CEB_Branding For Influence_Oct 14

1. CEB Recruiting Leadership Council Branding for Influence Keynote on Employment Branding 2014

2. A FRAMEWORK FOR MEMBER CONVERSATIONS The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged. CONFIDENTIALITY AND INTELLECTUAL PROPERTY These materials have been prepared by CEB for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced. LEGAL CAVEAT CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.

3. iii © 2014 CEB. All rights reserved. RR9635214SYN Moving from Appeal to Influence p. 1 Focus Branding on Critical Talent p. 12 Create Messages That Consult p. 17 Build a Network of Brand Influencers p. 25 CONTENTS

4. iv AGENDA Objectives In this session, you will learn how to: ■■ Articulate the transition organizations need to make today from branding for appeal to branding for influence ■■ Shift from targeting a wider array of talent segments to customizing more deeply to your most important talent segments. ■■ Use messages that challenge applicants’ thinking, rather than highlight the organization’s selling points. ■■ Focus less on managing a channel strategy and more on managing internal and external influencers. © 2014 CEB. All rights reserved. RR9635214SYN Timing Moving from Appeal to Influence . 10 minutes Focus Branding on Critical Talent . 10 minutes Create Messages that Consult . 10 minutes Build a Network of Brand Influencers . 10 minutes Q&A . 10 minutes Contact If you’ would like more informaiton on how you can Brand for Influence within your organisation, please contact: Mitchell Wong T: 61-2-9321-7588 E: mwong@executiveboard.com , Credit This program, 202527, has been approved for one (General) recertification credit hours toward PHR, SPHR and GPHR recertification through the HR Certification Institute. Please be sure to note the program ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute Website at www.hrci.org. Credit is only available for members joining us live.

5. v WELCOME TO WHAT THE BEST COMPANIES DO © 2014 CEB. All rights reserved. RR9635214SYN 2014 Employment Branding Survey Partial List of Participants CEB Recruiting Leadership Council Employment Branding Topic Support Center

7. In the past three years, HIGHER APPLICANT VOLUME, POOR QUALITY APPLICANTS applicant volume has risen by 33%, while applicant quality remains low. 2 © 2014 CEB. All rights reserved. RR9635214SYN Poor quality applicants lead to… …poor quality of shortlist …low quality of hire …more new hire turnover …reduced new hire productivity …lower business unit profitability Trend in Application Volume Median Number of Applicants per Open Position Average Quality of Applicant Pool Percentage of Applicants for a Given Position Who Are Considered High-Quality (Likely to Become High-Performing Employees) by the Recruiter 30 40 2011 2014 n = 572 (2011); 977 (2014). Source: CEB 2011 Candidate Rules of Engagement Survey; CEB 2014 Employment Branding Effectiveness Survey. Source: CEB 2014 Employment Branding Effectiveness Survey. 28% High-Quality Applicants The Corporate Brand Effect Organizations with well-known corporate brands have 43% higher application volume than those with lesser-known brands, but applicant quality is virtually identical. Source: CEB 2014 Employment Branding Effectiveness Survey.

8. 3 Organizations are under NEW TALENT NEEDS DRIVE BRANDING URGENCY increasing pressure to attract new types of talent, and employment brands are struggling to keep up. ■■ As organizations globalize at an unprecedented rate, they enter labor markets where they are unknown or perceived differently than in core markets. ■■ As more organizations diversify their products and services, Recruiting must hire people with skills their brands were never meant to attract. ■■ Even when talent needs are not changing, Recruiting must still evolve its employment brand to attract new generations or people who can help drive a culture change. © 2014 CEB. All rights reserved. RR9635214SYN New Types of Talent Needed Employment Branding Challenge New Locations New Skills New Generations New Mindsets Percentage of Recruiters Attracting Candidates in New or Different Labor Markets Compared to Three Years Ago Projected Percentage Growth in US Employment, 2008–2018 Occupations 19% Percentage of Organizations Forecasting an Increase in Hiring Volume from Universities “ Most of our workforce will retire soon, 49% 66% Percentage of Organizations Undergoing a Cultural Shift “ Our business has been underperforming for years, and the brand is a big driver of our shift to a culture of innovation.” Head of Recruiting, Technology 36% n = 90. Source: CEB 2014 Employment Branding Effectiveness Survey; CEB analysis. but millennials don’t know who we are.” Head of Recruiting, Insurance 2011 2014 n=45 (2011); 47 (2014). Source: CEB analysis; CEB 2011 Recruiting Forecast Survey; CEB 2014 Recruiting Forecast Survey. “ The talent we need for our biggest growth area isn’t attracted to our corporate brand.” Employment Branding Director, Consumer Products All Occupations STEMa 10% Source: Robert D. Atkinson and Merrilea Mayo, “Refueling the U.S. Innovation Economy,” The Information Technology & Innovation Foundation, December 2010. a STEM stands for science, technology, engineering, and mathematics. “ Since our business is still emerging in India, it is hard to find candidates who are proud to work here.” Employment Brand Manager, Retail 67% n = 1,044. Source: CEB analysis; CEB 2014 Employment Branding Effectiveness Survey.

