee Opinion Surveys 
...
AAnndd tthhee ppaayyooffff?? 
 SC Johnson: 
 Work Life Balance ratings 76% v’s 65% BE 
 Benefits meet needs ratings 75%...
Other evidence ooff aaddddiittiioonnaall ppaayyooffffss?? 
 Corporate Executive Board Study June, 2003: 
 Consistent and...
QQuueessttiioonnss 
Quorum United Presentation December, 2003
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Identity Management and the Australian Organisation

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Identity Management and the Australian Organisation

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Identity Management and the Australian Organisation

  1. 1. QQuuoorruumm UUnniitteedd HHRR LLeeaaddeerrsshhiipp 22000033 NNaattiioonnaall CCoonnffeerreennccee Identity Management and the Australian Organisation KKaarreenn vvaann DDrruutteenn TThhee MMeennzziieess HHootteell 22nndd DDeecceemmbbeerr,, 22000033 Quorum United Presentation December, 2003
  2. 2. We have people initiatives iinn ppllaaccee ssoo wwhhyy tthhee nneeeedd ttoo ccoonnssiiddeerr iiddeennttiittyy aanndd oorrggaanniissaattiioonnaall ccuullttuurree?? Quorum United Presentation December, 2003
  3. 3. Several factors motivate ccoommppaanniieess wwoorrllddwwiiddee ttoo rree--eevvaalluuaattee nnoott oonnllyy tthheeiirr ccoommppaanniieess’’ oorrggaanniissaattiioonnaall pprraaccttiicceess bbuutt aallssoo iiddeennttiittyy mmaannaaggeemmeenntt:: 1. The need to articulate an employment offer to distinguish themselves in the marketplace to both attract & retain critically-skilled individuals 2. To attract potential employees who have the ideal “fit” with their culture to increase the likelihood of both performance & retention 3. To target specific workforce groups e.g. along generational lines 4. Overseas trends in employment branding which have provided a competitive edge Quorum United Presentation December, 2003
  4. 4. PPrreesseennttaattiioonn oobbjjeeccttiivveess  To introduce an expanded concept and business rationale for the description “Organisational Identity”  Frameworks for managing identity and ensuring a performance enhancing culture.  What do some organisations do to make a difference to their businesses?  To use some of the concepts to test the rigour of your organisation’s current identity management Quorum United Presentation December, 2003
  5. 5. WWhhaatt iiss ccuullttuurree?? ““hhooww tthhiinnggss aarree ddoonnee aarroouunndd hheerree”” ((OOuucchhii && JJoohhnnssoonn,, 11997788)) “the set of beliefs, values & behaviour patterns that characterise an organisation” (Fleming, 1994) and more recent research suggests DDeevveellooppmmeenntt ooff aa ccoorrppoorraattee ccuullttuurree iiss nnooww bbeelliieevveedd ttoo bbee aann aaccttiivvee pprroocceessss wwhheerreebbyy HHRR pprrooffeessssiioonnaallss ccaann aassssiisstt iinn ddeetteerrmmiinniinngg tthhee ccuullttuurree(Melvin, 2000) and hence the personality of the organisation and how it can best be influenced to improve performance Quorum United Presentation December, 2003
  6. 6. The Strategic Fundamentals VISION (our aspirations, strategic intentions) MISSION (our purpose) VALUES & behaviours STRATEGY (how we will achieve our goals) ((RR..RR.. CCoolllliinnss 11999955)) requires commitment and actions that achieve results Primary Influence Mechanisms STRUCTURE LEADERSHIP CULTURE Goals, Plans, Policies, Brings the Budgets, I.T.Systems, Job documentation descriptions, Tangible alive rewards Patterns in behaviour Icons rituals, stories, ceremonies, Beliefs Quorum United Presentation December, 2003
  7. 7. What is an oorrggaanniissaattiioonnaall iiddeennttiittyy?? AAbbssoolluuttee ssaammeenneessss vv’’ss aann oorrggaanniissaattiioonnaall ppeerrssoonnaalliittyy Quorum United Presentation December, 2003
  8. 8. Is there any true link bbeettwweeeenn ppeeooppllee aanndd pprrooffiittss ddeeffiinneedd iinn tthhee lliitteerraattuurree??  Focus on all stakeholders and leadership delivers higher net income, revenue, employment & stock price growth, (Kotter and Heskett 1988)  Organisations with strong performance-oriented cultures witness far better financial growth (HBS, 2003)  Five human resource practices including climate & rewards delivering 20% more chance of survival (Welbourne and Andrews 1988)  High performance work practices deliver 14% market value premium (Huselid 1995, Huselid and Becker 1997)  Workers placed in the center of core strategy produce more jobs and higher long-term returns (Bilmes, Wetzker and Xhonneux 1997) Quorum United Presentation December, 2003
