The document discusses the importance of employer branding in attracting and engaging employees, emphasizing how a strong brand connection can enhance performance and trust. It highlights that organizations with engaged employees experience higher profits, customer loyalty, and overall productivity. A case study of Kuehne + Nagel illustrates strategies for fostering engagement and a customer-centric brand message within a competitive market.

1. energizing powerful
performers
through persuasive brand
communications

2. what's ahead?
• employer branding: what is it?
• show me the money
• what’s the story morning glory?
• mission possible
• it’s a two-way dialogue
• case study: Kuehne+Nagel
• it starts with 5
• questions?

4. employer branding: what is it?
• attracting and engaging employees around a brand promise that
resonates, motivates and maximizes their performance to build trust
with your customers and each other
• people don’t think of a brand as a series of departments, they think
of a brand as a whole entity
• employees must feel comfortable being part of the brand, identify
with it and live it

6. show me the money
companies are investing in business-to-employee (B2E) branding
for the same reasons they invest in business-to-consumer (B2C)
or business-to-business (B2B) branding
• helping employees consistently deliver a brand promise and value to
customers strengthens the brand, impacts customer
experience, and improves the bottom line
• happy, satisfied customers become brand advocates

7. increased growth and profitability
• organizations with higher-than-average levels of employee
engagement realized 27% higher profits, 50% higher sales, and
38% above-average productivity Gallup 2010
• 88% of engaged employees believe they can positively impact the
quality of their organization's products/services Towers Watson Study
• disengaged workers cost the economy $300+ per year Gallup 2010

8. customer retention
• organizations with higher-than-average levels of employee
engagement realized 50% higher customer loyalty levels Gallup 2010
• 41% of customers are loyal because of good employee attitude
MCA Brand Ambassador
• 68% of customers leave because of poor employee attitude
Parkington and Buston Study
• 70% of customers’ brand perception is determined by experience
with people Ken Irons, Market Leader

9. employee attraction and retention
• HR execs feel their corporate brand is highly important in recruiting
and retaining employees
• 56% of HR managers are concerned top talent will leave as the
economy improves CareerBuilder and USA Today’s Job Forecast
• a 5% increase in employee retention can generate up to an 85%
increase in profitability Harvard Business Review

10. employee attraction and retention
• easier to attract top performers – get people with the right skills in
the right jobs to drive growth
• easier to attract talent that fits culture
• people want to work for companies with great reputations
• 50% of employees indicated their companies' brand played an
important role in their decision to apply for a job Maritz Research

11. employee attraction and retention
• people turn to family, friends or colleagues for advice and approval
when making a decision about which employers to consider
• 61% found their most recent job via word-of-mouth
Cassidy C. and Kreitner R., 2010

12. employer brand truisms

13. Title slide for what's the story morning
glory

14. here’s the story

15. here’s the story
• a strong employer brand connects an organization’s values, people
strategy and HR policies
• a successful brand is not just a catchy name or phrase, or a
memorable logo, but a personality or character that exists within an
organization, and outside, to differentiate what it stands for
• it starts at the top

16. 5 brand elements

17. Title slide for mission possible

18. results of an engaged workforce
• happy, fully-engaged, energized, more productive, more
satisfied workforce
• employees know how to interact with both internal and
external stakeholders
• they believe in the brand, live the brand, sell the brand…
become the brand
• they become brand ambassadors/ champions/ advocates

19. engaged workforces
• Google
• Southwest Airlines
• Apple’s Genius Bar
• 5th business

21. communication guidelines
• align with customer value proposition
• an informed workforce is an engaged workforce
• employees must know, understand and believe in the brand
• it has to be a two-way street: give employees opportunities to ask
questions, express ideas, and provide feedback
• keep it top-of-mind: communicate regularly + frequently

22. communication guidelines
• leverage every opportunity to communicate the essence of the
brand and re-affirm the message
• use media that your audience consumes
• be consistent
• be creative
• make it fun
• have INTEGRITY

23. communication elements
• employee events • promotions
• team meetings • contests
• website • recognition & rewards program
• eblasts • dimensionals
• posters • engage employees to engage
• social media other employees
• brand the work environment

24. Title slide for case study: K + N

25. Kuehne+Nagel: case study
• a multi-national logistics giant based in switzerland ($26B)
• north american divisions wanted to differentiate from competitors
• goal was to deliver a more customer-centric and relatable brand
message, both internally and externally
• needed to engage workforce of 6,000 to support doubling the
business within 5 years, after significant layoffs
• highly competitive and somewhat non-differentiated market category

26. Kuehne+Nagel: case study
• how can one simple word be the common link for thousands of
customers and 6,000 employees alike?

27. Kuehne+Nagel: case study
• how can a pair of flip-flops give employees renewed confidence in
their job security after a round of corporate layoffs?

28. Kuehne+Nagel: case study
• how can a few pieces of LEGO engage a national workforce
around a common goal?

29. it starts with 5
1. make sure your CEO is on board and ensure cross functional
commitment
2. use employee AND customer data to create program metrics
3. fewer rules, more brand ownership
4. market to employees like customers
5. give your program time

30. questions?
stuart lewis
president & CEO
905-275-2220
stuart.lewis@5thbusiness.com