9. 4 © 2014 CEB. All rights reserved. RR9635214SYN YOUR CURRENT GOAL: A MORE APPEALING BRAND Elements of Today’s Typical Employment Branding Approach Most organizations focus employment branding efforts on becoming better known as a great place to work. ■■ Many organizations have applied marketing principles to their employment brands to be as appealing as possible. ■■ The typical organization creates a core brand with universally appealing messages that sell the most compelling aspects of the organization, and communicates those messages through the most popular channels. ■■ Taken together, these elements lead to a “branding for appeal” strategy. Core Brand Focus Messages That Sell Channel-Driven Outreach Core Brand Customized Brands “See our career opportunities.” “Be challenged every day.” “Our culture is very collaborative.” Choosing the appropriate overall brand theme is rated the #1 most important branding activity by recruiting and employment branding leaders. The average organization expects to increase usage of 6 different brand channels this year alone. 64% of organizations focus their brand messages on positive aspects of the organization’s EVP.a Branding for Appeal Promoting the organization as a great place to work Employment Brand: The perceptions that the labor market has about an organization as an employer Employment Branding: The efforts undertaken by employers to manage labor market perceptions of the organization n = 74 (Core Brand Focus); 1,044 Recruiters (Messages That Sell); 31 (Channel-Driven Outreach). Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2014 Recruiting Forecast Survey. a Sixty-four percent includes respondents who strongly disagreed, disagreed, or somewhat disagreed that their employment branding messages emphasized the negative aspects of working at their organizations.

10. 5 2014 EMPLOYMENT BRANDING SURVEY Organization Survey Objective: to assess the impact of branding activities on quality of applicant pool ■■ 80+ recruiting and branding executives and thought leaders ■■ 2,000 recruiting staff ■■ 100+ organizations globally © 2014 CEB. All rights reserved. RR9635214SYN Labor Market Survey Objective: to assess the impact of branding activities on high-quality and low-quality potential applicants’ likelihood to apply. ■■ 4,700 passive and active labor market participants ■■ 15 countries globally Participating Organizations Partial List

11. 6 © 2014 CEB. All rights reserved. RR9635214SYN BRANDING FOR APPEAL ADDS TO INFORMATION OVERLOAD How Applicants Learn About Employers Today Relative Influence of Information on Applicants’ Decision to Applya In today’s information-rich labor market, appealing employment branding adds to the amount of unhelpful information applicants receive. ■■ Potential applicants have access to an unprecedented amount of information to inform application decisions. ■■ When applicants look to organizational communications to decide where to apply, appealing branding tells them that many organizations are great places to work. 80% Information from Other Sources Rise in Amount of (Low Quality) Information from Other Sources 20% Organizational Communications Impact When Organizational Communications Brand for Appeal Core Brand Focus Universally appealing branding themes go unnoticed when experienced en masse. Messages That Sell Similar selling points across employers make them indistinguishable from each other. Channel-Driven Outreach Broader presence multiplies the same unhelpful information for applicants to consider. 130% Growth in number of contacts available to the average applicant since 2006 35x Growth of LinkedIn users since 2006 22x Growth in Glassdoor membership since 2011 45% Employees who admit to being less than honest when telling friends and family what it is like to work at their organization n = 708 (Top); 5,410 (Honesty). Source: CEB Q3 2013 Global Labor Market Survey; R. Dunbar, “The Social Brain Hypothesis,” ; Stephen Wolfram, “Data Science of the Facebook World,” 24 April 2013, http://blog. stephenwolfram.com/2013/04/data-science-of-the-facebook-world/; LinkedIn, http://www.linkedin.com; Glassdoor, http://www.glassdoor.com; CEB Q4 2013 Global Labor Market Survey. a Organizational communications includes the organization’s careers website, social media presence, and job postings. Information from other sources includes friends and family, current and former employees, news stories, etc.

12. 7 © 2014 CEB. All rights reserved. RR9635214SYN MORE INFORMATION MORE INFORMED Applicant Uncertainty About Where to Apply More Skepticism Applicants struggle to make the right decisions based on the information available to them about and from potential employers. ■■ Applicants are more skeptical about the appealing things employers say about themselves and consequently less confident in where they should apply. ■■ Applicants in high-demand segments are even more skeptical of employers, yet they are more likely to know which employers to consider, suggesting they are being heavily targeted. “Compared to three years ago, I am more skeptical of what employers say about themselves.” Less Confidence “If I wanted to leave my current employer, I know which other employers I would consider applying to.” 61% Agree or Strongly Agree 31% Agree or Strongly Agree n = 4,663. Source: CEB 2014 Employment Branding Effectiveness Survey. a STEM stands for science, technology, engineering, and mathematics. n = 5,412. Source: CEB Q4 2013 Global Labor Market Survey. b STEM stands for science, technology, engineering, and mathematics. ■■ Applicants in Emerging Markets: 66% ■■ STEMa Talent: 61% ■■ Millennials: 65% ■■ Applicants in Emerging Markets: 43% ■■ STEMb Talent: 31% ■■ Millennials: 35%

