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Creating a Compelling EVP

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Hays Ireland
Hays Ireland

Intelligent Emotion - Creating a Compelling EVP and Making it Stick Oliver Strong, Managing Partner, Intelligent Emotion

1 of 22
1 CREATING A COMPELLING EVP…AND MAKING IT STICK
2 A COUPLE OF STORIESA COUPLE OF STORIES
33 STANDING OUT FROM THE VANILLA STANDING OUT FROM THE CROWD AS AN EMPLOYER OF CHOICE EMPLOYER BRANDING / EVP = IDENTIFYING, COMMUNICATING AND BUILDING, THE STAND OUT QUALITIES YOU WANT TO BE ASSOCIATED WITH AS AN EMPLOYER TO ATTRACT AND RETAIN THE BEST TALENT TO DELIVER YOUR VISION AND STRATEGY .
44 BUILDING AN EMOTIONAL CONNECTION TANGIBLE EXPERIENCE EMOTIONAL CONNECTION
55 WHY EVPS SO OFTEN GO WRONG SKIN DEEP EVAPORATION BRAND SOUPSTRATEGIC DISCONNECT OVERLOAD POOR IMPLEMENTATION
66
77 2. PILLARS 3. TAILORED MARKETING CONTENT / CREATIVE MAGIC 4. TANGIBLE ACTION TO ALIGN CHOSEN EMPLOYEE LIFECYCLE / “TOUCH POINTS”. WITH “SIGNATURES” AND “CONVERSATION STARTER MOMENTS” EVP AS A STRATEGIC ENABLER Purpose driven Experience the commitment and shared sense of responsibility to deliver our mission Clutch power Feel part of a family and collaborate across the global LEGO community Action ability Be accountable, deliver what you promise and unlock your talent in the best interest of the company Systematic creativity Combine your experience and imagination to find the best solutions – now and in the future SUCCEED TOGETHER 1. CORE POSITIONING Not “just” a toy company – now regarded as a world leader in innovation and collaborative working – with the employer reputation to match. Signature – Open innovation “GIVE/GET” DEAL EXAMPLE. SYSTEMATIC CREATIVITY • Ability to contribute fresh thinking • An everyday approach to work that will stretch your thinking and imagination. • Frequent learning and development opportunities. GIVE • Fresh flexible thinking and openness to change. • Continuous improvement • Preparedness to take on tough challenges... GET 7
88 THE FIRST PHASE IS RESEARCH AND INSIGHT 6 The starting point is to identify the key critical talent types you need to attract and retain to deliver on your strategy and ambition. Using these talent types there are then 4 “exam questions” to explore: What are their current perceptions of your company/sector at the moment as a potential/current employer? What do you need to offer (“give”) as an employer to attract these key talent segments to join or stay with you? What are the strengths/gaps with what you offer at the moment? (For internal staff this needs to include employee journey feedback insight and feedback) Who are you competing against to attract them and what are they offering? 1 2 3 4
99 NEXT IS TO WORKSHOP 9 Summary of senior leadership needs and wants The employee journey Current state analysis. “brand busters” “strengths” “Momentum builders” “gaps” ON THE WALL Talent personas External talent view Clearly setting out answers to the 4 “exam questions” 1 2 3 4 1 2 3 4 Talent personas Internal talent view Clearly setting out answers to the 4 “exam questions”
1010 THEN TO DEVELOP THE RIGHT MODEL No central proposition – 2-4 pillars given equal weight FAMILY /FRIENDS FLEXIBILITY FUTURE VARIANT 2 Manifesto VARIANT 3 10
1111 ASPIRATIONAL, BUT NOT TOO MUCH SO AUTHENTICITY FORWARD MOMENTUM OVERSTRETCH! 11
1212 THEN DESIGN AND IMPLEMENTATION Recruitment & Orientation e.g. Career fairs e.g. Linked in e.g. PR, thought leadership e.g. Job descriptions e.g. Alumni 1. Creative targeted - marketing and communications 2. Aligning actual employee experience Needs to be far more than just a great careers website! Quick wins – followed by 2-3 years of implementation 8 Employee comms Engagement Performance management Learning & Development Reward & Recognition Ways of working Working Environment and tools 12 Bring everything up to hygiene standards and then bring out signature moments
1313 MAKING IT STICK –EMOTION 13
1414 MAKING IT STICK - MEASUREMENT IN THE NEW AGE OF DATA AND SOCIAL 14
1515 SENTIMENT TRACKING 15 € $
5 Profile 1 day ago 5 hours ago
Community / Forum 5 7 9 2 2
22 THANK YOU 22 Oliver Strong, Managing Partner – Please connect on Linked In www.intelligent-emotion.com

