Employee Engagement and Reputation Management: MemoMatt Gilhooly
We were asked to prepare an employee memo to address a potential internal/employee issue threatening the reputation of Whole Foods. In the memo, I discuss two ways to measure employee attitudes and six internal strategies that I planned to use to align employee values with the company mission.
University Recruitment an Employer Manual-Florida International UniversityAndrea De La Cruz
Acquiring and retaining talent is crucial to an organization’s success. College Recruiting can provide additional strategic benefits to your Recruitment plan. It can help your organization manage its talent gaps as well as promote your brand message on campus. A University recruitment program is not determined by the size of the company, every company regardless of large or small should examine their recruiting opportunities as a way to attract the best and brightest; and having a strategic College Recruiting program in place, can help an organization with:
1. Creating a pipeline of interns and entry level hires that will help grow the organization.
2. Choose and select the best talent in a shorter amount of time than traditional recruitment
3. Save time and effort in Advertisement, Screening and Selection.
College Recruiting goes beyond the career fair, this manual will walk you through how you can create a College Recruiting program that can transform your recruitment efforts and brand your company effectively to the best Student/Alumni talent beyond the career fair.
Employee Engagement and Reputation Management: MemoMatt Gilhooly
We were asked to prepare an employee memo to address a potential internal/employee issue threatening the reputation of Whole Foods. In the memo, I discuss two ways to measure employee attitudes and six internal strategies that I planned to use to align employee values with the company mission.
University Recruitment an Employer Manual-Florida International UniversityAndrea De La Cruz
Acquiring and retaining talent is crucial to an organization’s success. College Recruiting can provide additional strategic benefits to your Recruitment plan. It can help your organization manage its talent gaps as well as promote your brand message on campus. A University recruitment program is not determined by the size of the company, every company regardless of large or small should examine their recruiting opportunities as a way to attract the best and brightest; and having a strategic College Recruiting program in place, can help an organization with:
1. Creating a pipeline of interns and entry level hires that will help grow the organization.
2. Choose and select the best talent in a shorter amount of time than traditional recruitment
3. Save time and effort in Advertisement, Screening and Selection.
College Recruiting goes beyond the career fair, this manual will walk you through how you can create a College Recruiting program that can transform your recruitment efforts and brand your company effectively to the best Student/Alumni talent beyond the career fair.
Grey Fox Communications and Marketing Ltd - Our Story and Our WorkBen Capper MCIM
Our work in helping organisations to do good better.
We're a marketing and communications consultancy based in Liverpool UK.
We work with clients in the public sector, the charity sector and in business that are working to improve people's lives.
We do marketing, communications, strategy development, content creation, public engagement and lots more besides.
Find us at greyfoxcomms.co.uk
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Palomar College GEAR UP Partnership Program:
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Christopher Newman
David Harris
Kelly Bussey
Silvia Monterrosa
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This year’s results delve into how recruiters are leveraging social recruiting in addition to whether or not they are using it. Much like marketers, recruiters use social networks as part of a multi-channel strategy to find leads and nurture them to hire. Just as the days of “rented attention” and “one size fits all” campaigns are over in the marketing and advertising worlds, recruiters now focus on building their own talent pool and appealing to candidates’ individual preferences.
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Recruiters are also placing increasing importance on candidates’ social profiles:
• 42% have reconsidered a candidate based on content viewed in a social profile, leading to both positive and negative re-assessments • Profanity, and grammar and punctuation errors trigger negative reactions among recruiters over 60% of the time
Social recruiting is not just a way of finding the best cultural fit – there are also significant bottom line benefits
• Recruiters reported a jump in time to hire (33%), the quality of candidates (49%) and the quantity of candidates (43%) • 60% of recruiters estimate the value of social media hires as greater than $20k/year. 20% estimate the value of social media hires as greater than $90k/year.