13. 8 © 2014 CEB. All rights reserved. RR9635214SYN PERSUADE THE BEST, DEFLECT THE REST Strategic Employment Branding Shift Required Today Branding for influence gives applicants the trusted guidance they need in today’s information-rich labor market. Branding for Appeal Promoting the organization as a great place to work Branding for Influence Guiding potential applicants to make better decisions about whether to apply Key Trade-Offs of a Branding for Influence Strategy Influential Brands Help Applicants Make Better Decisions By… Awareness of the Employer Attention to the Employer Perception of the Employer Consideration of the Employer Application Submission …focusing their attention, rather than increasing awareness, in an environment in which it is easy to identify potential employers. …driving consideration of fit instead of improving perceptions, because employers want the highest quality candidates to apply while dissuading poor-quality candidates. Source: CEB analysis.

14. 9 THREE STEPS TO BRANDING FOR INFLUENCE Branding for Appeal Promoting the organization as a great place to work Branding for Influence Guiding potential applicants to make better decisions about whether to apply © 2014 CEB. All rights reserved. RR9635214SYN 1 Customized Brands Focus 2 Messages That Consult 3 Messenger-Driven Outreach Customized Brands “Check out this company that I didn’t know hires for…” “Your work helps achieve our mission by…” “Given your interests, I think the right job for you will be…” Source: CEB analysis. Core Brand Focus Messages That Sell Channel-Driven Outreach Customized Brands “See our career opportunities.” “Be challenged every day.” “Our culture is very collaborative.”

15. 1. Branding for Appeal 2. Branding for Influence 10 ©© 22001144 CCEEBB. . AAlll rriigghhttss rreesseerrvveedd. . RRRR99613952271144SSYYNN LARGE POTENTIAL IMPACT OF INFLUENTIAL BRANDING Quality of Applicant Pool, by Organizationa In Ascending Order 70% 70 43% 40 28% 24% 10% 10 Shifting from appealing branding to influential branding brings you almost four-times more improvement in applicant quality than you receive by moving from unmanaged to appealing branding. ■■ An average of 43% of applicants are high-quality at organizations that brand for influence, compared to just 28% at organizations that brand for appeal and 24% at organizations that do not manage their brands. Quality of Applicant Pool On average, branding for appeal increases applicant quality only slightly, from 24% to 28%. Branding for influence drives a much bigger increase in applicant quality, to 43% on average. n = 1,044 Recruiters. Source: CEB 2014 Employment Branding Effectiveness Survey. a The percentage of applicants for a given position who are considered high-quality (likely to become high-performing employees) by the recruiter. Average Organization with an Influential Brand How to Read This Chart The blue line represents each of the 100+ organizations we surveyed, ordered from left to right based on its average quality of applicant pool. The three labels along the bottom represent the average organization that does not manage its brand, the one that brands for appeal, and the one that brands for influence, respectively. Average Organization with an Unmanaged Brand Average Organization with an Appealing Brand 2 1

16. The downstream and BUSINESS IMPLICATIONS OF BRANDING FOR INFLUENCE monetary returns from branding for influence are significant. 11 ■■ By moving from branding for appeal to branding for influence, the percentage of your applicants who are high-quality can increase by 54% (from 28% of applicants being high-quality to 43% being high-quality). ■■ This increase in applicant quality translates to 22% higher quality of shortlist and 9% higher quality of hire, holding everything else constant. ■■ Higher quality hires are higher performing and less likely to leave, leading to returns in terms of business unit profitability and turnover cost savings, which reach the millions at a typical organization. © 2014 CEB. All rights reserved. RR9635214SYN By Shifting from Branding for Appeal to Branding for Influence, the Typical Organization Can See… 54% Greater quality of applicant poola from a 3% average increase in branding costsb 22% Higher quality of shortlistc 9% Higher quality of hired More high-performing new hires 2.5x US$2.7 million 23% US$1.4 Lower new hire turnover Increased business unit profitability million Turnover cost savings Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2013 Selection Effectiveness Diagnostic; CEB 2012 Global Recruiting Effectiveness Survey; CEB analysis. a The percentage of applicants for a given position who are considered high-quality (likely to become high performing employees) by the recruiter. b Organizations with influential brands spend an average of USD $1,509,211 annually, whereas organizations with appealing brands spend an average of USD $1,467,725. c Quality of shortlist is measured based on hiring managers’ responses to the following question: Thinking of the most recent position that you filled, on a scale from 1 to 10 (10 being best), how would you rate the quality of the candidates you interviewed? d Quality of hire is defined as the new hire’s current and likely future effectiveness at completing his or her individual tasks, contributing to others’ performance, and using others’ contributions to improve his or her own performance. See the Appendix for more detail on CEB’s quality of hire definition. Note: See the Appendix for details regarding all calculations.

