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www.emergeinternational.com 480-595-9874
Attract, Retain, Repel:How Employment Branding and
Organizational Culture Increases theROI of Recruitment and Retention
Programs
Lizz Pellet, CEOEMERGE International
Agenda review
What is - Attract, Retain, Repel
Review the connection between culture and brand
Rada- Emerge Employment Branding Study Results
Employment Branding overview
Employee Value Proposition
What is Attract, Retain, Repel as it relates to culture
The ability to understand who you are from a
cultural perspective.
Being crystal clear on what your culture is as you
create an employment brand
Employees will be either attracted to your
organization or be repelled by this brand
Employees who do come to work for you and enjoy
an authentic and congruent work experience will
stick around – retain – and talk to other people
about how pleased they are
What is Attract, Retain, Repel as it relates torecruitment and retention = ROI
Attract – how can you get the best of the best from
the current and future talent pool?
Retain – how will you keep the good ones you have
that really are a good fit?
Repel – how can you keep the ones that just don’t
fit from applying in the first place?
The connection between culture and employmentbranding and it’s effect on ROI…
Hard dollars spent on Recruitment and Retention = statistics
Take one expectative salary from 2007 that was a “bad hire”
Baby Boomer = Bust: the 2010 shortage
Gen Y challenges
The new Knowledge worker
Mergers and Acquisitions = Cultural integration issues
Employee Engagement and productivity = do more with less andget back to work
Corporate Scandals = loss of employee confidence and shareholder value
Organization’s ability to respond rather than react in times ofcrisis or challenges = loss of consumer confidence and brandstability
Employment Branding Study Results
Rada and EMERGE study – 2007: Does employmentbranding provide a competitive advantage?
6%33%60%
Our company’s employment brand
helps retain top talent.
4%30%67%
Our company’s employment brand
helps attract top talent.
3%9%89%
Employment branding efforts provides a
competitive edge in our recruiting
efforts.
DisagreeNeutralAgreeStatement
45%19%36%
We have budgeted dollars for 2007 to
work on our employment brand.
22%30%49%
Employment branding is one of the
top five strategic initiatives for my
company in the upcoming year.
3%13%85%
Employment branding is important to
my company.
DisagreeNeutralAgreeStatement
Rada and EMERGE study – 2007: Is it important tohave an employment brand?
18%
81%
Agree
Neutral
Disagree
Key finding from the Rada-EMERGE study show…
A cultural assessment would allow us to understand gapsthat may exist between what we are and what we desireto be as it relates to retention and recruitment.
Boomer Challenges
Our first Boomer is ready to retire on January 1, 2008.She already has the boat, Boomer One.
30,000 boomers will retire a day in the US.
We have to get creative to keep our older workers.
There is as much competition to retain the boomers as thereis to attract Gen Y.
The Next Gen Challenges
Social networking is KEY to GenY. MySpace, YouTube andpodcasting are the new norms incommunication
There are 208 million registeredusers on Myspace today. As ofSeptember 2006 there were 106million registered users - IfMySpace was a country it wouldbe the 11th largest in the worldbetween Japan and Mexico
There are 2.7 billion requests forinformation on Google eachmonth – to whom were thesequestions addressed to BG?(Before Google)
Gen Y can be our biggest supporters. If you can engagethem:
Stay = Retain keep thecontinuity of intellectualproperty $$
Perform = productivity $$
Strive to exert extra effort $$
Influence others to do theirbest $$
Say positive things internallyand externally that will helpyou attract talent $$
Spread positive feelings andenergy $$
We have to engage theemployee of the future!
The cost of the disengaged……
1,000 Employeesx average hourly wageof $15/hour = $15,000
$15,000 x 2 hours/day in lostproductivity = $30,000
$30,000 x 20 days worked ina month $600,000
$600,000 x 12 months= $7,200,000 in lostproductivity.
These figures are based on a M–F, 8–5pmoperation.
How does organizational culture relate toemployment branding:
Vision, Mission, Values - leaders create and sustainorganizational culture
A common way of thinking, which drives a commonway of acting
Shared assumptions and beliefs: the silent code ofconduct
It is the glue that holds an organization together –or not
It is your employment BRAND in the truest form –whether you have created it or not
How employees feel they fit and identify with theorganization
Cult-like cultures: what do they have in common?
Strong sense of identity – BRAND- a core ideology – they are VERYclear about who they are and whothey are not
Greater tightness of fit. Employeeseither “buy-in” or “get out”
Self selection process... “this isjust not for me”
Show evidence of elitism – theycreate a sense of belonging[internally] and superiority[externally]
Who has a cult-like culture?
Southwest Airlines has
earned its reputation as one
of the most outstanding
companies in consumer and
employment branding
Fast, FUN and Friendly are
not just the “F” words around
Southwest – it is who they
are.