Finally, developments in social recruiting exist in the context of a highly competitive employee market:
• Only 1.5% of recruiters expect the hiring environment to get less competitive in the coming year • 68% of companies offer referral compensation to gain a competitive edge in hiring.
This year’s results delve into how recruiters are
leveraging social recruiting in addition to whether or
not they are using it. Much like marketers, recruiters
use social networks as part of a multi-channel strategy
to find leads and nurture them to hire. Just as the days
of “rented attention” and “one size fits all” campaigns
are over in the marketing and advertising worlds,
recruiters now focus on building their own talent pool
and appealing to candidates’ individual preferences.
Adoption of Social Media in HR & RecruitmentJeff Waldman
SocialHRCamp was founded and launched in early 2012. Camps have been run in Vancouver twice, Toronto twice, San Francisco twice, and Boston. Smaller-scale events were run in Singapore, Manila, Chicago and Atlanta.
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31 March 2010: Research carried out by Behaviour & Attitudes on behalf of the National Consumer Agency has established a high incidence of scams among Irish consumers.
Grey Fox Communications and Marketing Ltd - Our Story and Our WorkBen Capper MCIM
Our work in helping organisations to do good better.
We're a marketing and communications consultancy based in Liverpool UK.
We work with clients in the public sector, the charity sector and in business that are working to improve people's lives.
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The Role of Social Media in Employer Branding and Recruitment in Modern Organ...Aakriti Agarwal
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Therese Cisneros-Remington
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Recruiters are also placing increasing importance on candidates’ social profiles:
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31 March 2010: Research carried out by Behaviour & Attitudes on behalf of the National Consumer Agency has established a high incidence of scams among Irish consumers.
Running Head PUBLIC RELATIONS PLANNING1PUBLIC RELATIONS.docxtoltonkendal
Running Head: PUBLIC RELATIONS PLANNING
1
PUBLIC RELATIONS PLANNING
12
Public Relations Learning Team Project: Public Relations Planning
Public Relations Planning
Even a company without a formal public relations program will generate program will generate goodwill when it meets the public’s needs through the sale of products and services and when it operates in a reasonable responsible manner. Survival as a business automatically confirms that a company is providing the public with desirable services. If management treats employees with the consideration that attracts and retains competent people, it will more or less automatically develop fairly good public relations with its workforce.
Public Relations Campaign
The public relations campaign Chevron is expecting to achieve the objective of having goodwill. Goodwill will create a positive relationship with the community. The company may divide their goodwill by personal, intellectual or business. Goodwill will create a positive relationship with the community. Chevron is focusing on improving instructions with science, technology, engineering and math (STEM). The company is also helping provide careers and technical training that will lead to well-paying jobs. Chevron believes critical skills are needed to provide jobs, for the enterprise to be successful and for this country to compete in the global markets.
Internal and External Publics
Publics are the customers, employees, investors, suppliers, media, or government that are important to any company. The internal publics are the people employed by a company. They are also closely related with how the company functions. Chevron's internal publics are employees, suppliers, investors, and shareholders. Internal public relations focus on improving the relationship with employees by assisting the communication between the managers and employees. For example, giving information at the right time or boosting employee morale. Internal publics looks into the goodwill of coworkers, maintain good relationships, and takes corrective action when a problem arises in the company.
The external publics are people and organizations that are doing business with a company. They concentrate on any issues that relates to value, policies, procedures and the attitude of the company. Chevron’s external publics are their customers, the community, financial institutions, media, and government. For example, the majority of the STEM programs are introduced in elementary and high schools and this is important for Chevron to comply with school guidelines.
Public Relations Tactics
Designing an effective relation plan, good public relations programs rarely produce quick solutions or speedy results, their purpose is to develop favorable (or minimize unfavorable) attitudes toward the corporation, and attitudes are extremely difficult to change. People form their outlook on the world-on its people a ...
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Life Sciences want.