18. 13 © 2014 CEB. All rights reserved. RR9635214SYN DEEPER CUSTOMIZATION NEEDED TO INFLUENCE Applicant Perception of Brand Influencea by Degree of Brand Customization Deeper customization of branding to each talent segment is needed to influence better applicant decisions. ■■ Surface-level branding customization is insufficient to help applicants make better decisions about where to apply. ■■ Potential applicants need to experience deeply customized employment branding that is clearly related to their background, skills, and values. 100 Applicant Perception of Brand Influence Surface-Level Customization Deep Customization Degree of Brand Customization 50 0 Less customized employment branding recycles standard branding initiatives across the organization. Sample Initiatives: ■■ Dialing up messages from the core brand that align with each segment’s EVP preferences ■■ Pushing out segment-specific content to central career channels ■■ Including profiles of employees from different talent segments on the central careers website More deeply customized employment branding engages each talent segment with relevant details about the employment experience. Sample Initiatives: ■■ Crafting new messages and content that reflects each segment’s work experience ■■ Creating targeted microsites and social media profiles that align with segment-specific channel usage ■■ Training different employees from within each talent segment to champion the employment brand n = 3,772. Source: CEB analysis; CEB 2014 Employment Branding Effectiveness Survey. a Applicant perception of brand influence is a measure of the extent to which applicants agreed that the information they learned prior to applying to an organization helped them decide whether or not they would succeed there.

19. Brand Portfolio When Branding for Appeal Brand Portfolio When Branding for Influence 14 Instead of spreading CUSTOMIZE MORE DEEPLY TO THE CRITICAL FEW resources thinly over many talent segments, focus brand customization on sub-brands for critical talent segments. ■■ Most organizations focus their brand portfolio on identifying core brand themes, then lightly segmenting for different levels, roles, geographies, and/or business units. ■■ To influence potential applicants, reorient your brand portfolio to focus on sub-brands for critical talent segments. ■■ Organizations that customize their brands for critical talent segments see higher quality applicants in those segments, without affecting applicant quality for other segments. Critical Talent Defined: Critical talent are segments identified as key to business performance outcomes and hard to fill. Critical talent can be talent within a specific region, level, business unit, etc. © 2014 CEB. All rights reserved. RR9635214SYN Surface-level brand customization fails to resonate with target segments to influence them in today’s information-rich labor market. Source: CEB 2014 Employment Branding Effectiveness Survey; CEB analysis. Deep brand customization resonates with target segments to influence them in today’s information-rich labor market. Core Brand Sub- Brands by Level Sub- Brands by Role Sub- Brands by BU Sub- Brands by Geography Core Brand Sub-Brand for Critical Talent Segment 1 Sub-Brand for Critical Talent Segment 2 Deprioritize the core brand in favor of fewer, deeply customized sub-brands, creating little cost differential while maintaining baseline consistency.

20. 15 © 2014 CEB. All rights reserved. RR9635214SYN MEETING TALENT NEEDS BY MANAGING A PORTFOLIO OF CRITICAL TALENT BRANDS Thomson Reuters’ Portfolio of Critical Talent Employment Brands Instead of focusing all efforts on its core global employment brand, Thomson Reuters recognizes the need to target brand messages more intentionally at critical talent segments. ■■ Thomson Reuters creates a ‘brand blueprint’ based on core EVP messages rather than creative attributes like logos and taglines. ■■ Using the brand blueprint as a guide, Thomson Reuters creates sub-brands for target segments, rather than just ‘dialing up’ global brand attributes. ■■ Thomson Reuters determines which communication channels should carry which message by assessing the audience of the channel and the current hiring needs of the organization. 1. Create Brand Blueprint Brand Blueprint ■■ Work that matters ■■ Careers without boundaries ■■ Flexibility to perform Source: Thomson Reuters; CEB analysis. 2. Define Sub-Brands for Critical Segments Content Sales ■■ xxxxxxxx Campus ■■ xxxxxxxx ■■ xxxxxxxx Diversity ■■ Diversity ■■ xxxxxxxx ■■ xxxxxxxx Emerging Markets ■■ xxxxxxxx ■■ xxxxxxxx ■■ xxxxxxxx Technology ■■ xxxxxxxx ■■ xxxxxxxx ■■ xxxxxxxx ■■ Working on innovative products ■■ xxxxxxxx ■■ xxxxxxxx ■■ xxxxxxxx ■■ xxxxxxxx ■■ Perfecting technical expertise and skills ■■ Using tools and technology to find the right work-life balance 3. Segment Communication Messages Job Fair

