1. Improving recruitment and retention of general practitioners – applying Employer Brand thinking Simon Barrow East of England Deanery Spring Symposium, 26 th March 2015 Hilton Hotel, Stansted

2. Purpose To establish whether Employer Brand thinking can help to improve the attractiveness of being a GP Format: The problem Introduction to the EB idea Ingredients for success The current environment Thoughts on the way forward

3. Pressures Shift of resources and care into GP surgeries Increasing demand on GPs – 2013: 340m consultations vs 2008: 300m Increasing demand from A&E Waiting times: 26.2m waited over a week to see a GP Sir Bruce Keogh 20 Jan 2015

4. GP availability GPs per 100,000 population down to 60 in 2013 2014 applicants 5,477 vs 6,034 in 2013 Only 27% of GPs are under 40 Only 21% of medical students intend to be GPs (and the figure should be over 50%)

5. How do we encourage more doctors with the necessary qualities to become GPs?

6. Neil McElroy, Defense Secretary in President Eisenhower’s administration. At Procter& Gamble, in 1931, aged 26, created the concept of brand management.

7. The Principles of Brand Management Focus on one brand not the whole group Listening and research among all stakeholders A coherent plan supported by an engaged and inspirational leadership Establish the truth about what makes you distinctive and compelling Fix whatever is holding you back Coherent delivery with everyone on side Rigorous measurement and senior mgt review

8. Brand Management Knorr (now Unilever) Colgate-Palmolive

9. Tim Ambler Senior Research Fellow, London Business School and Simon Barrow

10. Definition of the employer brand We define the Employer Brand as the package of functional, economic and psychological benefits provided by employment and identified with the employing company. Journal of Brand Management, Ambler and Barrow 1996

11. Definition continued The main role of the employer brand is to provide a coherent framework for management to simplify and focus priorities. Increase productivity and improve recruitment, retention and commitment Journal of Brand Management, Ambler and Barrow 1996

12. Since then… First book on the subject in 2005 Barrow and Mosley Taken up by large organisations globally Now 446,000 Google pages on the subject

13. Brand relationships Powerful consumer brands provide a focal point for: Aspiration (When I’ve really made it I’ll drive a Mercedes) Identity (The devil and I both wear Prada) Engagement (My Nikes make me feel like running) Advocacy (Let’s meet at Starbucks) Trust / Loyalty (When the new watch comes out I’ll be the first in line)

14. The employer brand relationship Powerful employer brands play a similar role: Aspiration (It’s a company any actor should have on their resume) Identity (I’m proud to tell people where I work) Engagement (I’m committed to going the extra mile) Advocacy (I tell people it’s the coolest place to work on the planet) Trust / Loyalty (It would take a lot to get me to leave)

15. Why the EB needs such care Customers Life style is a factor They’re external They don’t know everything Mistakes can be managed Broadscale communications Employees Work is about life itself They’re family They do! Mistakes can be mortal One to one preferred

16. Integrated brand management 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

17. Elements of the Employer Brand 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

18. Recommended employer brand model Headline Proposition 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

19. Tailoring the umbrella position 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)

20. Establishing clarity(?) 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 Successful & Profitable Cultural Characteristics

21. The fully loaded proposition 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 Honesty Creative Innovative Connected 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

22. The complex context for GPs No. 10 DOHTreasury NHS England East of England Federation Core Commissioning Groups East of England Deanery GP Practices Hospital Doctors Patients Specialist Consultants Royal College of GPs Local Medical Committee GMC BMA

24. Carolyn McCall, CEO Easyjet

25. Limited opportunities International young American low status Successful low pay Fast growing hot and sweaty A low-paying, low-prestige dead-end job that requires few skills and offers very little chance of advancement.