A research opportunity facilitated by the George Washington University’s Dean’s Scholars Program allowed Prajna Naidoo to pursue an experience as an intern at the Scalabrini Center in Cape Town (SCCT) to understand the inner workings of the Employment Access Business Development Program and its clients, in pursuit of her degree. Below are the preliminary results of her research.
Master's Degree in Social Media - Information PacketAndrew Selepak
Information packet on the University of Florida's Master's in Mass Communication Degree with a specialization in Social Media from the College of Journalism and Communication
Social media marketing plan for The sparks foundation (tsf).
social media strategy. To reach a large number of audiences.
to enhance the skills of the fresher as well as professionals.
Social media strategy: marketing plan for the sparks foundation
to reach a large audience especially students, both can apply for this internship fresher and professional.
Outreach & Recruitment Guide for One-Stops and Community OrgsAmy Rist
As Project Director representing a healthcare employer for an innovative regional partnership program, I developed this comprehensive recruitment strategy that helped us draw from a diverse, untapped population when recruiting for our sector program. Leading the development process along with our local One Stop Career Center (OSCC) and community-based organization(CBO) partners, the development of this final strategy helped to create a process not just for this grant program but for all industry job training program recruitment processes going forward.
Integrated Marketing Campaign Proposal - Synchrony Financial Business Leaders...Ashley Peterson
This IMC proposal was developed for IMC 636 - Campaigns (Capstone) at West Virginia University.
This integrated marketing campaign proposal was developed to increase awareness of the Business Leadership Program and strengthen the Synchrony Financial employer brand in the minds of today’s Millennials. The “Every Team, Every Office, Every Community” campaign lets current participants tell their own story to make sure that Millennial job seekers see the BLP brand promise in action and stand prepared with an answer to “What’s next for me?”.
The Corp2College agency brand was developed for the purposes of this course.
This work is for a confidential client to help them design an app that helps ‘Graduating Students’ in India take more informed decisions and succeed in their careers through gamification. Such a product can be a breakthrough for the 500 M strong Indian workforce, which 12.2 M graduates joining the workforce every year.
This post walk through the following:
Ideation, Problem Statement, and Solution
Competitive Analysis and Differentiation Canvas
Wireframes of the Solution
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Go-to-market Strategy
In 2013, the global food chain, McDonald’s, addressed concerns for increasing complaints about their customer service. Forbes was quick to cover the fast-food powerhouse’s admission to issues on their frontline. To investigate the driving force behind the increasing poor service and to provide possible solutions, contributing authors highlighted organizations well-known for their impeccable service records.1 Time and again, media attention is directed toward Ritz-Carlton, with accounts of its outstanding service efforts made by individual employees, such as a maid replacing personal toiletries without the guest even having to ask. How is it that the Ritz is able to motivate their frontline to carry out this mission of service excellence, while other multinational organizations, like McDonald’s, still face hurdles in reaching the goal of high-quality customer service?
Running head EVALUATING THE DIGITAL MARKETING STRATEGIES OF AL-MA.docxjeanettehully
Running head: EVALUATING THE DIGITAL MARKETING STRATEGIES OF AL-MAWARED COMPANY 1
EVALUATING THE DIGITAL MARKETING STRATEGIES OF AL-MAWARED COMPANY 4
Evaluating the Digital Marketing Strategies of Al-Mawared Company
Name
Institutional Affiliation
Evaluating the Digital Marketing Strategies of Al-Mawared Company
Every company deploys different marketing strategies to get more information about their success rate, feedback, and competitor activity based on their online presence or number of mentions by individual users. As such, it is integral to conduct a regular evaluation that points out a clear picture of how best the strategy is profiting the company. In the case of Al-Mawared, the evaluation can be done in five steps. First the evaluation would entail a detailed examination of the goals the company set to achieve (Chaffey & Ellis-Chadwick, 2019). Ideally, if the company did not have any set goals, the evaluation would describe what their goals and objectives should be for future analysis. The second evaluation would be on the target audience of the company. Third, the evaluation would determine its digital presence on the different platforms it engages in. Fourth, the evaluation would scrutinize the messaging strategies used in communicating with others within the platform. Finally, the evaluation would involve the company’s digital Return on Investment (ROI)
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Al-Mawared founded their market plan on well-constructed consumer profiles that match the requirements of their target audience, who were a crucial element in their digital campaigns. They did this through evaluating the demographics, web activity, and interests of their consumers giving room for innovative strategies that help build the company’s efficiency. Al-Mawared set a digital footprint through their consistency in maintaining their digital presence in all their platforms (Chaffey & Ellis-Chadwick, 2019). As such, they were able to successfully engage their audiences in good time, creating a good reputation for themselves and potentially increasing their consumer traffic on their different social media platforms. Th ...