  9. 9. EEccoonnoommiicc PPeerrffoorrmmaannccee Over 11 years - 1977 - 1988 Culture Strong Weak Revenue 682% 166% Workforce Growth 282% 36% Share Price 901% 74% Net Income 756% 1% John P. Kotter 1992 (Study of 171 Corporate Firms) Quorum United Presentation December, 2003
  10. 10. Performance EEnnhhaanncciinngg CCuullttuurreess Top Management Action • Commitment to adaptive values • Communicate endlessly • Consistency • Don’t allow “new/other” • Arrogance in others • Egos under control Corporate Culture  Values  Value leadership  Value key constituencies  Behaviour  Change practices to “fit” business  Engage in modern business practices } Managers Core Other Quorum United Presentation December, 2003
  11. 11. SSttuuddyy 22:: WWaattssoonn WWyyaatttt’’ss HHuummaann CCaappiittaall IInnddeexx® AAssiiaa--PPaacciiffiicc 22000022 7788..77%% SShhaarreehhoollddeerr vvaalluuee aadddd aanndd ssuuppeerriioorr rreettuurrnnss lliinnkkeedd ttoo ggoooodd ppeeooppllee mmaannaaggeemmeenntt aaccrroossss 4411 ssppeecciiffiicc ppeeooppllee pprraaccttiicceess  31.5% HR function effectiveness  21.5% Collegial, flexible, customer-focused workplace  17.7% Clear total rewards and accountability  5.4% Recruiting & retention excellence  2.6% Communications Integrity  -11.2% Training unintelligently  - 3.2% Investment in HR technologies  - 0.3% Not adjusting headcount with the times  -0.3% Multi-source feedback Quorum United Presentation December, 2003
  12. 12. SSttuuddyy 33:: Hewitt Employers of Choice better 3 to 5 year growth in revenues & profits and typically outperform other companies in industry sector, attract more employees & have lower turnover What makes a Best Employer? 1. People Leadership – leaders are trusted, communicate more and are more passionate about their employees 2. Compelling Employment Offer – have a higher purpose & offer a different work experience 3. Accelerated Development – invest more in L&D for employees 4. Culture & Values – fun & celebration, employee recognition & performance management Quorum United Presentation December, 2003
  13. 13. Some observations ttoo nnoottee aaccrroossss eemmppllooyyeerrss ooff cchhooiiccee  Observation #1:  In response to pressures to secure staff, companies leverage their corporate reputations and people practices to become “employers of choice”. The decision to become one is a strategic commitment that, at its core, requires long-term investment in people as valuable assets “achieving this distinction takes more than words in a press release or mission statement. Pretenders are soon found out and not soon forgiven” (Katz & Miller “Viewpoint”, HR Today, May 1997) Quorum United Presentation December, 2003
  14. 14. Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd))  Observation #2:  Being a worthy organisation is very important. This is reflected in terms of policies and practices that support people in doing their best work and developing to their fullest potential, both professionally and personally Quorum United Presentation December, 2003
  15. 15. Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd))  Observation #3:  Being known and recognised both as a leader in the marketplace, and as a leader in creating an environment that enables all people to succeed, is a standout feature. Quorum United Presentation December, 2003
  16. 16. Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd))  Observation #4:  Although practices differ, most customise their recruitment and retention tactics to meet the demands of their business and local labour dynamics Quorum United Presentation December, 2003
  17. 17. Some oobbsseerrvvaattiioonnss ((ccoonntt’’dd))  Observation #5:  Specifically, companies target key areas believing a particular issue to be very important or a significant factor in enabling a company to become an employer of choice e.g. *career development *compensation *reputation in the community *corporate culture *management style and leadership *work-family programs *performance and profitability *employee communications *diversity education Quorum United Presentation December, 2003
  18. 18. Employment Branding and the emerging trends in Australia Along generational lines e.g X = Learning & mentoring  Graduate recruitment on campus  To reposition “old” industries Tailored collateral with brand image and values Quorum United Presentation December, 2003
  19. 19. Marketing & BBrraanndd IIddeennttiittyy NNaammee LLooggoo SSllooggaann LLooccaattiioonn Quorum United Presentation December, 2003
