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Simon Barrow, Chairman People in Business 12 Great Newport Street, Tel +44 20 7632 5910 www.pib.co.uk Your Employer Brand Bringing the best of brand management.

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Presentation on theme: "Simon Barrow, Chairman People in Business 12 Great Newport Street, Tel +44 20 7632 5910 www.pib.co.uk Your Employer Brand Bringing the best of brand management."— Presentation transcript:

1 Simon Barrow, Chairman People in Business 12 Great Newport Street, Tel Your Employer Brand Bringing the best of brand management to people at work Hoofddorp, Netherlands 4 th November 2010

2 2 Introduction to People in Business Originated employer brand concept in early 90s conducting the first research on the discipline with London Business School First book on the subject in years hands-on experience in employer brand development and implementation Global network of employer brand consultants, research and resourcing specialists Recent employer brand clients include: Coca-Cola, EON, HSBC, HP, IBM, John Lewis, Nokia-Siemens, P&G, RBS and Sky

3 3 Brand relationships Powerful consumer brands provide a focal point for: Aspiration (When Ive really made it Ill drive a Mercedes) Identity (The devil and I both wear Prada) Engagement (My Nikes make me feel like running) Advocacy (Lets meet at Starbucks) Trust / Loyalty (When the new i-pod comes out Ill be the first in line)

4 4 The employer brand relationship Powerful employer brands play a similar role: Aspiration (Its a company Id love to have on my CV) Identity (Im proud to tell people where I work) Engagement (Im committed to going the extra mile) Advocacy (I tell people its the coolest place to work on the planet) Trust / Loyalty (It would take a lot to get me to leave)

5 5 Customer Value Proposition Employee Value Proposition Corporate Brand DNA Why should consumers consider you? Why should they come back for more? Why should people join you? Why should they stay? Why should they commit? What shines through everything the organisation does and says? Employee experience Consumer experience Marketing HR Leadership Integrated brand management

6 6 Vision Shared Objective Services Vision Core Competencies Organisational Values Brand Values A digital vision for everyone To be at the heart of 21st century living World Beating Customer Service ExcellenceCo-operationHonesty RespectEmpowerment EntertainingCreativeInnovativeChallenging World Beating Customer Service Accountability Problem Analysis & Decision Making Empathy Enthusiasm and Passion Developing our People Passion for Excellence Team Player Close to Customer Connected Values its People Passionate about the business Friendly/ Helpful Leading Edge & Agile Credible & Confident Successfu l & Profitable Cultural Characteristics Establishing clarity

7 7 Excellence Co-operation Respect Empowerment Entertaining Challenging World Beating Customer Service Accountability Problem Analysis & Decision Making Empathy Enthusiasm and Passion Developing our People Passion for Excellence Values its People Passionate about the business The fully loaded proposition Honesty Creative Innovative Connecte d Friendly/ Helpful Leading Edge & Agile Credible and Confident Successf ul & Profitable A digital vision for everyone To be at the heart of 21st century living World Beating Customer Service Team Player Close to Custome r

8 Business case A strong employer brand reputation attracts more top quality candidates 8 Source: Corporate Leadership Council - Attracting and Retaining Critical Talent Segments study More active job seekers: contain fewer top quality candidates Less active job seekers contain greater proportion of top quality candidates

9 Principles for EB success 1.The content of the working experience is the heart of an EB not branding. It is about reality not spin and the key audience must be your existing employees 2.It reflects the needs of the organisations overall strategy and delivers business benefits. 3. HR can initiate but it needs other functions and line mgt 4.EB is a long term commitment not an initiative (P&G created brand management in 1931 !) 5.The EB needs the principles of good brand management i.e. coherence, coordination, research, planning, innovation and measurement 6.The readiness to be courageous and stand out from the crowd. 9

10 Why the EB needs such care Customers Employees Life style is a factor Work is about life itself Theyre external Theyre family They dont know everything They do! Mistakes can be managed Mistakes can be mortal Broadscale communications One to one preferred 10

11 11 Headline Proposition Recommended employer brand model Corporate Brand Vision / Mission Personality Values Qualifiers Employee Value Proposition Defining attributes Reasons to believe Employer Brand The everyday basics you need to deliver on to ensure the proposition is credible The core brand DNA of the organisation reflected in everything it says and does The one quality you most want to be famous for as an employer The distinctive qualities that further define the employment experience The tangible proof points that make the proposition credible

12 12 For example… Mission to help people and businesses throughout the world realize their full potential Distinctive Values: Taking on big challenges. Constructive self-criticism. Corporate Brand Vision / Mission Personality Values Natural communicators with a passion for technology. An environment where talented people can realize their full potential. Individually tailored, strength-based development. Industry leading investment and innovation in L&D. Respectful, open and supportive management style. Target profile Headline Proposition Qualifiers Defining Attributes Reasons to Believe

13 Wordle of values from FTSE 100 websites 13

14 14 Target propositions need to be aligned but also adapted to reflect: –Regional / divisional strengths –The specific needs and aspirations of different target groups Adaptation can be achieved through relative emphasis, distinctive local reasons to believe and supplementary attributes (consistent with the overall brand) Tailoring the umbrella proposition

15 15 For example…. Headline EVP Proposition: A new challenge every day. US Career Site Western European Career Site Regional Tailoring Functional Tailoring

16 16 Recruitment advertising and career websites often very generic Distinctive look and feel

17 17 Distinctive look and feel If you have a distinctive customer brand identity – use /and adapt it!

18 18 Distinctive look and feel If you have a distinctive customer brand identity – use /and adapt it!

19 19 If you want to be a comedian, dont tell people youre funny, …..make them laugh The employee experience

20 20 Shaping an on-brand employee experience Orientation Measurement Process Touchpoints Recruitment Working Environment Communication Performance & Development Reward & Recognition Core Values Core Competencies Everyday Behaviours Brand of Leadership Style of Management Underpinned By Employer Brand Experience

21 21 Employer brand action planning Media Career Sites Assessment Correspondence Pre-joining instructions Interviewing Advertising Job description Selection* Recruitment Process Basic strengths and weaknesses (is it a consistently positive experience?) Alignment with the brand proposition (does each stage support the promise?) Signature brand experiences (what is distinctively on-brand?) This thinking can be applied to every touch-point

22 22 Distinctive practices Every team member has a say on recruitment decisions Annual party for all Virgin employees and their families Regular input from front line employees in senior level decision making (Real Directors) Six to seven weeks training for all new representatives

23 Overcome EB Management challenges! Seldom positioned to influence the whole employment experience Recruitment communications the main priority yet branding is not brand management EB research does not always lead to necessary change to the working experience Lack of connection with business strategy Insufficient metrics on HR Low profile with senior management (and HR can be a nervous platform for EB) The culture does not demand courage and distinctiveness 23

24 Remember the principles for EB success 1.The content of the working experience is the heart of an EB not branding. It is about reality not spin and the key audience must be your existing employees 2.It reflects the needs of the organisations overall strategy and delivers business benefits. 3. HR can initiate but it needs other functions and line mgt 4.EB is a long term commitment not an initiative (P&G created brand management in 1931 !|) 5.The EB needs the principles of good brand management i.e. coherence, coordination, research, planning, innovation and measurement 6.The readiness to be courageous and stand out from the crowd. 24

25 We wish you every success in building Employer Brands which will last a 100 years plus! Simon Barrow 25


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