This document discusses developing an effective employer brand strategy. It covers creating an employer brand insight platform by researching what makes a company distinctive from both internal and external perspectives. It also addresses developing an employee value proposition through defining attributes, core positioning, and balancing current reality with future vision. Additionally, it touches on differentiating an employer brand through distinctive attributes and expressions, as well as tailoring an employer brand for specific regional, divisional, and functional target groups.
This document provides an introduction to human resource management (HRM) in the context of insurance companies in India. It begins with definitions of management and discusses how HRM differs from traditional personnel management by viewing employees as valuable assets rather than costs. The document then outlines key concepts in HRM like human resources, discusses its functions which include planning, recruitment, training, performance reviews, compensation, and more. It describes the research methodology used and limitations of the study. In under 3 sentences, this document introduces human resource management in insurance companies in India and provides an overview of its key concepts and functions based on the literature.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
The document discusses various aspects of talent management including talent acquisition, recruitment, succession planning, and employee retention. It defines talent management as strategically managing the flow of talent through an organization to align people with jobs based on business objectives. Key processes include workforce planning, recruiting, development, and retention. Talent acquisition involves attracting the right people at the right time for the right cost. Recruitment is the process of finding and encouraging candidates to apply. Succession planning prepares employees to replace those who leave by identifying talent and providing training. Retention strategies aim to increase satisfaction and loyalty to reduce turnover.
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
The document discusses HR metrics and how to measure, analyze, and report on metrics as an HR information analyst. It outlines why metrics are important for understanding, controlling, and improving HR processes. Some key metrics that can be measured include voluntary turnover rates, time to hire, and training cost factors. The document provides formulas and examples for calculating these metrics and extracting relevant data from sources like HRIS systems, surveys, and industry benchmarks. It emphasizes assessing data quality, selecting meaningful metrics, and using tools like Excel, Access and PowerPoint to analyze, visualize and communicate metrics and insights to stakeholders.
This document provides an introduction to human resource management (HRM) in the context of insurance companies in India. It begins with definitions of management and discusses how HRM differs from traditional personnel management by viewing employees as valuable assets rather than costs. The document then outlines key concepts in HRM like human resources, discusses its functions which include planning, recruitment, training, performance reviews, compensation, and more. It describes the research methodology used and limitations of the study. In under 3 sentences, this document introduces human resource management in insurance companies in India and provides an overview of its key concepts and functions based on the literature.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
The document discusses various aspects of talent management including talent acquisition, recruitment, succession planning, and employee retention. It defines talent management as strategically managing the flow of talent through an organization to align people with jobs based on business objectives. Key processes include workforce planning, recruiting, development, and retention. Talent acquisition involves attracting the right people at the right time for the right cost. Recruitment is the process of finding and encouraging candidates to apply. Succession planning prepares employees to replace those who leave by identifying talent and providing training. Retention strategies aim to increase satisfaction and loyalty to reduce turnover.
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
The document discusses HR metrics and how to measure, analyze, and report on metrics as an HR information analyst. It outlines why metrics are important for understanding, controlling, and improving HR processes. Some key metrics that can be measured include voluntary turnover rates, time to hire, and training cost factors. The document provides formulas and examples for calculating these metrics and extracting relevant data from sources like HRIS systems, surveys, and industry benchmarks. It emphasizes assessing data quality, selecting meaningful metrics, and using tools like Excel, Access and PowerPoint to analyze, visualize and communicate metrics and insights to stakeholders.
Talent management is a key challenge for organizations as they work to identify, retain, and replace top talent. The document discusses talent management from individual, organizational, and sector perspectives. It also outlines Holcim's leadership competencies and HR processes that aim to recruit high quality candidates, build employees' capabilities, provide job clarity, and increase engagement to make the organization a preferred employer.
Talent Acquisition Tool helps you in designing, developing & sending online Competency Based job role based on-line test to all your candidates with just by one click.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Redesigning the Role of Talent Acquisition From Transactional to StrategicGlassdoor
The document discusses transforming a talent acquisition team from transactional to strategic. A transactional team focuses on quickly filling roles and administrative tasks, but lacks understanding of business needs. A strategic team understands workforce planning, seeks to improve quality of hire through networking and data analysis, and acts as an advisor to influence hiring decisions. The document outlines steps to make this transition, such as building support, training the team, and investing in tools that support strategic talent acquisition goals.