21. 16 © 2014 CEB. All rights reserved. RR9635214SYN NOT JUST “DIALING UP” Thomson Reuters’ Segment-Specific Brand Creation Activities Thomson Reuters creates sub-brands for target segments, rather than just “dialing up” global brand attributes. ■■ Thomson Reuters creates segment-specific sub-brands for talent segments that drive critical business outcomes, and reviews HR strategy and workforce plans to determine them. ■■ There are six sub-brands in Thomson Reuters’ employment brand portfolio: content, sales, technology, campus, emerging markets, and diversity. Define Detail Disseminate Double Check What Thomson Reuters does Define the brand statements from the target audience’s perspective. Augment the sub-brand with additional detail where necessary. Ensure sub-brand is communicated using relevant channels. Confirm there is a clear relationship between sub-brand and brand blueprint. Why it works Using original brand blueprint as a starting point avoids unnecessary rework. Adding segment-specific detail maximizes relevance for target audience. Aligning communication channels reinforces audience perceptions of the brand. Validating the link between global brand and sub-brand maintains overall consistency. Example for Technology Candidates Work that matters: Working on innovative products Careers without boundaries: Perfecting technical expertise and skills Flexibility to perform: Using tools and technology to find the right work-life balance Technology blog includes in-depth stories and profiles of technology projects. Create technology careers app Boost mobile-friendliness of global careers site BRAND BRAND Drawbacks of Dialing up Global Attributes When organizations dial up brand attributes, they generally just insert a segment-specific word to modify the attribute (e.g. “Work that matters to technology employees”) or just emphasize the original attribute in segment-specific communications. The message is generally not specific-enough to resonate with the intended audience. Most organizations simply ‘dial up’ one or two attributes from their global brand rather than providing the definition and detail that niche, in-demand candidates want and need. Source: Thomson Reuters; CEB analysis.

23. 18 © 2014 CEB. All rights reserved. RR9635214SYN COMPETITIVE, EMOTIONAL, AND FIT-BASED MESSAGING DRIVES INFLUENCE Maximum Impact of Types of Employment Brand Messages on Quality of Applicant Poola The most influential brand messages are competitively positioned, emotionally resonant, and drive reflection about fit, but few organizations use these types of messages. ■■ Messages that are competitively positioned and emotionally resonant increase quality of applicant pool by 19%, and messages that drive reflection about fit increase quality of applicant pool by 17%. ■■ However, these are the least prevalent types of employment brand messages that organizations use. ■■ Brand messages focusing on authenticity to the employment experience and alignment with applicant preferences have limited impact on quality of applicant pool, but are the most prevalent. 0% Aligned with Applicant Preferences 8% Authentic to Employment Experience 17% Driving Reflection About Fit 19% 19% Emotionally Resonant Competitively Positioned 20% 10% 0% Percentage of Organizations Using Each Type of Message 15% 26% 26% 35% 39% n = 1,092 recruiters (Maximum Impact); 70 (Percentage of Organizations). Source: CEB 2014 Employment Branding Effectiveness Survey. a Organizations using messages that are competitively positioned, emotionally resonant, and drive self-reflection have employment brands that are 28% more influential than organizations that are not.

24. 19 In an extremely tight labor market for creative technical talent, Huddle used the acquisition of a major rival by Microsoft to brand around the advantages of working at a smaller organization. Huddle makes explicit reference to the © 2014 CEB. All rights reserved. RR9635214SYN INFLUENTIAL POSITIONING IS SOMETIMES EXPLICIT Huddle’s Direct Competitor Brand Comparison fact that its competitor has been acquired by a large organization, and the informal, playful tone helps differentiate it from the multinational. About Us Home Blogs Contact ………… CEO Blog: “The Importance of People in Companies”, 19 July The danger with moving from a small company to a large enterprise is that the fostering of ideas and nurturing of creativity often gets stifled in the workings of a larger organisation and employees become just another number on the roll call. ………… Source: http://www.huddle.com/blog/the-importance-of-people-in-companies/; CEB analysis Huddle complements its advertising boards with messages that further describe the benefits of working at a smaller rather than larger company. COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT

25. 20 © 2014 CEB. All rights reserved. RR9635214SYN POSITIONING ISN’T ALWAYS ABOUT DIFFERENCES Thomson Reuters’ Comparative Association Message in India COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT In a competitive talent market where it is relatively unknown, Thomson Reuters India makes explicit reference to companies it compares to, to help potential applicants understand its strengths. ■■ Thomson Reuters associates itself with a mix of well-known brands and industry competitors. Source: Thomson Reuters; CEB analysis. Association with well-known brands and other media and publishing companies Financial Overview We Are Bigger or More Profitable Than…

