2009 Brandfromthe Inside

Libby Sartain, LLC Speaker, Author, HR Leader

Brand From The Inside

2009


Agenda

•  The Power of Employer Branding •  Lessons Learned: Southwest Airlines and

Yahoo •  Identifying traps •  How to move forward •  Branding for Employee Life Cycle •  Making it come to life •  Branding for Talent


Connect to “the big idea”

Simplify and drive choice

Articulate the promise

Define the experience – one touch point at a time

Capture lasting and shared memories

What Do Legendary Brands Accomplish?


Brand Promises

•  Wal-Mart: Always Low Prices •  Southwest Airlines: A Symbol of Freedom •  Apple: Imagination, Design and Innovation •  Starbucks: The third place, in addition to the coffee •  Pepsi: The Younger Generation •  UBS: Wealth Management •  Hewlett Packard: Invent


How you actually deliver what you promise

Reliability

What occurs at every customer “touch point”

Experience

What your customers experience, remember and share

Reputation

What Creates a Legendary Brand?


Doing Well In Recession

•  Abbott Labs •  Wal-Mart •  McDonalds •  Proctor and Gamble •  Costco •  Whole Foods •  Johnson and Johnson •  Hewlett Packard


Southwest Airlines

•  Southwest had turned a profit for more than 30 consecutive years

•  Southwest stock soared 300 percent in a decade •  Southwest consistently ranked number one in the industry

for Customer satisfaction and on–time performance •  Southwest has the lowest Employee turnover rate in the

airline industry •  Fortune Magazine ranked Southwest “The Best Company

to Work for in America” •  Other airlines in the business (and other companies) envy

Southwest for the loyalty of the Customers and Employees


What Made It Work

•  Clear Sense of Purpose •  Leaders who were stewards of the

purpose •  Culture and Brand brought purpose to life •  Processes and infrastructure supported

on-brand behaviors •  Simplicity and ability replicate a formula •  Evolution versus revolutionary change/

growth


Putting it all together

Create a reputation in

all marketplaces

to support the brand promise

Articulate and publicize the

brand promise,

customer and employee

experiences to a range of internal and

external audiences

Marketing + +

Develop the infrastructure — the fundamental systems needed to support and reinforce the

brand promise

Systems

Define and establish the

brand promise and customer

experience

Brand Reputation =


What does it look like?

From the Outside

Looking In

From the Inside

Looking Out

On the Inside

The products, process, or service that an organization should consistently deliver to customers

The inspiration, motivation and rewards that an organization should consistently deliver to employees ... to ensure the customer brand experience

The infrastructure of the employee experience to support, lead and reinforce the delivery of the customer brand experience


How a business builds and packages its identity, origins and values, and what it promises to deliver

to emotionally connect employees so that they, in turn,

deliver what the business promises to customers

Employer Brand

Sartain and Schumann


Who the business is at your core

“What’s in it for me” to work here

What you promise your employees

What you promise your customers

Employer Brand is the Business


Hear Apply Join Work Organizational Changes Leave

Brand Recruitment On-Board

Leadership

Print Face-to-Face

Acquisitions

Growth

Competition

Leadership

Change

Termination

Retirement

Off Board

Friends

  Coaching   Packaging   Message Development &

Management

Other Stakeholders

  Media   Communications

Employee Rewards

  Booklets   Video   Print   Promotional Ads   Direct Mail   Campaigns

  Meetings   Events   Service Center   Training

Electronic

  Personalized Communications

  Web

Apply Your Brand


Where to Start?

•  What employer brand you have already built •  How your employer brand supports your business strategy

… and your talent strategy •  How well your employees understand and believe in your

customer brand •  How committed your employees are to deliver the brand to

customers •  What employer brand crisis you may be experiencing •  You might have to create your own crisis!


Why Brand from Inside

•  To Align Culture with External Brand Positioning •  To Compete With Other Employers for the Best

Talent •  To Communicate on-brand behavior/expectations to

employees. •  To Communicate the Employee Value Proposition.