Centralized recruitment can reduce costs while improving the time, quality, and standardization of the hiring process. Creating talent pools and communities can further reduce costs and times for sourcing and hiring while improving quality. Establishing a Center of Excellence supports non-traditional recruitment channels, improves acquisition and process efficiency, and enables business growth through faster hiring.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Strategic Sourcing & Talent Pipeline - ConnectIn MilanoLinkedIn Italia
The document discusses building an effective talent pipeline. It defines talent pipeline as having a pool of talent available to fill various levels of an organization as it grows. It recommends laying the foundation by understanding where the organization currently stands, and building a solid pipelining process that involves defining roles to recruit for, making the HR team and business aware of the process, and continuously finding new leads and building long-term relationships. Best practices from Piaggio Group and Luxottica Group are shared, such as using LinkedIn to manage the entire sourcing, pipeline, and CV process with a customized workflow.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
Strategic Workforce Planning Model Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Our content-ready strategic workforce planning PowerPoint presentation has pre-designed templates that provide fact-based methods of understanding workforce behavior. This human resource management PPT presentation contain varied range of PowerPoint templates on organizational development, employee plan, vision mission and values, goals and objectives, performance requirements, core skills and competencies, industry trends external analysis, labor market forecast, demographic makeup of customers, human resource trends, levels of employee performance, current staff composition, managing future workforce needs, gap analysis, gap closing strategies, and employee action management. Our workforce developments strategies framework PowerPoint template can impress your viewers and leave an impact on your audiences. Create the impact you wish to deserve. Download our impressive human capital presentation design for topics like succession planning, workforce management, staffing and personnel, human resource management, human capital, capacity building, workload analysis, supply and demand forecasting and business transformation. This strategic workforce planning model PPT slides can make your presentation look even more impressive. Give off confidence with our Strategic Workforce Planning Model Powerpoint Presentation Slides. Display an attitude of self assurance. https://bit.ly/3ETrVdj
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
I've updated my slides on the Business Partner concept and included it in my class on the HRBP Model. Class is next week, February 27-28 at the Pace Midtown Campus.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Digital HR Technology Powerpoint Presentation SlidesSlideTeam
Introducing Digital HR Technology PowerPoint Presentation Slides that will help you to identify the desired target state of the HR system and develop an associated roadmap. Our visually appealing human resource planning presentation contains various templates describing human capital management, HR technology system, human resource information system, KPI of human resource management, etc. Utilize our readily available human resource management PPT infographics to provide a detailed overview of HR technology industry trends, phases of HR technology in the firm, HR technology capability model, etc. Showcase different functions of the human resource information system by mentioning operative and managerial activities. This HRIS PPT slide designs will help in understanding the HR system by showing the relation of HR functions with different users of systems including employee, manager, and HR. Analyze different categories of HR market vendors and provide an overview of the HRIS market by utilizing these content-ready HR technology PPT layouts. Discuss key features of HCM technology, focus areas, market overview, etc in detail by downloading this human resource planning PPT slide deck. https://bit.ly/3awYwIB
The document provides a 5-step playbook for crafting a highly social talent brand. Step 1 is to get buy-in from executives by starting at the top, arming yourself with data on business impact and LinkedIn insights, and bringing partners to the table. Step 2 is to listen and learn by auditing existing talent brand materials, covering official and unofficial sources, and planning research among internal and external audiences to understand perceptions. The playbook then outlines steps for crafting an approach, promoting and engaging, and measuring and adjusting the talent brand over time.
As consumers we have different priorities when making purchasing decisions. For example, when buying a new car we will all consider different elements important (safety, price, large boot, etc.) So when people "buy" a new job from a company their purchasing decisions are equally as unique and personal e.g. the company brand, the salary, the location, culture, etc. Some are more focused on the facilities and technology available.
Essentially, the Employment Value Proposition (EVP) is the compelling reason to join a company. EVP encompasses both Employer and Employee Value Proposition. The key thing is, that the EVP should be ongoing and not just something to be considered at the stage of attraction.
Talent management is a key challenge for organizations as they work to identify, retain, and replace top talent. The document discusses talent management from individual, organizational, and sector perspectives. It also outlines Holcim's leadership competencies and HR processes that aim to recruit high quality candidates, build employees' capabilities, provide job clarity, and increase engagement to make the organization a preferred employer.
Talent Acquisition Tool helps you in designing, developing & sending online Competency Based job role based on-line test to all your candidates with just by one click.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Redesigning the Role of Talent Acquisition From Transactional to StrategicGlassdoor
The document discusses transforming a talent acquisition team from transactional to strategic. A transactional team focuses on quickly filling roles and administrative tasks, but lacks understanding of business needs. A strategic team understands workforce planning, seeks to improve quality of hire through networking and data analysis, and acts as an advisor to influence hiring decisions. The document outlines steps to make this transition, such as building support, training the team, and investing in tools that support strategic talent acquisition goals.