26. 21 © 2014 CEB. All rights reserved. RR9635214SYN EMOTIONAL CONNECTION REQUIRES AN ACHIEVABLE PURPOSE Johnson Johnson’s employment brand clearly communicates an achievable purpose, thereby fostering a stronger emotional connection. ■■ Johnson Johnson conveys how to achieve its purpose through its credo, which comprises simple statements written in clear language. ■■ Johnson Johnson makes the achievability of its purpose believable by personalizing it for candidates, and demonstrating how employees achieve it in their day-to-day professional lives. Employment Brand Challenges Johnson Johnson’s Solutions Desired labor market perception: “The organization has a purpose and I can contribute to it.” Show applicants how to achieve your purpose through clear communication. Johnson Johnson’s credo Make your purpose personal by showing employees achieve it. Johnson Johnson’s personalized purpose Desired reaction among high-quality applicants: “The organization has a purpose I care about, and I can contribute to it.” Source: Johnson Johnson; CEB analysis. Johnson Johnson’s New Employment Brand “Be Vital” Attributes: ■■ Applicant-centered ■■ Experience-oriented ■■ Increased focus on Credo values How do we help potential applicants understand how they can achieve the organization’s purpose? How do we enable potential applicants to believe they can achieve the organization’s purpose? COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT

27. 22 © 2014 CEB. All rights reserved. RR9635214SYN POLARIZING MESSAGES CAN MAKE FIT (VERY) CLEAR Share Email Embed Like Save Share Career “Planning” Not for Us ■ ■Formalized don’t try development to do it is rarely effective, and we ■ ■e.g., Mentor multi-year career assignment, paths, etc. rotation around a firm, Share Email Embed Like Save Share 22 126 22 Netflix’s Polarizing Culture Statements Share Email Embed Like Save Share Our High Performance Culture Not Right for Everyone ■■ Many people love our culture, and stay a long time –– They thrive on excellence and candor and change –– They would be disappointed if given a severance package, but lots of mutual warmth and respect ■■ Some people, however, value job security and stability over performance, and don’t like our culture –– They feel fearful at Netflix –– They are sometimes bitter if let go, and feel we are a political place to work ■■ We’re getting better at attracting only the former, and helping the latter realize we are not right for them COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT Netflix publishes messages about organizational culture that will appeal to some candidates and dissuade others. ■■ Polarizing messages are more effective than broadly positive or appealing messages in helping applicants consider their fit with the organization. Sample Online Responses from Potential Candidates “I’m a Health and Safety Advisor within Local Government (UK). Those first few slides have stirred something in me and I’ve never wanted to work somewhere as much as I do at Netflix!” “Having read this, I wouldn’t want to work at Netflix though I’m a high-performer.” Source: http://hbr.org/2014/01/how-netflix-reinvented-hr/ar/1; CEB analysis. 38 126 38 Unlike Many Companies, We Practice: ■■ Adequate performance gets a generous severance package 22 126 22

28. 23 © 2014 CEB. All rights reserved. RR9635214SYN FIT CAN BE WITH, AND WITHIN, YOUR ORGANIZATION Goldman Sachs’s Career Quiz Goldman Sachs’ short pre-application diagnostic helps potential applicants consider where they will best fit within the organization. ■■ Potential applicants respond to a series of short questions about what types of projects or activities they would like to work on. ■■ The diagnostic uses the answers to inform potential applicants about which types of roles at Goldman Sachs would be best for them. ■■ The diagnostic is an informational tool only and is not part of the formal assessment process. Question 7 of 14 Tech Turnaround Your management consulting firm has a new client—a technology company which has been losing money for several years. Pundits have written off the company, but your team believes it can help bring the business back to profitability. What part of this engagement would you most like to work on? Performing an analysis of the company’s business and operations. Researching its competitors to see how they operate more efficiently. Writing the final report to the client Your Best Matches View Top 3 Matches Executive Office Compliance Internal Audit Legal Services Human Capital Management Operations Finance Global Investment Research Investment Banking Investment Management Merchant Banking Securities Source: http://www.goldmansachs.com/careers/why-goldman-sachs/explore-goldman-sachs-careers-quiz/; CEB analysis. COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT

30. 25 © 2014 CEB. All rights reserved. RR9635214SYN MESSENGERS MORE INFLUENTIAL THAN CHANNELS Importance of Brand Channels and Messengers Relative Impact on Quality of Applicant Pool, Irrespective of Message Contenta Promoting your brand is a function of where the brand is communicated (i.e., channel) and the person promoting the brand (i.e., messenger). ■■ Messengers have more than twice the impact on quality of applicant pool compared to channels. 100% 50% 0% 32% 68% Channels Messengers Examples: ■■ Careers Website ■■ LinkedIn ■■ Facebook ■■ Twitter ■■ Career Fairs ■■ Recruiting Collateral Examples: ■■ Recruiters ■■ Senior Leaders ■■ New Hires ■■ Hiring Managers ■■ Former Employees ■■ Industry Experts n = 1,044. Source: CEB 2014 Employment Branding Effectiveness Survey. a Messengers have an 79% relative impact on influence compared to the 21% relative impact of channels on influence.