You want to be a Nordee?
Look at me – I’m Brown!
The Starbucks brand: its all “green” to me.. And tothem!
Recognizable Consumer Brands
Conduct a culture and employment brand assessment todetermine what “fit” will be
Identity
Leadership
Relationships
Communication
Infrastructure
Employee Engagement
Finance
What should bemeasured and why?
Some of the new job ads and branding campaigns havean emotional attachment and angle
Why do organizations need an employment brandpromise?
To Reinforce External Positioning
To Create a Sustainable Competitive Advantage
What We Stand For Versus What We Do
To Create Internal Brand Loyalty and Trust
To Compete With Other Employers for the Best Talent
To Communicate the Value Proposition to employees
Your Employer Value Proposition/Brand
Recruiting/Orientation
Training andCareer
Development
Pay,Recognition,Performance
Health andWell-being
FinancialSecurity
Work/Life
Integration
WorkEnvironment
Content Communication Delivery
Exit
Consumers and Shareholders
Employees
Leadership
Employment Brand Promise Aligned to and EVP –Employee Value Proposition
Compensation Benefits Amenities ConnectionsLifeTools
Career Dev.
Example of positioning your EVP: start eachtop line with “we offer”…….
CompetitiveSalary, StockOptions, Bonus,and PromotionalOpportunities
So that youcan grow withus and createthe career andexperienceyou want.
More choices,more options,morepossibilities
So that youCanCustomizeyour Packageto meet yourneeds
Free Latte,Health Club,Foos Ball,Sport Courts,CoveredParking
So that youCan take abreak andhave fun atwork
MoreOpportunitiesto learn andgrow
So that youcan grow yourcareer with usand get themost importantthingsin your life.
More solutionsto help youplan your lifeand futureFinancialPlanning, ChildCareAssistance,401(k)
So that youCan CreateFinancialSecurity..
You can workwith some ofthe brightestpeople around,in a dynamic,challengingenvironment.
So that yourwork Makes aDifference
Time
Results
1 to 3 MonthsDiagnostic, Data Collection, AnalysisDelivery of action plan
1 to 3 MonthsDiagnostic, Data Collection, AnalysisDelivery of action plan
3 to 6 MonthsEstablish value propositionDevelop brand messageRoll out initiatives
3 to 6 MonthsEstablish value propositionDevelop brand messageRoll out initiatives
1 to 3 YearsFull alignmentSignificantly better business resultsIncreased ROI of recruitment & retention programs
1 to 3 YearsFull alignmentSignificantly better business resultsIncreased ROI of recruitment & retention programs
12 MonthsRedeploy diagnostic to measure progressTrack ROI
12 MonthsRedeploy diagnostic to measure progressTrack ROI
Employment Brand Promise: Delivery Timeline
External Job Boards
THE JOB BOARDS: How do
your ads add up?
• Take a tour of some of thehotter job boards: Locals arebecoming very popular
• job network found in any sate:http://www.illinoisjobnetwork.com/
• Monster and Careerbuilder aredinosaurs
• Go to www.jobing.com and watchan array of company recruitmentvideos to gather ideas
Web site analysis
Begin with web site review –this can be chilling…….
Look for any mention of yourvision, mission, values orindication of company culture
Ease of use to find the careersection – how many clicks?
Look for the people….who arethey?
Ask yourself: would I beattracted or repelled to workhere?
Internet Website review….. It is the future
http://www.triageconsulting.com/index.html
• States their employee value proposition
• People are having FUN
• Engaging photography of real people and places
http://www.pprtravel.com/index.shtml
• Very simple to get around
• Mentions a JCAHO honorable mention
• Click on a page and pop ups display valueproposition
Internet Website review….. It is the future
http://www.mcmurry.com/about/about_culture.a
sp
• Culture is the cornerstone
• Clearly states what the culture is
• How it differentiates them from others “fairnesshas replaced politics” – that is a bold statementthat says who they ARE and who they are NOT.
• http://www.ing.com/group/index.jsp
What does this page and campaign say aboutthem?
The Costs associated with Employment Branding:
How much does it cost to replaceone executive in yourorganization?
• Take that figure and build abranding budget around it tojustify the spend.
• Multiply how many executives youhave had to replace in the pastyear – that is your leverage tojustify the spend.
Brand assessment:• Internet based survey $2,500 -
$8,000 dependent on number ofemployees
• Non-invasive: EnvironmentalScan $2,5000: job postings,website review, job board surf,mystery employee full diagnosticreport of current state.
• Recruitment Video: $2,300 stockphotos - $22,000 live shoot for 3minute video
Employment Branding: Sign me up!