Centralized recruitment can reduce costs while improving the time, quality, and standardization of the hiring process. Creating talent pools and communities can further reduce costs and times for sourcing and hiring while improving quality. Establishing a Center of Excellence supports non-traditional recruitment channels, improves acquisition and process efficiency, and enables business growth through faster hiring.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Strategic Sourcing & Talent Pipeline - ConnectIn MilanoLinkedIn Italia
The document discusses building an effective talent pipeline. It defines talent pipeline as having a pool of talent available to fill various levels of an organization as it grows. It recommends laying the foundation by understanding where the organization currently stands, and building a solid pipelining process that involves defining roles to recruit for, making the HR team and business aware of the process, and continuously finding new leads and building long-term relationships. Best practices from Piaggio Group and Luxottica Group are shared, such as using LinkedIn to manage the entire sourcing, pipeline, and CV process with a customized workflow.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
Strategic Workforce Planning Model Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Our content-ready strategic workforce planning PowerPoint presentation has pre-designed templates that provide fact-based methods of understanding workforce behavior. This human resource management PPT presentation contain varied range of PowerPoint templates on organizational development, employee plan, vision mission and values, goals and objectives, performance requirements, core skills and competencies, industry trends external analysis, labor market forecast, demographic makeup of customers, human resource trends, levels of employee performance, current staff composition, managing future workforce needs, gap analysis, gap closing strategies, and employee action management. Our workforce developments strategies framework PowerPoint template can impress your viewers and leave an impact on your audiences. Create the impact you wish to deserve. Download our impressive human capital presentation design for topics like succession planning, workforce management, staffing and personnel, human resource management, human capital, capacity building, workload analysis, supply and demand forecasting and business transformation. This strategic workforce planning model PPT slides can make your presentation look even more impressive. Give off confidence with our Strategic Workforce Planning Model Powerpoint Presentation Slides. Display an attitude of self assurance. https://bit.ly/3ETrVdj
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
I've updated my slides on the Business Partner concept and included it in my class on the HRBP Model. Class is next week, February 27-28 at the Pace Midtown Campus.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Digital HR Technology Powerpoint Presentation SlidesSlideTeam
Introducing Digital HR Technology PowerPoint Presentation Slides that will help you to identify the desired target state of the HR system and develop an associated roadmap. Our visually appealing human resource planning presentation contains various templates describing human capital management, HR technology system, human resource information system, KPI of human resource management, etc. Utilize our readily available human resource management PPT infographics to provide a detailed overview of HR technology industry trends, phases of HR technology in the firm, HR technology capability model, etc. Showcase different functions of the human resource information system by mentioning operative and managerial activities. This HRIS PPT slide designs will help in understanding the HR system by showing the relation of HR functions with different users of systems including employee, manager, and HR. Analyze different categories of HR market vendors and provide an overview of the HRIS market by utilizing these content-ready HR technology PPT layouts. Discuss key features of HCM technology, focus areas, market overview, etc in detail by downloading this human resource planning PPT slide deck. https://bit.ly/3awYwIB
The document provides a 5-step playbook for crafting a highly social talent brand. Step 1 is to get buy-in from executives by starting at the top, arming yourself with data on business impact and LinkedIn insights, and bringing partners to the table. Step 2 is to listen and learn by auditing existing talent brand materials, covering official and unofficial sources, and planning research among internal and external audiences to understand perceptions. The playbook then outlines steps for crafting an approach, promoting and engaging, and measuring and adjusting the talent brand over time.
As consumers we have different priorities when making purchasing decisions. For example, when buying a new car we will all consider different elements important (safety, price, large boot, etc.) So when people "buy" a new job from a company their purchasing decisions are equally as unique and personal e.g. the company brand, the salary, the location, culture, etc. Some are more focused on the facilities and technology available.
Essentially, the Employment Value Proposition (EVP) is the compelling reason to join a company. EVP encompasses both Employer and Employee Value Proposition. The key thing is, that the EVP should be ongoing and not just something to be considered at the stage of attraction.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
Folien zum Employer Branding / Arbeitgebermarketing Webinar für die Bitkom 2014. Einblicke und Möglichkeiten in die Arbeitgebermarkenbildung.