What’s in it for Me? •  To Create Internal Brand Loyalty and Trust •  What We Stand For Versus What We Do •  To Create a Sustainable Competitive Advantage •  To Foster a high performance culture through people

who deliver on the brand promise


Where the organization is in its life cycle and growth affects whether it is ready for a brand

that will stick.

Lessons Learned Yahoo vs. Southwest

Values stay the same even if mission and business models change or evolve

Employer brand will evolve over time, but too much brand change breeds skepticism

H.R. cannot do this alone, it must be a collaborative effort across the enterprise


Develop the details of “the deal” with employees

Deliver the brand to customers

Know the customer brand promise and what employees must deliver

Marketing HR

Operations

Connect the dots with simplicity, clarity and transparency

Comms

Build the

Team


Brand and Behavior?

•  Speed •  Efficiency •  Cost cutting •  Resourceful •  Creative •  Committed •  Careful •  System

players

•  Innovation •  Excellence/

passion for quality

•  Continuous improvement

•  Risk taking •  Detail oriented

•  Respect for people

•  Teamwork •  Caring/

sensitivity/empathetic

•  Listening •  Empowered •  Friendly •  Anticipatory •  Experienced

(low turnover)

Value Propositions

Operational Efficiency

Product Excellence

Customer Intimacy

What behaviors are needed from your employees to support the organization’s value proposition?


Identity: Who We Are Mission:

Why We Must Exist

Reward: What’s In It

For Me

Legend: How We Must Be

Remembered

Values: What We Stand For

Create The

Brand


Articulate what we stand for

Clarify how we differentiate

Illustrate the difference we make

Solidify why we must exist

Create the value proposition

Focus on

Purpose


How the company feels

How the company looks and sounds

What a worker can expect

What a worker will experience today

What a worker can “take away” from the experience

How the company compares to others

Promise

Personality

Image

Position

Experience

Value

Manage the

Brand

The Employee Experience


Brand Each Stage of Your Worker Experience

HEAR Engage JOIN DEVELOP LEAVE

Program Design

Marketing

Recruitment Experience

Candidate Experience

Onboarding Experience

Programs, tools, resources

Offboarding process

Build interest among prospects by promoting the employee experience

Begin to help prospects self select by candidly discussing what’s offered and what’s expected

Help new employees assimilate quickly by carefully articulating expectations & opportunities

Sustain interest and support among departing employees by reinforcing value

Motivate employees to make the most of the work experience


How to market the employer brand to create demand as a magnet for talent

to find, keep and engage people to do the right work at the right time

with the right results

Talent Brand

Sartain and Schumann


Changes in Talent Marketplace

•  Global Talent Shortage and Changing Demographics: –  Retiring Baby Boomers facing economic downturn –  Aging Government Workers –  Technology requires new skills/enables new ways of working –  Shift to Service Economy/Knowledge Work –  Rise of Emerging Economies

•  Implications –  Global Talent Marketplace –  Multigenerational Workforce –  Migration Increasing –  Imbalance of worker supply and demand


Generational Change

•  Gen Y outnumber the baby boomers •  Gen X focus more on life than work •  Baby boomers “semi-retire” more than retire •  New habits will redefine how people work

–  Digital –  Collaboration –  Consumers from an early age –  More interested in impact/making a difference

•  Implications –  The shift of power is to the worker –  Ambition not about job or comp but work and role –  Open marketplace enabled by technology


Emerging Economies

•  Brazil, Russia, India, China •  Successful talent differentiators

–  Brand: Global, Excellence, Leadership –  Opportunity: Challenge, Career Track, Training, Comp –  Purpose: Mission and Values, Global Citizenship, Commitment to region –  Culture: Authenticity, Meritocracy, Connection, Talent-centricity

•  Attracting Talent: Promises Made •  Retaining Talent: Promises Kept •  Implications

–  Must promise and deliver accelerated careers, meaningful work, meritocratic culture.

