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Culture branding - Where's the Fluff?

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HR and Marketing functions aren't normally integrated.

And both functions can feel like 'fluff' to technical people, however, it's not just fluff - it's culture and it about branding. This presentation seeks to prove that what's good for HR is good for Marketing, and vice versa.

Culture and Employee or Employment Branding is becoming increasingly popular considerations as labor markets tighten.

Further, consumers increasingly seek to do business with companies who are good corporate citizens. Fortunately, by implementing culture improvement initiatives, employees will drive their companies to become better corporate citizens. Thus creating better work environments, better products, and happier customers, which in turn, grows the business.

Fluff is serious business.

Cooperative Network Services (CNS) works daily to foster a creative, fun culture - it's not a one-and-done operation though - it needs to be reinforced each day.

Published in: Recruiting & HR
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Culture branding - Where's the Fluff?

  1. 1. The HR + Marketing Connection Chris Castagneri, CNS Marketing Business Partner Jenna Monse, CNS HR Business Partner CULTURE BRANDING
  2. 2. The HR + Marketing Connection In a social world, consumers aren't showing up for traditional branding. Learn how your company's vision and purpose is meaningful to social crowds. Connect and they might champion your brand. CULTURE BRANDING
  3. 3. CULTURE BRANDING AGENDA: FLUFF.
  4. 4. “Entertainment or writing perceived as trivial or
  5. 5. WTF? (Where’s the Fluff?) +Transparency +Communication +Fairness +Processes +Policies +Consistency = Marketing (Internal & External) CULTURE BRANDING
  6. 6. CULTURE BRANDING Choices • Fight the fluff • Ignore it • Accept that it produces results
  7. 7. Fight the Fluff • We have to overcome the finance department saying“the fluff wasn’t budgeted for this year” • We have to overcome the marketing people ‘yelling’about what font to use. • “Back in ’78 we tried that and it didn’t work” • “That’ll take too long” CULTURE BRANDING
  8. 8. ROFI? What is our Return on Fluff? • Productivity – Engagement • Creativity • Goodwill • Healthy Work Force • Loyalty – Retention A Brand / Culture that people want to be a part of. CULTURE BRANDING
  9. 9. Without great environments even great ideas are useless. -Simon Sinek CULTURE BRANDING
  10. 10. Best Places to Work • Amazon • Southwest Airlines • Zappos • Google • Apple • Costco • Salesforce • Trader Joe’s Best Customer Service • Amazon • Trader Joe’s • Southwest Airlines • Costco • Home Depot • UPS • FedEx • Google • Sony • Apple • Chick-Fil-A CULTURE BRANDING
  11. 11. Our Values • Trusted • Cooperative • Professional Our Purpose Improve rural broadband. CULTURE BRANDING
  12. 12. Connecting the Dots CULTURE BRANDING
  13. 13. CULTURE BRANDING
  14. 14. Attention to Culture In The Most Simple Form • Enthusiasm • Fun & Engaging • Authenticity CULTURE BRANDING
  15. 15. CULTURE BRANDING Cox Zappos
  16. 16. The Zappos Legends • Employees Rate: – "Awesome benefits, great people!" – “Great place to work.” – “Awesome.” CULTURE BRANDING
  17. 17. CULTURE BRANDING Zappos Cracks? • Merging with Amazon • "Great place to work until it went corporate“ • "Used to be amazing“ • Easier to start, more difficult to maintain
  18. 18. CULTURE BRANDING
  19. 19. So what are established companies doing? CULTURE BRANDING Using culture to brand socially.
  20. 20. The Social Threat • Wasn’t long ago that social media was seen as a threat – Productivity – Security – Loss of brand control CULTURE BRANDING
  21. 21. Big Brands are: Enlisting Employees Socially CULTURE BRANDING
  22. 22. MasterCard Summer of 2014 • Conversation Suite is the social media hub • Powered by research—tracks and monitors conversations around MasterCard and its competitors • Allows to listen, analyze, engage & respond in real time to millions of world-wide online conversations. CULTURE BRANDING
  23. 23. CULTURE BRANDING Middle of the company HQ --40 foot monitor
  24. 24. MasterCard Summer of 2016 • Launched an ambassador program • For sharing brand info on personal social • Attracted 400 Staffers + 200,000 brand influencers • Company Intranet: allows them to share that content on their personal channels CULTURE BRANDING
  25. 25. Why? CULTURE BRANDING
  26. 26. Plans for Programs • Study in March of 2016 by Altimeter Group • 90% of brands do or plan to have an employee advocacy program • Also found that about 21% of consumer’s report‘liking’a post from an employee. • Likely to outperform the engagement rates for social ad campaigns for much less cost. (Facebook average company .5% -1%, non-profit engagement 5%) CULTURE BRANDING
  27. 27. Pitney Bowes • Their program, called“The Insiders” • Projects now nearly 1,000 participants • Generated 42,000 shares, 166 M impressions • Pretty cool. Measurable impact. • How do they get participation? Give them input—a chance to make their mark-- and recognition. CULTURE BRANDING
  28. 28. Pitney Bowes
  29. 29. Centered Around Brand Recognition • At the strategy core, is brand recognition. • Sales data takes a back seat. • When does recognition become important for telcos? – Competition, limited activity, expanding, loyalty… CULTURE BRANDING
  30. 30. Humana • Now has 2900 employees in their advocacy program • They way the content is curated, gives the employee who shares‘an expert voice.’ • Part of what they create for their program is branded, • The other is health related content that helps position employees as experts. CULTURE BRANDING
  31. 31. Key: Input and Ownership • Helps employees build the company culture organically. • “You own it, you don’t like it, then do something about it.” CULTURE BRANDING
  32. 32. So How Does this Apply to Us • How do these‘big’brands relate to our stories? • Especially considering limited resources? CULTURE BRANDING
  33. 33. Limited Resources • The best reason to explore this strategy. • Helps to challenge employees to get engaged and take ownership of it. CULTURE BRANDING
  34. 34. Sponsorship • That employees are excited about • Create authentic internal enthusiasm • As well as external brand community CULTURE BRANDING
  35. 35. Social Media 3-Step Approach • Gather an employee group likely already interested in social media CULTURE BRANDING
  36. 36. Social Media 3-Step Approach • Find some topics they are interested in and advocate for (authentic) – A Social Cause – Internet Security – Technical Expertise CULTURE BRANDING
  37. 37. Social Media 3-Step Approach • Explore ways for employees to develop their image and expertise digitally – Document your day! CULTURE BRANDING
  38. 38. Create Some Guidelines Social Media Policy A good idea. CULTURE BRANDING
  39. 39. Ugh! Exhausting! Not Interested in Social? • That’s okay. You can acknowledge that. • Be interested in it. Show it. Encourage it. • Demonstrate you understand the importance. CULTURE BRANDING
  40. 40. Marketing Managers Guide Support Model “Being Social” CULTURE BRANDING
  41. 41. CULTURE BRANDING VERDICT? FLUFF!
  42. 42. CULTURE BRANDING Jason Jenna Paul PaulChris Ernie Jean Dean

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