1. Intro zum Employer Branding
2. Trends und Entwicklungen
3. Strategie
4. Instrumente
5. Einsatz der Instrumente
6. Monitoring und Erfolgsmessung
7. Beispiele
8. Zusammenfassung
L'Oreal Employer Branding and Employee Value Proposition (EVP)Link Humans
L'Oreal's new EVP launched in 2012 after a big listening exercise internally - based on 3 pillars: A thrilling experience, an environment that will inspire you & a school of excellence. Note: This is not Link Humans work, all L'Oréal - thanks to Dennis de Munck for this information.
Employer branding involves developing an image of an organization as a great place to work in order to engage employees and attract talent. It captures the essence of a company's culture, systems, attitudes and employee relationships. Developing an effective employer brand requires insight into employee perceptions, a clear focus on what the organization stands for, differentiation from competitors, communicating benefits to employees, ensuring continuity during changes, and consistency between words and actions. Research, defining brand attributes, implementing communications, and measuring results are key steps in a typical employer branding project. Benefits of employer branding include increased productivity, retention, and attractiveness as an employer.
Employer branding involves developing an image of an organization as a great place to work in order to engage employees and attract talent. It captures the essence of a company's culture, systems, attitudes and employee relationships. Developing an effective employer brand requires insight into employee perceptions, a clear focus on the organization's purpose, differentiation from competitors, communicating benefits to employees, continuity over time, and consistency between words and actions. Research, internal communication, recruitment, leadership and workplace environment all contribute to building and maintaining a strong employer brand. The process typically involves discovery, analysis, implementation, communication and ongoing measurement and optimization. Benefits of employer branding include increased productivity, retention, engagement and attractiveness as an employer.
Corporate brand building process by bhawani nandan prasad mba, iim calcuttaBhawani N Prasad
Corporate branding involves highlighting factors such as heritage, assets, capabilities, people skills, values, priorities, dominance, origin, and performance. It employs product branding techniques but also elevates the approach into the boardroom to manage stakeholder relations. A strong corporate branding strategy requires commitment from senior management. It is more than just changing logos and slogans - it is a serious undertaking involving multiple skills and activities. There are 10 crucial steps to a successful corporate branding strategy including having the CEO lead the work, involving stakeholders, empowering employees to be brand ambassadors, and regularly adjusting the strategy to stay relevant.
Universum provides employer branding and talent attraction services to over 1,700 clients globally. Their Talent Insight Report uses survey data from over 1.3 million career seekers to help companies understand what their target talent groups want and which employers they find most attractive. The report provides comparisons of target groups' preferences, an analysis of employer brand strengths and challenges, and tailored recommendations to optimize employer branding strategy and activities based on target group insights.
The document outlines branding and marketing goals and strategies for 3dP Performance, including:
- Growing annual revenue from $2M to $5M by focusing on recurring clients and private sector work.
- Strengthening positioning in target industries and increasing customer retention through improved communication and marketing.
- Developing messaging that positions 3dP as thought leaders who help clients achieve business objectives like increased revenue and market share through customized training solutions.
This webinar presentation looks at ways to build the case for employer branding. The third in our 30+3 webinar series, Creating Employer Brand Value delves into critical employer brand planning elements including employer brand value and ROI.
This document provides guidance on developing a strong employer brand. It discusses that candidates are like customers seeking compelling offers from companies known to deliver on desires. An effective employer brand must be known, understood, and desirable. The document outlines that employer branding is everyone's responsibility, and that companies must adopt a marketing mindset to attract talent. It also provides steps to build a strong employer brand, including researching current perceptions, articulating a value proposition, and strategic execution across channels.
Building Your Employer Brand Strategy - Stacy ParkerSocialHRCamp
In this interactive mega-session Stacy will take participants through the process of building a social media employer brand
strategy. Workshop components include:
- Why is employer branding important?
- How does your employer brand strategy rank?
- Steps to employer brand strategy
- Building a social media employer brand strategy
- Communicating your employer brand
- The role of social media on your employer brand strategy
- Adding measurable value
This document discusses the importance of developing an effective employee value proposition (EVP) for attracting and retaining talent. It provides examples of how BASF developed their EVP based on opportunities for employees, performance and personality. The author recommends conducting research to understand what employees and targets seek in employment to define the EVP. Secondary research found attributes like reputation, innovation and work environment most influence employment choice. An employee lifecycle engagement map can align the EVP to talent attraction and retention by focusing on key moments. Developing an EVP informed by research is important for competitiveness in attracting talent.
Growing your business to the next level takes more than a great idea -- it takes funding. Did you know that investors say the number one thing they look for when deciding to invest is talent?