–  Leaders must inspire

Source: Winning the Race for Talent in Emerging Markets Harvard Business Review November 2008


Social Media

•  Open online exchange •  Wiki, Blogs, Social Networking Sites •  MySpace, Facebook, LinkedIn, Twitter •  Transparency •  Short Attention Span/Multi-task •  Expect Flawless Transactions

Implications •  Need to consider how to use social media •  Corporate reputation now transparent • New policies based on openness

Libby Sartain, LLC Speaker, Author, HR Leader The New Consumer of Work

•  Generation Y is a “consumer of work” vs. a job seeker

–  Looking for a well branded work experience –  Always looking for the next opportunity –  Recognition, Rewards, and Impact –  Culture, Mentors, Social Responsibility –  Life and work boundaries aren’t as well defined

•  Gives other generations permission to ask “what is in it for me?”

•  Implications –  New Talent Marketplace –  Branding versus recruiting


Top Ten Most Difficult to Fill Jobs – U.S.

1.  Sales Representatives 2.  Engineers 3.  Technicians 4.  Production Operators 5.  Skilled Trades (Carpenters, Welders, Plumbers) 6.  I.T. (Programmers/Developers) 7.  Administrative Assistants 8.  Drivers 9.  Accountants 10.   Management/Executives

Source: Manpower Talent Shortage Survey – US

Implications •  Recruiting even core talent will be a challenge • New sources of talent needed • Talent Brand will need to be global

Libby Sartain, LLC Speaker, Author, HR Leader The Marketplace for Talent is New

Open Exchange How work is arranged, timed and compensated

Online Exchange How the Internet emerges as the primary “mall” for talent

Noisy Exchange How commercial message – or brand – is challenged to be heard

Consumer of Work How new behavior drives work decisions


Good talent is always in the marketplace

Global Talent Challenges

Best talent goes to the “best buy”

Technology fuels the marketplace

The marketplace is segmented

A company must differentiate

How to respond during the downturn

Libby Sartain, LLC Speaker, Author, HR Leader Job Market vs. Talent Marketplace


The Consumer of Work is New

“I must be able to find anyone I need at any time”

“I must feel I make my own decisions”

“I need to know all the details”

Informed Connected

In Control

“I need a trophy”

Spoiled


From To

React to “Want Ads” Promote Abilities

Trust Institutions Trust Instincts

End the Search; Begin the Job

Continue the Search While Doing the Work

Support a Company’s Brand

Build a Personal Brand

The Consumer of Work Is Different


A clear “picture” of life and career

A clear commitment to rewards

A clear channel for feedback

What the Consumer

Wants

A solid plan of what happens (and when)

A solid foundation of truth

A solid relationship with a manager

What the Consumer

Expects

A personal opportunity for balance

A personal connection to coworkers

A personal network of opinion leaders

What the Consumer Demands

The Consumer of Work Has Clear Needs


“We can’t do business every day without them”

“We can find them when we need them”

“We can’t move the needle without them”

Pivotal Needed

Replaceable

Market the

Brand


From To

Predictable Market Free Market

Reactive Hiring Strategy Holistic Talent Strategy

Compliant Applicant Consumer of Work

Market for Jobs Marketplace for Talent

The Market Has Changed

Libby Sartain, LLC Speaker, Author, HR Leader The New Consumer of Work

•  Generation Y is a “consumer of work” vs. a job seeker

–  Looking for a well branded work experience –  Always looking for the next opportunity –  Recognition, Rewards, and Impact –  Culture, Mentors, Social Responsibility –  Life and work boundaries aren’t as well defined

•  Gives other generations permission to ask “what is in it for me?”