  20. 20. The architecture of BBrraanndd & OOrrggaanniissaattiioonnaall IIddeennttiittyy CCoorrppoorraattee VVaalluueess && BBrraanndd EEsssseennccee PPooiinnttss ooff pprrooooff TThhee OOffffeerr IIddeennttiittyy PPeerrssoonnaalliittyy SSBBUU rroolleess Quorum United Presentation December, 2003
  21. 21. What is your identity & ooffffeerr ttoo eemmppllooyyeeeess?? FFeeaattuurreess ooff tthhee jjoobb BBeenneeffiittss ooff wwoorrkkiinngg ffoorr ZZZZZZ CCoo.. CCoorree BBeenneeffiitt Quorum United Presentation December, 2003
  22. 22. Building yyoouurr bblluueepprriinntt LLooccaattiioonn LLiiffeessttyyllee ““WWoorrkk ttoo lliivvee && ggrrooww”” MMeennttoorriinngg PPeerrssoonnaall DDeevveellooppmmeenntt SSaallaarryy ppaacckkaaggee CCoommmmuunniittyy CChhaarriittyy rruunn && llooccaall ccoommmmuunniittyy pprroojjeeccttss SSppoorrttss tteeaammss DDeevveellooppmmeenntt PPllaannss JJoobb rroottaattiioonn && ssttrreettcchh aassssiiggnnmmeennttss Quorum United Presentation December, 2003
  23. 23. A Framework for bbuuiillddiinngg OOrrggaanniissaattiioonnaall IIddeennttiittyy  Seven steps to building, implementing & sustaining brand success:  Step 1 Identify brand drivers irrespective of the campaign adopted ( e.g. to present a unified image, to become an EOC)  SStteepp 22 Gain sponsorship and commitment (e.g. business case)  SStteepp 33 Dedicate resources (e.g. marketing support, cross functional project team)  SStteepp 44 Develop a branding strategy (either internal resources or external agencies) Quorum United Presentation December, 2003
  24. 24. A Framework for bbuuiillddiinngg OOrrggaanniissaattiioonnaall IIddeennttiittyy ((ccoonntt’’dd))  Seven steps to building, implementing & sustaining brand success:  Step 5 Obtain internal stakeholder buy-in, communicate and roll-out the new employment brand ensuring consistency of the tag lines ( e.g. leadership buy-in through presentations, internal marketing/launch, external promotional collateral or website )  SStteepp 66 Measurement (e.g. number of applications, job offer declines)  SStteepp 77 Evaluation (e.g. focus groups, customising for different groups) Quorum United Presentation December, 2003
  25. 25. Recruitment as part of a Wholesale Retention Strategy and Employment Brand Position “small - company environment/big-company impact” “Our decentralised environment provides the means for us to offer you the small-company environment and culture that’s so inviting to work in, along with the big-company opportunities for career development, advancement and impact.” “Our People are our Greatest Asset.” Microsoft merged its employment brand into the total brand proposition, sending a message to potential employees that Microsoft values people and intellectual capital. Quorum United Presentation December, 2003
  26. 26. An Example ooff EEmmppllooyyeerr BBrraannddiinngg SSCC JJoohhnnssoonn PPeeooppllee PPrrooggrraammss -- 55 aarreeaass ooff uunniiqquueenneessss  people leadership,  career development,  accelerated development (training),  employee recognition  work/life balance Quorum United Presentation December, 2003
  27. 27. EEmmppllooyyeerr BBrraannddiinngg PPrroocceessss IIddeeaattiioonn External market research ranked: Flexible hours (4th) Balance with personal life (5th) Describes ‘A family company’ Flexible hours (1st) Balance with personal life (2nd) Quorum United Presentation December, 2003
  28. 28. EEmmppllooyyeerr BBrraannddiinngg PPrroocceessss MMeeaassuurreemmeenntt Consumption models Employee Opinion Surveys Brand equity (internal/external) Leadership Employee retention in $ People ROI Quorum United Presentation December, 2003
  29. 29. AAnndd tthhee ppaayyooffff??  SC Johnson:  Work Life Balance ratings 76% v’s 65% BE  Benefits meet needs ratings 75% v’s 70% BE  Reduction in voluntary turnover  Attraction of younger employees  Awards e.g. Best Employers 2002 & HR Magazine 2003  Gap is narrowing & practices are targeted Quorum United Presentation December, 2003
  30. 30. Other evidence ooff aaddddiittiioonnaall ppaayyooffffss??  Corporate Executive Board Study June, 2003:  Consistent and unified company image  Increase in the number of hits to job website & online applications  Increase in the number of applicant submissions & in self-selection & retention  Recognition of one brand  Reduction in disconnect between candidates & company image  Reduction in recruitment & advertising costs  Shorter time to fill  Time savings on the part of recruiters  Reduced dependence on search agencies  Recognition awards Quorum United Presentation December, 2003
  31. 31. QQuueessttiioonnss Quorum United Presentation December, 2003

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