From SC Moatti, Managing Director of The Angels' Forum, you'll learn:
- 3 characteristics investors look for in a strong team
- The hiring recipe that spells failure
- Why diversity and culture matter
- And more
To learn more, visit us here: http://bit.ly/2cCJq8E
DIY Employer Brand: 4 Steps to a Compelling Employer Brand from ScratchAndy, Xinbin Hu
While 72% of recruiting leaders worldwide agree that employer brand has a significant impact on hiring, just 55% have a proactive employer brand strategy. (Global Recruiting Trends 2016, LinkedIn)
If you belong to one of the 45% of companies who do not have a proactive employer brand strategy, getting started can feel daunting.
In this upcoming event at LinkedIn Hong Kong, LinkedIn Employer Brand specialists will show you how you can build a compelling employer brand in-house and from scratch.
You will learn:
How to setup your employer brand project for success
How to develop your Employer Value Proposition
How to plan your employer brand communications
How to rollout your employer brand
You will also get an overview of Next Generation LinkedIn Career Pages – a platform tailored to allow employees to voice their opinions on their respective organisations, better than ever.
Date: Tuesday, November 1, 2016 (English)
Time: 5:00pm - 6:00pm (check in starts at 4:30pm)
Address: 38/F, Hysan Place, 500 Hennessy Road, Causeway Bay, Hong Kong
It's universal: people are searching for deeper meaning, for a closer sense of "fit" in all aspects of their lives. In this 30-minute webinar, we take a closer look at the power of purpose-driven messaging and how to connect it to our employer brand.
Accounting Firm Competitiveness Cch Singapore 22nd April 2010Robert_Sawhney
This document discusses factors that shape success and competitiveness in CPA firms. It summarizes research showing that a firm's cultural orientation, especially around knowledge management, marketing, learning, and integrating strategy, knowledge management, and marketing, explains up to 70% of performance differences between firms. Leadership and values management are also important factors. The document provides examples from large accounting firms of how they approach issues like knowledge and learning, marketing with a focus on client value, and integrating strategy across business units.
—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docxanhlodge
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Introduction to Management
WEEK TEN: THE EXCEPTIONAL MANAGER -STRATEGY
Semester 1, 2019
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To create Em dash above headline:
Same size and weight as the headline and set using a soft return.
PC: Em dash (—): Alt+Ctrl+ - (minus)
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1
2019 Course Experience Survey
(CES)
Tell us what you think
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Your feedback is valuable
Every semester, we ask students to give us feedback on what works well and what needs to be improved
It’s called the Course Experience Survey (CES) and it helps us improve teaching, course design and content for you
It takes about 10 minutes to complete online
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For those cynics out there…
The CES matters – it’s part of making sure we’re doing a good job
The CES works – it has delivered a lot of improvements to what we do and you get
It helps you and those who come after you
It helps us
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Your feedback has an impact
Examples of change from student feedback:
Change to group sizes
Updated and more relevant content and examples
Change in class format
Change in lab tasks
Changes in assessment
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When is it happening?
The CES goes online each semester.
Semester 1 2019 CES dates
HE: Start: 6 May 2019 End: 2 June 2019
VE: Start: 6 May 2019 End: 2 June 2019
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What devices can be used to access the survey?
Desktop
Laptop
iPad
Smart phone
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There are 3 options to access the survey
1. Find the survey link in your student inbox
Sender :
Subject:
Click link in email
2. Access via
https://surveys.rmit.edu.au/Blue/
Student login is required
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3. Access via myRMIT
under ‘Launch Application’
click on ‘Student Survey’
Any questions?
Email to [email protected]
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Any incentives to complete the CES?
All completed surveys will be placed in a raffle to win an iPad.
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Objectives of this Lecture
What does it take to be an exceptional manager?
Am I really managing if I don’t have a strategy?
Review of best-known classic strategy theories
How does effective execution help managers during the strategic-management process?
Introduction to Management
Functions of Management
Managing emotions at work & employees
The exceptional manager: strategy
Networking to build e-portfolios
Course Review
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The skills exceptional managers need
Technical skills
– the job-specific knowledge needed to perform well in a specialised field
Conceptual skills
– the ability to think analytically, to visualise an organization as a whole and understand how the parts work together
Human skills
– the ability to work well in cooperation with other people to get things done
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In the 1970s researcher Robert Katz identified three skills that are very important to being an exceptional manager: technical, conceptual and human skills.
Ask your students to think of a manager who had one or two of these skills, but not all three. What was the negative impact to the busin.