26. 71% happy agreed fairly paid 91% treated with respect 93% skills useful for the future Apprenticeship programme English and maths 5000 UK students at any one time Vacancy ratio improved 4:1 to 14:1 2013 Great Place to Work: top 5 in UK

27. Employer Brand expression Employee Value Proposition A New Challenge Every day Igniting your potential Putting you in touch with people ideas and communities Enabling you to succeed

28. Touch point planning illustration Focus area: On-boarding Developed via benchmarking and ideation sessions with key stakeholders 5 key stages: – Pre-boarding – Welcome (Day 1 – Week 1) – Orientation (Week 1 – Month 1) – Integration (Month 1 – Month 3) – Acceleration (Month 3 – Year 1) Incorporating 9 brand-aligned ingredients

29. Wordle of values from FTSE 100 websites

30. Building the GP brand Brand Busters Inconsistent Unsatisfactory Off-brand Brand Builders Consistent Satisfactory Professional Well executed but relatively standard HR practices Brand Signatures Distinctive Engaging ‘Remarkable’ More brand specific and innovative, HR practices

33. Influencers Chaand Nagpaul Chair BMA GPs committee “I still believe it is the best job in medicine and after 25 years I have never looked back. I believe this is the time for a renaissance in general practice and you all have a chance to be part of it. The future is bright, the future is general practice.”

34. Areas for development? 1.Identifying what is really distinctive and compelling about being a GP 2.Clarifying the differences vs other roles for doctors 3.Establishing what needs to change about the GPs life and work 4.Establishing when and how contact can be made at key decision points for students and young doctors 5.Changing the opinions of HMG, DOH, NHS l’ship 6.Clarifying the present messages

36. EF 2 This essential feature is about your understanding of the impact on patient care of your values, feelings and ethics. Examples of this are: EF 2.1 Awareness of your own capabilities and values EF 2.2 Delivering care with compassion and kindness EF 2.3 Being able to identify the ethical aspects of your clinical practice (prevention, diagnostics, therapy, factors that influence lifestyles) EF 2.4 Awareness of self: understanding that your own attitudes and feelings are important determinants of how you practice EF 2.5 Valuing and encouraging the contribution of others EF 2.6 Being prepared to participate in service management and improvement EF 2.7 Justifying and clarifying personal ethics EF 2.8 Being aware of the interaction of your work and your private life, and striving for a good balance between them Royal College of General Practitioners Curriculum 2010

37. Areas for Development ? (2) 6. Addressing the ‘Brand Busters’ in the GP job 7. Raising the distinctive profile of GPs - innovation and clinical leadership - the vital role of primary care and preventative medicine - the holistic and human role 8. Establish the East of England benefits

38. Communication ideas (once the theme has been developed) Greater use of videos / testimonials / stories to bring the job to life and sell East of England Day in the life - showing the variety and rewarding aspects of the role, e.g. – GP and medical student training – Minor surgery – Research in practice – Multi-disciplinary meetings – Business meetings – Etc. More opportunities for work experience Taster weeks for school 6th formers and medical students: shadowing

39. Recruitment advertising and career websites often very generic Distinctive look and feel

40. Tips for EB success 1.Any action make sense for current GPs. The content of the working experience is the heart of any EB not ‘branding’. It is about reality not ‘spin’ 2. Any action should reflect the overall strategy for GPs and their vital role in the NHS 3. The project will need a powerful leader/influencer 4.EB is a long term commitment not a promotional initiative 5.Remember the principles of good brand management i.e. focus, coherence, coordination, research, planning, innovation and measurement

41. Key question areas for the General Practice Brand workshops 1000 and 1130: 26 March Claire Giles and Louise Skoildebrand 1. Attitudes and qualities 2. Making the case for GPs 3. Improving the GPs job 4. Making it happen

42. 1. Attitudes and qualities How do people currently see GPs? How do GPs want to be seen? What are the qualities of the doctors you most want to appeal to?

43. 2. Making the case for GPs Who are you competing with for the sort of GPs you seek? What makes being a GP the best option for those doctors? What stories could you tell about being a GP which might help transform attitudes? What can we say about the East of England?

44. 3. Improving the GPs job How can you make it easier for people to join you? What are the ‘Brand Busters’ How can they be addressed –in the Practice, Local region, at NHS mgt?

45. 4. Making it happen What would you like to see happen as a result of this session? How can the argument for changes in the management of the GPs role be made more powerful? Who are the ultimate decision makers? Who are the influencers on them? What are the next steps for the East of England?

46. GP Employer Brand stages 1.Agree the development team 2.Assess existing research and processes 3.Conduct qualitative research with GPs about essence of the job 4.Identify what is truly distinctive (and what needs changing) 5.Use both logic, emotion and bravery in expressing that

47. Questions? Simon Barrow simon@simonbarrow.org.uk 07 976 700 603