Running head EVALUATING THE DIGITAL MARKETING STRATEGIES OF AL-MA.docxtodd271
Running head: EVALUATING THE DIGITAL MARKETING STRATEGIES OF AL-MAWARED COMPANY 1
EVALUATING THE DIGITAL MARKETING STRATEGIES OF AL-MAWARED COMPANY 4
Evaluating the Digital Marketing Strategies of Al-Mawared Company
Name
Institutional Affiliation
Evaluating the Digital Marketing Strategies of Al-Mawared Company
Every company deploys different marketing strategies to get more information about their success rate, feedback, and competitor activity based on their online presence or number of mentions by individual users. As such, it is integral to conduct a regular evaluation that points out a clear picture of how best the strategy is profiting the company. In the case of Al-Mawared, the evaluation can be done in five steps. First the evaluation would entail a detailed examination of the goals the company set to achieve (Chaffey & Ellis-Chadwick, 2019). Ideally, if the company did not have any set goals, the evaluation would describe what their goals and objectives should be for future analysis. The second evaluation would be on the target audience of the company. Third, the evaluation would determine its digital presence on the different platforms it engages in. Fourth, the evaluation would scrutinize the messaging strategies used in communicating with others within the platform. Finally, the evaluation would involve the company’s digital Return on Investment (ROI)
Evaluating set digital marketing goals would be based off the company’s previous goals in the digital space. The company set out to connect to potential clients and partners through their various digital approaches, a factor that is outlined by the number of social shares received, the number of positive reviews received about the site on platforms such as Google Reviews and Yelp, the total number of conversions that occurred as a result of social traffic, and web visitors on the company’s different platforms (Keegan & Rowley, 2016). The next form of action would be to evaluate whether the set target projections should go higher or lower, given the overall organizational performance of Al-Mawared on social media. Revising the goals and setting new objectives would be ideal in boosting the company’s overall performance in terms of service provision.
Al-Mawared founded their market plan on well-constructed consumer profiles that match the requirements of their target audience, who were a crucial element in their digital campaigns. They did this through evaluating the demographics, web activity, and interests of their consumers giving room for innovative strategies that help build the company’s efficiency. Al-Mawared set a digital footprint through their consistency in maintaining their digital presence in all their platforms (Chaffey & Ellis-Chadwick, 2019). As such, they were able to successfully engage their audiences in good time, creating a good reputation for themselves and potentially increasing their consumer traffic on their different social media platforms. Th.
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Access Granted Foundation Marketing Proposal
1. The MAA
Worldwide 2010
Global Academic
Challenge
“Giving Young People a
Helping Hand”
2010
Jaddan Bruhn, Cedric Chai, Vivian Kong
2. ACCESSGRANTE
D
2
ABOUT US
ACCESSGRANTED is a Sydney based foundation, established with initial support from the local offices of Microsoft,
Commonwealth Bank of Australia, Sigma Pharmaceuticals, Holden, Fosters and Nestle, to identify teenage parents
who are seeking to overcome the situational constraints implicit in their early family creation and incomplete
secondary education, improve social attitudes towards teenage parents and lift their work place participation,
impacting the cycle of welfare dependence.