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Creating a Compelling EVP

  • 2. 2 A COUPLE OF STORIESA COUPLE OF STORIES
  • 3. 33 STANDING OUT FROM THE VANILLA STANDING OUT FROM THE CROWD AS AN EMPLOYER OF CHOICE EMPLOYER BRANDING / EVP = IDENTIFYING, COMMUNICATING AND BUILDING, THE STAND OUT QUALITIES YOU WANT TO BE ASSOCIATED WITH AS AN EMPLOYER TO ATTRACT AND RETAIN THE BEST TALENT TO DELIVER YOUR VISION AND STRATEGY .
  • 4. 44 BUILDING AN EMOTIONAL CONNECTION TANGIBLE EXPERIENCE EMOTIONAL CONNECTION
  • 5. 55 WHY EVPS SO OFTEN GO WRONG SKIN DEEP EVAPORATION BRAND SOUPSTRATEGIC DISCONNECT OVERLOAD POOR IMPLEMENTATION
  • 6. 66
  • 7. 77 2. PILLARS 3. TAILORED MARKETING CONTENT / CREATIVE MAGIC 4. TANGIBLE ACTION TO ALIGN CHOSEN EMPLOYEE LIFECYCLE / “TOUCH POINTS”. WITH “SIGNATURES” AND “CONVERSATION STARTER MOMENTS” EVP AS A STRATEGIC ENABLER Purpose driven Experience the commitment and shared sense of responsibility to deliver our mission Clutch power Feel part of a family and collaborate across the global LEGO community Action ability Be accountable, deliver what you promise and unlock your talent in the best interest of the company Systematic creativity Combine your experience and imagination to find the best solutions – now and in the future SUCCEED TOGETHER 1. CORE POSITIONING Not “just” a toy company – now regarded as a world leader in innovation and collaborative working – with the employer reputation to match. Signature – Open innovation “GIVE/GET” DEAL EXAMPLE. SYSTEMATIC CREATIVITY • Ability to contribute fresh thinking • An everyday approach to work that will stretch your thinking and imagination. • Frequent learning and development opportunities. GIVE • Fresh flexible thinking and openness to change. • Continuous improvement • Preparedness to take on tough challenges... GET 7
  • 8. 88 THE FIRST PHASE IS RESEARCH AND INSIGHT 6 The starting point is to identify the key critical talent types you need to attract and retain to deliver on your strategy and ambition. Using these talent types there are then 4 “exam questions” to explore: What are their current perceptions of your company/sector at the moment as a potential/current employer? What do you need to offer (“give”) as an employer to attract these key talent segments to join or stay with you? What are the strengths/gaps with what you offer at the moment? (For internal staff this needs to include employee journey feedback insight and feedback) Who are you competing against to attract them and what are they offering? 1 2 3 4
  • 9. 99 NEXT IS TO WORKSHOP 9 Summary of senior leadership needs and wants The employee journey Current state analysis. “brand busters” “strengths” “Momentum builders” “gaps” ON THE WALL Talent personas External talent view Clearly setting out answers to the 4 “exam questions” 1 2 3 4 1 2 3 4 Talent personas Internal talent view Clearly setting out answers to the 4 “exam questions”
  • 10. 1010 THEN TO DEVELOP THE RIGHT MODEL No central proposition – 2-4 pillars given equal weight FAMILY /FRIENDS FLEXIBILITY FUTURE VARIANT 2 Manifesto VARIANT 3 10
  • 11. 1111 ASPIRATIONAL, BUT NOT TOO MUCH SO AUTHENTICITY FORWARD MOMENTUM OVERSTRETCH! 11
  • 12. 1212 THEN DESIGN AND IMPLEMENTATION Recruitment & Orientation e.g. Career fairs e.g. Linked in e.g. PR, thought leadership e.g. Job descriptions e.g. Alumni 1. Creative targeted - marketing and communications 2. Aligning actual employee experience Needs to be far more than just a great careers website! Quick wins – followed by 2-3 years of implementation 8 Employee comms Engagement Performance management Learning & Development Reward & Recognition Ways of working Working Environment and tools 12 Bring everything up to hygiene standards and then bring out signature moments
  • 13. 1313 MAKING IT STICK –EMOTION 13
  • 14. 1414 MAKING IT STICK - MEASUREMENT IN THE NEW AGE OF DATA AND SOCIAL 14
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  • 22. 22 THANK YOU 22 Oliver Strong, Managing Partner – Please connect on Linked In www.intelligent-emotion.com