The document discusses achieving excellence in recruitment through strategic and systematic processes. It recommends defining job needs, developing compelling marketing descriptions, sourcing candidates through various channels including networking and referrals, providing excellent candidate care, conducting effective interviews and assessments, making offers that minimize rejections, and onboarding new hires through communication and orientation. Measuring results and continually improving using new technologies like social media are also emphasized for recruitment success.
The document is a template for a brand strategy plan and marketing communications program. It provides a framework to define a brand, assess corporate identity, formulate brand messaging, determine marketing strategy, and identify marketing campaigns. The template outlines a five-phase methodology: define and assess, strategic planning, creative approach, execution and implementation, and measurement and analysis. It includes sample questions, sections, and types of marketing communications to include in a customized plan.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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1. Developing a winning employer brand strategy Led by: Richard MosleyGlobal SVP Employer Brand Consulting People in Business richard@pib.co.uk Employer Brand Masterclass, September 2010
2. 2 Agenda Employer brand management Creating a brand insight platform Proposition development Employer brand communication Developing an employer brand action plan Employer brand measurement
3. Employer brand challenges Where do you start? How long does it take? What are the key milestones? What does it cost? What are the best practices and success factors? What are the pitfalls? Does the process vary for different sectors – like Agriculture? What functions inside the company should be involved in the development process ? How EB is connected with corporate brand? What is the link between employer brand and engagement? What is the place of EB in overall HR Strategy of the company? How to involve top management into EB development process? What are the methods for defining EVP attributes? How do you differentiate? How do you tailor to specific audiences? What are the most effective communication channels? What role can social media play? How to make employees ambassadors of the EB? How do you measure EB success? 3
4. 4 People in Business Global employer brand consultancy Originators of the ‘employer brand’ concept and publishers of the first book on the subject European arm of TMP Consulting 20 years of hands-on experience in employer brand research, development and activation Working with many of the world’s leading employers, including:
6. The talent perspective “Leaders of companies that go from good to great start by getting the rightpeople on the bus”. Jim Collins – ‘From Good to Great’ 6
7. The big question Do you have the right kind of bus, to attract and engage the right people? Heritage Flexibility Luxury Endurance Exploration Versatility Vision Speed 7
8. Defining ‘employer brands’ From the perspective of any current or potential employee “The employer brand describes the package of functional, economic and psychological benefits provided by employment and identified with the employing company”. Limited opportunities International Young Low status American Successful Low pay Fast growing Hot and sweaty 8
9. Defining ‘employer brands’ Put more simply your employer brand is: What people most associate with you as an employer Limited opportunities International Young Low status American Successful Low pay Fast growing Hot and sweaty 9
10. The Employee Value Proposition There’s a difference between having an employer brand and proactively managing it. The Employee Value Proposition (EVP) defines what you most want people to associate with your organisation as an employer. Employee Value Proposition Defines The distinctive brand benefits you offer to employees 10
12. Induction & Orientation Learning & Development Employer brand management seeks to ensure that employee communication and experience aligns with the EVP Internal Communication Process ‘Touchpoints’ Branding and Communication Candidate Management Reward & Recognition Everyday Behaviours Leadership Standards Frontline Management Employer Brand Experience ‘Employer Branding’ + Communication (Defines what you most want people to associate with you as an employer). Customer Service +Teamwork Communication Channels Performance & Talent Mgt Working Environment Delivering on the promise 12
14. Stronger awareness and consideration A strong employer brand reputation attracts the attention and consideration of more top quality candidates More active job seekers: contain fewer top quality candidates Less active job seekers contain greater proportion of top quality candidates Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments study 14
17. More direct recruitment (via career site vs. search firm etc.).Shell claim their switch to more consistent employer branding helped to reduce overall recruitment spend by 75%. Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments Study 15
18. Stronger retention A strong employer brand helps to retain critical talent and reduce attrition costs. Reported benefits from employer brand progammes Source: Employer Brand Institute – Global Research Study (2009) Tesco’s employer brand progamme helped reduce first year attrition by 7% (saving £7m). 16
19. Stronger engagement and performance A strong employer brand improves employee engagement, (leading to increased productivity, customer satisfaction and sales). An EB Index Measures how well employee believe a company is delivering its employer brand promises Equal to / greater than the median Analysis from leading global retail bank Less than the median 17