CONCEPT
The foundation endeavours to recognize and channel the underlying optimism, aptitude, and motivation of teenage
parents, who would otherwise be denied the opportunity to manifest and demonstrate their natural abilities in a desired
career and have thus far been unable to complete their high school education, through a structured work placement
and accreditation program.
The target candidate for the program are individuals whose education has been interrupted by a teenage pregnancy,
yet whose underlying belief in the brevity of their unmet potential warrants the opportunity for a career of substance
greater than they would otherwise be able to achieve.
Statistically, the greatest concentration of our target candidate resides in areas of lower socio-economic status,
reduced advantage, and barriers to workplace participation.
MARKETING OBJECTIVES
During the initial twelve months of the foundation’s operations, the key objectives driving our focus are an increase in
workplace participation by teenage parents by 35%; successfully placing 91% of accredited target candidates in paid
employment; capturing 3% of the Sydney recruitment market through our referral service.
THE PROGRAM
The foundation intends to fulfil its objectives through its work placement program. The purpose of the work placement
is to allow the target candidate to demonstrate their capabilities and the fundamental skills that are needed for the
workplace. To validate their skill set and achieve the accreditation of an ACCESSGRANTED PASS, an agreed upon
criteria formulated by the foundation and its corporate partners would be based on the target candidates achieving an
overall competency score exceeding 85% during their 3 month work placement in:
• Computer literacy
• Cohesive assimilation to the corporate culture
• Communication competency in written, numeral and interpersonal skills
• Office, clerical, and administration skills
• Time management and multi-tasking capabilities
• Problem solving
• Initiative, motivation and responsibility
• Professionalism and innovation
• Eye for detail
• Ability to articulate workplace issues or concerns
Achieving successful outcomes through this process would identify the desired characteristics in the target candidate.
Identifying and validating candidates in this manner is core to the strength of the foundation’s credibility and expected
longevity necessary to build the breadth of corporate partners.
3. ACCESSGRANTE
D
3
CORPORATE PARTICIPATION
The foundation is tasked with focusing its resources on improving the long term career prospects for a social sector
currently overlooked by mainstream recruiters, which is concurrently outside the scope of corporate programs tasked
with nurturing talent based primarily on academic merit.
The structure of the foundation’s program encourages corporate engagement, facilitating the execution of individual
corporate social responsibility agendas; participating in a socially positive scheme, allowing them to gain visible
community recognition and inclusion in all associated media events.
DATABASE CREATION AND MANAGMENT
Upon acceptance into this program, the participants will be asked to complete a detailed questionnaire covering
demographics, psychographics, and career aspirations. The foundation’s work placement matching process is based
on the information gathered, ensuring the participant is placed in the most conducive working environment and
position to allow them to demonstrate and develop the skills and experience required to complete the program and
further pursue their career.
In order to support the ongoing activities of the foundation and to ensure its ongoing viability, an additional
requirement for participants is their partaking in periodic market research activities with the foundation’s sponsors and
corporate partners.
ACCESSGRANTED concurrently operates as a recruitment agency for those who have completed the work
placement program and have received an ACCESSGRANTED accreditation. A recruitment fee (equivalent to 15% of
the role’s annual salary) will be charged, with the revenue generated supporting the foundation’s activities. This fee is
highly competitive relative to the industry standard.
SOCIAL CREDIBILITY
The foundation’s credibility is based on its capacity to select and place quality candidates in work experience
placements in market leading companies, helping them achieve their career goals, in roles they would otherwise be
precluded from competing for.
High calibre candidates demonstrating hitherto untapped aptitude will generate constructive word of mouth for the
foundation, positively demonstrating the beneficial outcomes generated by the program.
Candidates accredited with an ACCESSGRANTED PASS will have demonstrated their motivation, ability, skills and
attitude required to function in a working environment with hands-on aptitude not commonly possessed by tertiary
qualified job seekers.