31. 26 © 2014 CEB. All rights reserved. RR9635214SYN RECRUITING A SMALL PART OF THE BRAND INFLUENCER ECOSYSTEM Recruiting is an influential messenger, but it is part of a broader ecosystem of potential influencers who have a much greater impact on applicant quality. ■■ Recruiting’s maximum impact as an influential messenger is 8% compared to the 33% impact of other messengers. ■■ Recruiting must overcome challenges associated with empowering different groups of messengers to optimize quality of applicant pool. Importance of Different Types of Messengers, Irrespective of Message Content Maximum Impact on Quality of Applicant Poola Brand Influencers 8% 33% Recruiting Brand Influencers The General Employee Population Recruiting’s Challenge: How do we better equip the general employee population to influence potential applicants? Brand Detractors Recruiting’s Challenge: How do we mitigate the destructive influence of brand detractors (e.g., disgruntled former employees)? Brand Ambassadors Recruiting’s Challenge: How do we get the most influence out of our brand ambassadors (e.g., senior leaders, new hires, formal brand ambassadors)? External Influencers Recruiting’s Challenge: How do we get the most influence out of our brand ambassadors? n = 1,044. Source: CEB 2014 Employment Branding Effectiveness Survey. a Recruiting has a 19% maximum impact on influence, whereas other messengers have a 41% maximum impact on influence. Source: CEB analysis. Note: See the Appendix, Philips’ External Influencers, to see how Philips identifies and partners with external influencers in target functional areas to shape labor market perceptions of the organization.

32. 27 RESPONSE PROTOCOL FOR BRAND DETRACTORS Decision Tree to Optimize Influence When Responding to Brand Detractors © 2014 CEB. All rights reserved. RR9635214SYN BRAND DETRACTORS BRAND AMBASSADORS Assess the Platform Assess the Source Assess the Content Respond Accordingly Do Not Respond Register and learn from the comment, but at this point there is little value in responding. Respond Describe that the experience is untrue for your employment brand. Example: Thank you for taking the time to provide feedback. Our development programs are at the core of our organization’s motto, “Keep Learning”, and are central to everything we do. Our previous 4 Academies have achieved high scores with formal learning environments achieving 98% employee satisfaction. Respond Describe that the experience is inconsistent with your employment brand. Example: Thank you for taking the time to provide feedback. We are dedicated to ensuring our employees receive valued professional development opportunities in formal learning environments and to achieve this we always welcome feedback to improve the employee development plans currently in place. Respond Highlight why the experience described is true for your employment brand. Example: Thank you for taking the time to provide feedback. Our company culture encourages on-the-job and independent learning and therefore our development programs are deliberately framed around these learning techniques. Is comment on a valid, reputable, and high-traffic site? Is the source likely to be influential (e.g., long tenure at organization, senior role)? Is the comment consistent with other comments? Is the comment about a broad (i.e., not isolated) employment experience? Is the comment plausible in your organization? Does the comment accurately reflect your employment experience? N Y Y Y Y Y Y N N N N N Source: CEB analysis.

