1. AMDIS conference Jenny Davenport 14 th May 2012

2. Influencing stakeholders Employer Brand Employee engagement What I will cover 2

3. What do they care about? What’s on their objectives? Current deliverables? Career aspirations: who are they trying to impress? Stakeholders: seeing it from their viewpoint 3 What do they care about? What’s on their objectives? Current deliverables? Career aspirations: who are they trying to impress? Who influences them? Who do they influence? Their boss? Their former boss? Their mentor? Their direct reports? Their peers? What is my relationship with them? What do they think of me (really)? How much credibility do I have? How much do they trust me? What do they know me for (previous roles etc) What is their relationship with my boss, or some of the other people I am trying to influence?

4. Mapping stakeholders 4 Nay sayersCheerleaders Key alliesPotential blockers

5. Influencing styles 5

6. Social media 6

7. Social media – old style 7

8. Social media – no-where to hide 8 If you’re going to be naked, you better have a good body

9. 9 Defining ‘employer brands’ Put more simply your employer brand is: What people most associate with you as an employer International Low statusAmerican Limited opportunities Fast growingHot and sweaty Successful Young Low pay

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

11. 11 Customer Value Proposition Employee Value Proposition Brand DNA Values / Personality Why should customers consider you? Why should they come back for more? Why should people join you? Why should they stay? Why should they commit? …and how should they serve? What shines through everything the organisation does and says? Employee experience Customer experience Marketing HR A shared responsibility Leadership

12. Integrated brand management 12 Customer Value Proposition Employee Value Proposition Brand DNA “Our brand values are central to the way we operate the business and the way we manage our people”. Terry Leahy - CEO Terry Leahy recognised that there were limitations to the previous ‘customer first’ philosophy at Tesco, realizing that customer service could only reach the highest levels when employees felt equally valued – prompting a more ‘balanced’ approach to the Tesco brand model.

13. The right development team Long term success depends on cross-functional involvement in the development of your brand platform / EVP

16. The detail behind it 16 The instant trust and openness that you find between colleagues at LEGO makes it feel like family, and we believe there are no limits to what we can achieve when we bring together the diverse range of talents that exist across the global LEGO community. Clutch Power Endless opportunities to collaborate across a boundary free community Key elements: Trust, Transparency, Openness, Family, Community, Collaboration The give (what’s expected of employees): Seeing the bigger picture (beyond the silo) Active networking and collaboration Comfortable with transparency, diversity and a flat hierarchy The get (what employees can expect in return): ‘Flexible connectivity’ Sense of belonging while also feeling free to be yourself Range of influence beyond your immediate job Career mobility Reasons to believe Strong sense of shared community across the LEGO organisation and more extended ‘fan base’ (including collaboration on new product design) Open, transparent and relatively non-hierachical management style Stretch: Building stronger bridges between divisional silos Facilitating boundary-free networks Promoting greater mobility across functions?

17. Credibility and Vitality 17

18. Employer brand framework Job Design I Meaningful work Line Mgt I Openness & honesty Team behaviour I Strong collaboration Talent Mgt I Leveraging diversity Total Reward I Performance related / competitive Performance Mgt I Healthy stretch Career Development I Growth opportunities Global Citizenship I Making a difference Employer branding (+ Communication Management) Employee Value Proposition (+ Brand Platform / ‘The deal’) Integrated EB Management (Experience Management)

19. Employee engagement “A set of positive attitudes and behaviours enabling high job performance of a kind which are in tune with the organisation’s mission.” (Professor John Storey

20. 1. Leadership Leadership which ensures a strong, transparent and explicit organisational culture which gives employees a line of sight between their job and the vision and aims of the organisation.

21. 2. Engaging managers Engaging managers who offer clarity, appreciation of employees’ effort and contribution, who treat their people as individuals and who ensure that work is organised efficiently and effectively so that employees feel they are valued, and equipped and supported to do their job.

22. 3. A voice Employees feeling they are able to voice their ideas and be listened to, both about how they do their job and in decision-making in their own department, with joint sharing of problems and challenges and a commitment to arrive at joint solutions.

23. 4. Lives its values A belief among employees that the organisation lives its values, and that espoused behavioural norms are adhered to, resulting in trust and a sense of integrity.

24. Communication and engagement Leadership Engaging managers Voice Living values with integrity

25. What internal communication should cover 1.The Global context of your organisation 2.Your Employer Brand: why should you be proud to work here 3.News – which would otherwise set rumours going 4.Provide the means for exchange of views