ANTICIPATED OUTCOMES
Teenagers equipped with the benefits of participating in our program will be able to overcome the career blocks faced
by individuals lacking a secondary education through this opportunity to demonstrate and measure their current
abilities. Attaining the foundation’s accreditation will entitle the individual to seek employment through our specialist
employment referral service, ideally resulting in an entry level, career focused role in the area of the candidate’s
demonstrated aptitude. The accreditation amplifies the potential to improve living standards and economic status for
the candidates and their offspring which could result in beneficial long-term social welfare outcomes as well as the
revision of downcast public opinions on the capabilities of teenage parents.
The success of ACCESSGRANTED’s program may also result in the foundation facing competition from professional
recruitment firms as they become aware of our strong outcomes.
4. ACCESSGRANTE
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COOPERATION WITH GOVERNMENT
Working actively with Centrelink to address the issues our candidates face, the foundation has agreed to accept their
candidate referrals for initial assessment and compatibility testing. The foundation has the long-term potential to
greatly aid Centrelink in improving the future prospects of potential candidates. In recognition and support of this, the
foundation will have all candidates’ indemnity and liability insurance required for work placements underwritten by
Centrelink.
Centrelink has also agreed to provide the foundation with all required legal advice, documentation and pro forma
contractual templates necessary for ACCESSGRANTED’s legal functioning.
PROMOTIONAL ACTIVITY
PRINT
Print ads for the foundation will be placed throughout Sydney but will be focused mainly on low socio-economic status
areas with higher rates of teen pregnancy. Informational brochures and A3 posters will be placed in Centrelink offices,
obstetrician offices, Lamaze classes and Curves women’s gym. This is to achieve maximum reach and frequency and
to ensure a minimum of three touch points.
Full page, colour, glossy magazine ads will be placed in Cleo and Cosmopolitan magazines, monthly, for the first 6
months. These two magazines were selected because of their statistically higher popularity among the target
candidates; Cleo had a readership of 383,000 in March 2010 and a circulation of 128,183 from July to December
2009, and Cosmopolitan maintains its position as the number one young women’s lifestyle title, selling 166,208 copies
each issue with a readership of 617,000 readers.
The role of these ads is primarily to create awareness, build brand equity, and to inform the public of the foundation’s
existence and operations.
DIGITAL
Facebook and Twitter groups are to be created to generate awareness and encourage interaction among existing
candidates and target audience. To generate additional awareness in the target audience, banner ads will be placed
on Facebook to capture the attention of individuals who have an online presence and whose previous search history
has highlighted the appropriateness of our foundation to them.
Banner ads will also be placed on career sites such as Seek.com and Hippo.com and the Centrelink website.
YouTube videos of both informational material and of testimonials of successful candidates will be uploaded to
complement the media habits of the target audience.
A free iPhone application will be developed to be a casual personality quiz to unearth underlying career aspirations
that the target candidate may have an unwitting affinity for, but may have not previously seriously considered
pursuing. The application approaches potential candidates in a non-confrontational environment to encourage
interaction and to pierce psychological barriers that may hitherto prevented them from progressing in their careers due
to their circumstances.
Radio ads on Today FM 104.1 will be broadcasted at breakfast at 9 and the drive home because it is most listened to
station by the people of the foundation’s core demographic.
TELEVISION
TV ads will be seen on Free to Air TV because that encompasses the main aspects of our target audience’s television
viewing habits. The ads will be aired on Channel 10 based on primetime slots for the teenage parents as well as on
Channel 7, currently highest rated TV channel in Australia.
These ads will be to promote the launch event ‘Knocked Up, But Not Down.’ Production costs will be $80,0000;
advertising placement costs are free under a contra arrangement with our media partners whom will have exclusive
access to our launch event.
5. ACCESSGRANTE
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SPOKESPERSON
Access Granted has secured the support of Pink! to act in the role of the foundation’s spokesperson. As a credible
and respected role model to our target audience, Pink! was selected for her strong character, ambitious attitude and
empowering self-confidence.