•  Implications for HR –  New Talent Marketplace –  Branding versus recruiting


Identify Opportunities

At Each Touch Point Define and

Illustrate On-Brand Behavior

Train, Manage and Reward On-Brand Behavior

Clearly Explain

“What’s In It For Me”

Brand: A Way of

Life


Beliefs What a leader believes – and brings to life in day-to-day action

How a leader treats others – and sets an example for how the organization should live

How a leader makes people feel their voices can be heard

How a leader rewards others for their contributions to the organization

Behavior

Engage

Reward

Shape the Leaders


Leadership

Communication

Involvement

Performance/rewards

Learning/development

Selection/staffing

Leaders model and encourage the right behaviors

Our people understand our brand promise

Our people are engaged to improve performance

We define clear goals and reward high performance

Our people have the skills to deliver what’s expected

We hire and advance the right people

Enablers to Get Started

Embedders to Make it Stick

Invest in the Brand


75% HR leaders believe competition for talent is greater than it was five years.

84% HR Leaders believe that competition will be greater in five years.

72% Generation Y preferences have changed how HR Leaders reach out to prospective candidates.

97% Have Developed Employer Brands

Taking the Pulse: Talent Branding

Research study conducted for Brand for Talent by the Institute for Corporate Productivity in conjunction with HR.com 2008


55% HR leaders believe segmentation is important in reaching out to perspective candidates

65% HR Leaders believe the employer brand has been effective in engaging current employees

63% Employer Brand helpful in recruiting the right people to the organization

43% HR leaders believe their corporate cultures support the employer brand – a key factor in worker engagement

Taking the Pulse: Talent Branding

Research study conducted for Brand for Talent by the Institute for Corporate Productivity in conjunction with HR.com 2008


Culture and Brand

•  Talent brand cannot exist on its own without the authentic support of the organization’s culture.

•  Culture and brand connect: –  the actions of words of leadership; –  the face-to-face interactions employees experience at each touch point; –  the products and services delivered to workers; –  the messages and content of employee communications media.

•  The key to the culture is what workers experience. •  The leader is very important to developing a culture and sustaining a

talent brand. A leader must express: –  sense of purpose –  what is important, –  what is valued, –  what is rewarded

Libby Sartain, LLC Speaker, Author, HR Leader Who is the Brand Guardian?

•  Leader as Keeper of Culture

•  Marketing •  Communications •  HR •  Operations •  The Enterprise


Employer Brand

Leadership

Supervisors

Work Experience

Employee Comms

HR Products/ Services

Customer Brand

Career

Create the Experience


Passive Informed

“I understand the brand”

“I believe in trying to deliver the brand”

“I know what it takes to deliver the brand”

Engaged Active Advocate

“I understand how I can contribute”

“I believe there are tools to help me deliver the brand”

“I know how to use tools from the company to deliver the brand”

“I understand I need to contribute”

“I believe I make a difference when I contribute”

“I take proactive steps to make a difference when I deliver the brand”

“I understand my role to deliver the brand”

“I am accountable for delivering the brand”

“I deliver the brand … and make a difference … every day, every customer”

“I understand how to impact the brand and the company”

“I am passionate about the brand, the company”

“I am the brand”

Understand

Believe

Deliver

Nurture the

Brand


Employer Brand Experience Leader Behaviors and Values “I experience our vision and mission every day”

Recruitment “I meet new hires who are passionate about what we do… and who will make a difference”

HR Service Delivery “When I need information, I get it easily. I can focus more of my time and energy on my work”

Business Processes “I see how the way we work enables us to make significant contributions to others”

Coaching and Development “I feel energized as I ‘fuel my passion’ everyday in more challenging ways”

Performance Management “I understand how I contribute to the mission and see the value of my contributions”

Total Compensation “I see the connection between doing my best and my rewards”

HR Communications “I am better able to make decisions that affect the health and well being of my family”


Functional Emotional

Customer Brand

Know the brand Choose the brand Experience the reliability of the brand Trust the brand

Know the meaning behind the brand Engage in the brand Are loyal to the brand Advocate for the brand

Employer Brand

Know the brand Choose the brand Experience the reliability of the brand Trust the brand

Know the meaning behind the brand Engage in the brand Are loyal to the brand Advocate for the brand

Measure Brand

Results


In Summary

•  Don’t work in silos •  Start with your brand promise •  Engage your employees •  Use powerful key words •  Be authentic •  Market internally •  Create internal brand standards

Documents

2009 Brandfromthe Inside