33. 28 © 2014 CEB. All rights reserved. RR9635214SYN TURN BRAND ADVOCATES INTO BRAND INFLUENCERS How Suncor Enables Brand Influencers Suncor provides a group of employees with action-oriented training and greater visibility to potential applicants so they can act as brand influencers, not just brand advocates. ■■ To help employees make the transition from brand advocate to brand influencer, Suncor has created a training session focused on three influencer abilities: verify, consult, and navigate. ■■ Once training is complete, Suncor provides influencers with greater visibility to applicants, thereby helping them reach high-quality potential applicants in all channels. ■■ Training employees to be effective communicators enables them to bring the Suncor brand experience to life when interacting with applicants. Who are Suncor’s Brand Influencers? ■■ 150 brand influencers ■■ Nominated by business units ■■ Usually high-performers and highly engaged ■■ Spread across critical talent segments ■■ Mix of job levels Fit Verification Model Provide actionable information about talent needs so influencers can verify preliminary fit, even for roles with which they are not familiar. A. Verify The Applicant Will Thrive in Suncor’s Culture Talent Needs Suncor’s Values 1. Safety above all else. 2. Respect. 3. Raise the bar. 4. Commitments that matter. 5. Do the right thing. Action Steps Surface Behaviors that Indicate this Value Mentions interest in sustainability Participates in community service Seeking a long-term career B. Verify Whether the Applicant Is in a Critical Talent Segment Talent Needs Strategy-Critical Talent Segments 6. Petroleum Geologist 7. Power Engineers in Alberta 8. Women in Leadership Action Steps Consider Key Questions about Each Potential Applicant Is the individual interested in a role as a petroleum geologist? Does the individual have experience (work or education) working as a petroleum geologist? Consultative Conversation Framework Teach brand influencers a sales-inspired conversation framework so that they can deliver tailored information based on applicant need. Three Steps to Consultation Step 1: Diagnose Applicant Needs by Probing Intelligently Step 2: Deliver Customized Messages by Addressing Preferences and Concerns Step 3: Enact a Plan for Further Engagement by Providing Next Steps Objective of Step Understand the potential applicant’s career interests and concerns by probing intelligently and empathetically. Connect with the potential applicant by explaining how Suncor delivers on their career preferences and dispelling inaccurate concerns. Help potential applicants create an action plan for future engagement with Suncor. What’s At Risk if You Get the Step Wrong Teeing up the wrong topics for the rest of the conversation Wasted applicant time, effort, and goodwill if messages don’t apply to them Wasted applicant time, effort, and goodwill if messages don’t apply to them Information Provided in Training to Prepare Influencers Guidelines on how to ask probing questions instead of closed questions. Inventory of messages about Suncor that match different applicant preferences. Application information for good fit applicants and alternate opportunities list for poor fits. Consultation Role Playing Ask brand influencers to practice interacting with applicants in different situations to gain confidence navigating difficult conversation scenarios. ROI for Brand Influencers With a day invested in training and other time commitments kept to a minimum, Suncor’s brand influencers: ■■ Feel more engaged in the organization given the opportunity to help Suncor achieve its goals ■■ Are recognized informally by their managers and leaders of their business units for participation ■■ Expand their networks by interacting with potential applicants within their industry Online Applicant Engagement Make influencers “always-on” through social media to leverage the power of employee influence in all channels. Action-Oriented Training Greater Visibility to Applicants 1. Verify 2. Consult 3. Navigate 4. Reach Source: Suncor Energy; CEB analysis. BRAND DETRACTORS BRAND AMBASSADORS

34. 29 © 2014 CEB. All rights reserved. RR9635214SYN DEVELOP EMPLOYEES’ ABILITY TO TAILOR MESSAGES TO APPLICANT NEED Three Steps to Consultation Step 1: Diagnose Applicant Needs by Probing Intelligently Step 2: Deliver Customized Messages by Addressing Preferences and Concerns Step 3: Enact a Plan for Further Engagement by Providing Next Steps Objective of Step Understand the potential applicant’s career interests and concerns by probing intelligently and empathetically. Bring the Suncor brand to life by explaining how Suncor delivers on applicants’ career preferences and dispelling inaccurate concerns. Help potential applicants create an action plan for future engagement with Suncor. Information Provided in Training to Prepare Influencers Guidelines on how to ask probing questions instead of closed questions. Inventory of messages about Suncor that match different applicant preferences. Application information for good fit applicants and alternate opportunities list for poor fits. Suncor’s Consultative Conversation Framework Suncor teaches influencers a sales-inspired conversation framework so that they can deliver tailored information based on applicant preferences. ■■ Conducting a consultative conversation that influences potential applicants towards their best career options requires three main steps: –– diagnosing need, –– delivering customized messages, and –– enacting a plan for further engagement. ■■ Suncor outlines the process in a framework and provides information to support influencers in their conversations. Excerpt of Question Guidelines ■■ Always start questions with wh- words. ■■ Use hypotheticals (if…then) to learn about preferences. ■■ Don’t be afraid to talk about yourself to gauge reactions. Excerpt of Alternate Opportunities List Applicants who need more experience before applying should consider: ■■ Working for one of our contractors (contact details below) ■■ Further education through a partner institution Excerpt of Message Inventory If the applicant seems interested in development opportunities, mention: ■■ Our Educational Assistance Plan helps pay for the cost of courses. ■■ Our career roadmaps show employees how to upgrade their skills on the job. ■■ [INSERT YOUR OWN STORY] Source: Suncor Energy; CEB analysis. Teaching employees the consultative conversation framework represents a majority of the brand influencer training. BRAND DETRACTORS BRAND AMBASSADORS

35. !40ŏ0!,/čŏBranding for *(1!*!ŏRecruiter Playbook Ten Tactics for Influential .* %*# The Branding for Influence Recruiter Playbook contains 10 tactics that recruiters—or anybody else involved in recruiting activities (e.g., sourcers, HR business partners, employment branding specialists)—should use to move from branding for appeal to branding for influence. ŏ ŏ+.ŏ)+.!ŏ%*+.)0%+*ŏ+*00č ŏ %0$!((ŏ+*#ŏ čŏ)3+*#Į!4!10%2!+. ċ+) čŏŇćāŏĂŏĊăĂāŏĈĆĉĉ ŏ ŏŏ CEB Recruiting Leadership Council

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