In addition to presenting and headlining the foundation’s launch event, Pink! has undertaken to support and promote
the work of the foundation in her print interviews and tv appearances, and to be available for foundation events 5
times per calendar year.
EVALUATION
The success of the launch phase is critical to the ongoing viability of the campaign. Close monitoring of all aspects of
the foundation’s activity is vital to ensure that all objectives are being met, and to determine where variations to
expected outcomes need to be addressed.
The launch phase of the foundation will be evaluated primarily through measuring the brand recognition of the
foundation and awareness of the nature of its activity amongst its target audience of prospective candidates. Equally
important is the need to measure brand recognition and awareness of the foundation’s activity amongst market
leading corporations based in Sydney that the foundation is progressively targeting for involvement, participation and
potential sponsorship in the ongoing activity of the foundation.
Evaluation metrics to be employed are qualitative and quantitative questionnaires and focus groups, Google analytics
to measure the foundation’s online traffic (online advertising, website and social media), and data from Appstore to
determine digital engagement with the target audience.
6. ACCESSGRANTE
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RECOMMENDATIONS
To ensure the foundation is functioning at its optimal operating efficiency, the foundation’s post launch growth strategy
will include seeking out synergistic relationships with social welfare organisations that may have a symbiotic
awareness and interaction with our target audience, to promote engagement with the foundation and broaden its
appeal.
Additionally, it is important for the foundation to identify and build relationships with market leading corporations based
in Sydney that may have the scope and resources to participate in the foundation’s work placement program and
recruitment services.
The successful implementation of the foundation’s program in Sydney would, as part of its longer term strategy, ideally
be replicated in major Australian cities within the first two years of operation. Leveraging the strength of the program
and the social and financial benefits to our strategic corporate partners implicit in their participation, will grow
awareness of our foundation and facilitate this organic expansion.
CONCLUSION
Access Granted has identified teenage parents with strong motivation and potential but incomplete education as an
overlooked and ignored section of society whose future can be incredibly improved and empowered through our
placement program designed to inspire, nurture and recognise their potential and to make them “work-ready” in a field
they have natural aptitude for, but high barriers to enter. In conjunction with our network of corporate partners, our
planned promotional activity and launch campaign will build awareness of the work of our foundation, drive
engagement and participation from our target audience and facilitate the fulfilment of the foundation’s objectives and
set the course for the foundations longer term goals of revenue generation and organic growth.
7. ACCESSGRANTE
D
6
RECOMMENDATIONS
To ensure the foundation is functioning at its optimal operating efficiency, the foundation’s post launch growth strategy
will include seeking out synergistic relationships with social welfare organisations that may have a symbiotic
awareness and interaction with our target audience, to promote engagement with the foundation and broaden its
appeal.
Additionally, it is important for the foundation to identify and build relationships with market leading corporations based
in Sydney that may have the scope and resources to participate in the foundation’s work placement program and
recruitment services.
The successful implementation of the foundation’s program in Sydney would, as part of its longer term strategy, ideally
be replicated in major Australian cities within the first two years of operation. Leveraging the strength of the program
and the social and financial benefits to our strategic corporate partners implicit in their participation, will grow
awareness of our foundation and facilitate this organic expansion.
CONCLUSION
Access Granted has identified teenage parents with strong motivation and potential but incomplete education as an
overlooked and ignored section of society whose future can be incredibly improved and empowered through our
placement program designed to inspire, nurture and recognise their potential and to make them “work-ready” in a field
they have natural aptitude for, but high barriers to enter. In conjunction with our network of corporate partners, our
planned promotional activity and launch campaign will build awareness of the work of our foundation, drive
engagement and participation from our target audience and facilitate the fulfilment of the foundation’s objectives and
set the course for the foundations longer term goals of revenue generation and organic growth.