20. Creating a brand insight platform Employer Brand Masterclass, September 2010
21. 19 The right team Long term success depends on cross-functional involvement in the development of your brand platform / EVP
22. The inside story Business led Business strategy Fit for purpose organisation Customer brand Distinctive offer / style Core values Desired ethos Culture / personality Distinctive work experience Employee led Engagement drivers Positive work experience 20
23. Engagement drivers Tells you what employees want – but can be quite generic (it doesn’t provide a complete answer) Excellent for mapping relative performance and identifying the focus for local action-planning EXAMPLE: Top Drivers of Employee Engagement (Ranked in order of impact on Engagement) % Favourable I can make a difference 78% 65% I’m confident in the direction set by the leadership team 54% It’s a fun place to work 72% The company is highly focused on quality 46% I am given regular opportunities to learn and develop Key: Very Strong (above 70%): Strong (from 60% to 70%) Weak (less than 60%) 21
24. Your company at its best Defining Insights Insight Insight Insight The unwritten rules Qualitative research – What makes you special? Symbols “You can really make a difference here from day one” “It’s an open office environment for everyone except the SMT” “We’re very proud of our brands” “It takes weeks to get our anything fixed around the office” “You need to be adaptable because it’s a very fast moving business” “People here go to great lengths to win in the marketplace, for example….” “Given the nature of our business, good grooming is very important” “Our work with street children in Jakarta shows we are a caring business” Stories 22
25. External research Employer image Outside in view Sector Image Generic associations? Employer image Awareness / status? Competitive set Who should you benchmark? Attraction drivers What are people looking for? Talent market Nature of the market? Labour market 23
27. What you should be looking for More than just a tagline Insight not just wishful-thinking ‘brandwash’ A clearly defined platform for both communication and action 25
28. Employer brand platform Corporate Brand Vision / Mission Personality Values Core identity / heartland What we stand for? / How we express ourselves? (Reflected in everything the organisation says and does) Employee Value Proposition Who do we most want to buy into the brand? Target profile What’s the compelling heart of our offer? Core positioning What other key elements make up our offer? Defining attributes What’s expected of employees in return? The give and the get Reasons to believe What makes our offer credible? 26
29. Defining attributes Qualities you most want to be associated with as an employer Foundation for communication & experience management True of the company at its best as an employer Resonating with the needs and aspirations of your target audiences BUT also aligning with the needs of your business and customers Reflecting core Values but highlighting what makes you distinctive For example: 27
30. Core Positioning The one thing you most want to be famous for as an employer Your employer brand essence The anchor point for your employer brand messaging The territory you want to occupy and own on the market map 28
31. Development process Success factors (from research and direct experience) Cross-functional - involving HR, Marketing and line management (though often led by HR); High involvement – ensure key players participate directly in the development process, not just critical ‘gate-keeping’; A learning process – employer brand development will be new for most people – ensure they fully understand the bigger picture. Ideally: Take 1-2 days to workshop the insights and attributes with the key stakeholders; Get to an 80% solution that can then be polished (by the core team / agency), visualised and tested. 29
32. Development workshop(s) (1) Induction session(ensuring everyone fully understands the employer brand concept, objectives and methodology) (2) Insight platform(short stimulus presentations covering key perspectives – with active noting of potential attributes) (3) Attribute shortlist(application of success criteria to select the 5-8 most promising attribute territories) (4) Implications(more detailed assessment of current proof points and people management ‘stretch’) (5) Core positioning(identification of the 1-3 core positioning options + rationale) 30
33. EVP development exercise 1 In table groups (20 minutes) Given the background data provided, generate a list of relevant potential attributes for the Megafizz employer brand? 31
34. Megafizz – Background data Company Profile Leading soft drinks company (number 1 or 2 in every market) Operating in 27 countries across Europe (including Russia) 35,000 employees employed in bottling, distribution and sales Business Strategy ‘Excellence across the board’ – focusing on raising the operational excellence of all 27 countries to the standards set by the best 3 countries, in terms of supply chain, sales/marketing, financial management etc. Organisational Development Big focus on breaking down silos between countries in order to enable: Best practice sharing Talent mobility Stronger / more diverse leadership ‘bench-strength’ / succession Employer Brand Status Understanding of the organisation’s wide portfolio of (increasingly health-oriented) brands and diverse employment opportunities skewed by the iconic global status of the company’s leading product ‘Megafizz’ Inconsistent country-led approach to recruitment marketing (including locally produced advertising campaigns and career sites) Biggest recruitment focus (through growth and retention issues) = sales (young age profile) Core Values launched 3 years ago but inconsistently communicated / understood / applied (see attached) Recent survey provides useful up-to-date analysis of engagement drivers (see attached) 32
37. Coca-Cola HBC - Attributes Part of a winning team Coca-Cola’s status as the world’s no.1 brand has been achieved through a relentless passion to win. Whatever your role in CCHBC you’re part of a team that enjoys competing and never settles for second best. Making a difference There’s no passion without progress. CCHBC believes in setting clear goals and letting people get on with taking action. There’s always a challenge, every opportunity to prove yourself and very little chance of getting bored. Realising your full potential CCHBC is as passionate about bringing out the best in people as it is about getting results. With growing investment in training and an emphasis on home-grown talent, there are thousands of career success stories at CCHBC. An enjoyment business CCHBC brings enjoyment to millions of people through its market leading brands and the many community activities our employees participate in each year. We try and ensure people enjoy their work as much as consumers enjoy our products. 35
38. The core positioning Defining attributes Corporate Brand Proposition Core EVP Positioning The heart of the employer brand proposition Sometimes derived from the corporate / customer brand (above) Or the more employee focused defining attributes (below) 36
39. The core positioning “To help people and businesses throughout the world realize their full potential” Core EVP Positioning Your Potential, Our Passion 37
40. The core positioning “Touching lives, Improving life” Core EVP Positioning In touch with people and ideas Igniting your potential Enabling you to succeed 38
41. Coca-Cola HBC - EVP Part of a winning team Coca-Cola’s status as the world’s no.1 brand has been achieved through a relentless passion to win. Whatever your role in CCHBC you’re part of a team that enjoys competing and never settles for second best. Making a difference There’s no passion without progress. CCHBC believes in setting clear goals and letting people get on with taking action. There’s always a challenge, every opportunity to prove yourself and very little chance of getting bored. Realising your full potential CCHBC is as passionate about bringing out the best in people as it is about getting results. With growing investment in training and an emphasis on home-grown talent, there are thousands of career success stories at CCHBC. An enjoyment business CCHBC brings enjoyment to millions of people through its market leading brands and the many community activities our employees participate in each year. We try and ensure people enjoy their work as much as consumers enjoy our products. 39
42. EVP development exercise 2 Applying the thinking to your own company What makes you special as an employer? -> 3-4 defining attributes? What’s the one thing you most want to be famous for as an employer? -> Core positioning? 40
43.
44. Identifying the right balance of attributes Overstretch Reasons to believe Forward momentum Currently Credible Currently Non-credible Shared Aspiration Consistently delivered Employees would readily recognise this as: ‘The way we do things round here’ Seldom (if ever) delivered Employees would see this as wishful thinking: ‘Out of touch with reality’ Inconsistently delivered Employees would recognise this as characterising: ‘The company at its best’ The sweet spot for EB attributes Trust builders and sources of pride Part of the plan but not the promise 42
45. Getting the mix right Part of a winning team Coca-Cola’s status as the world’s no.1 brand has been achieved through a relentless passion to win. Whatever your role in CCHBC you’re part of a team that enjoys competing and never settles for second best. Making a difference There’s no passion without progress. CCHBC believes in setting clear goals and letting people get on with taking action. There’s always a challenge, every opportunity to prove yourself and very little chance of getting bored. Highly credible and true to everyday experience Realising your full potential CCHBC is as passionate about bringing out the best in people as it is about getting results. With growing investment in training and an emphasis on home-grown talent, there are thousands of career success stories at CCHBC. An enjoyment business CCHBC brings enjoyment to millions of people through its market leading brands and the many community activities our employees participate in each year. We try and ensure people enjoy their work as much as consumers enjoy our products. More aspirational, but the focus of forward investment and leadership commitment 43
46. Differentiation Attributes ‘Imagineering / magic’ ‘Democratic design’ Providing a distinctive angle on a generic attribute OR Creating relatively unique / distinctive attributes E.g. Innovation ‘Continuous improvement’ ‘Systematic creativity’ E.g. Channel 4 – ‘Make Trouble’ Occupying new territory
47. Attribute territory and positioning Expression Territory Development Positioning Continuous stretch Territory Creativity Positioning Cutting edge science
48. Extended differentiation Attributes Experience Expression Creating relatively unique / distinctive attributes OR Providing a distinctive angle on a generic attribute Delivering on your EVP promises in a distinctive style OR Delivering to a very high standard vs. expectations Creating a distinctive identity / personality OR Presenting the EVP in a distinctive way Unique expression Distinctive promises Signature experiences
49. Global local EVP Regional tailoring Attributes ‘TUNED’ to specific Target Groups Employee Value Proposition (EVP) Divisional tailoring Functionaltailoring TVP = Target Value Proposition (think Coca Cola and Coke Light) 47