Your Employer BrandBringing the best of brand management to people at work

Richard Mosley, Managing DirectorPeople in Business

12 Great Newport Street, Tel +44 20 7632 5910 www.pib.co.uk

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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 Nike’s make me feel like running)

– Advocacy (Let’s meet at Starbucks)

– Loyalty (When the new i-pod comes out I’ll be the first in line)

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The employer brand

• The most carefully managed brands tend to be consumer products and services

…..but they are not the only kind of brand relationship

• The most important brand in most people’s lives is not a product or service

It’s their employer brand

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The employer brand relationship

• Plays a similar role in providing a focal point for:

Aspiration (It’s a company I’d love to have on my CV)

Identity (I’m proud to tell people where I work)

Engagement (I’m committed to going the extra mile)

Loyalty (It would take a lot to get me to leave)

Trust (I trust our leadership to call the right shots)

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The word on the web

“employer branding” search results

2001 150

2003 3,300

2005 10,600

2007 229,000

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Is branding what you need?

• ‘Branding’ is good at grabbing attention

…but not so good at winning long term commitment

• What’s more useful is effective brand management

…Not as sexy

…Not as talked about or understood

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Is branding what you need?

Search results for “employer brand management”?

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Brand fundamentals

INSIGHT - Strong brands connect powerfully with our rational and emotional needs

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Brand fundamentals

CLARITY – Strong brands are clear about what they offer

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Brand fundamentals

CUT-THROUGH - Strong brands are distinctive

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Brand fundamentals

CONSISTENCY - Strong brands deliver against their promises

(Every time)

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Why shouldn’t this be equally true of the employer brand?

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Insight

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Understand the kind of people you need

• To drive performance (and satisfy your customers)

• Your pivotal players? …and your unsung heroes?

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Understand what turns people on

Engagement drivers Engagement ‘heat-map’

Differentiators

Index A B C D

Engagement High

Advocacy

Loyalty Mod Low

The extra mile

Imp. Agree

I can make a difference 0.56

0.47

0.42

0.39.

78%

Regular opportunity to learn and develop 54%

A fun place to work 60%

The company is highly focused on quality 80%

Degree of correlation with engagement Strength of engagement

50 55 60 65 85

HPN

HPN

HPN

70 75

HPN

80 90

Everyday commitment to quality

Keeping employees informed

Co-operation between countries / divisions

Fair pay

High performance norms

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Understand what makes you special

Your company at its best Symbols

“It’s an open office environment for everyone

except the SMT”

“You can really make a difference here from day one”

InsightInsight

Insight

Defining Insights“We’re very proud of our brands”

“You need to be adaptable because it’s

a very fast moving business”

“People here go to great lengths to win in the

marketplace, for example….”

“It takes weeks to get our anything fixed around the office”

“Given the nature of our business, good grooming is very

important”

Stories

“Our work with street children in Jakarta shows we are a caring

business”

The unwritten rules

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Understand how people feel

What kind of animals / celebrities characterise the company image you feel the company likes to project?

Strong,

Confident,

Respected,

Market leader.

Large,

Lumbering,

Fast and dangerous, but only when provoked.

Famous,

Talented,

Constantly re-inventing.

Once led the agenda,

Now getting old and tired.

What kind of animals / celebrities characterise the way you the company feels to you in reality?

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Understand how you’re viewed externally

McJobA low-pay, low-prestige, low-dignity, no-future job

in the service sector

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…and how that fits with reality

• Skills useful for future = 93% (+4)

• Treated with respect = 91% (+4)

• Work schedule fits needs = 87% (new)

• Reasonable workload = 83% (+5)

• Good work recognised = 79% (+11)

• Company cares for staff = 75% (+7)

• Proud to work here = 74% (+14)

• Paid fairly = 71% (+12)

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Understand who you’re competing against

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Balancing the give and the get

What’s kind of characteristics will best support our customer

brand?

Insight platform

Needs to find a balance between both sets of factors

What’s kind of characteristics will best support the business

agenda?

What do we need to focus on to drive employee engagement?

What do we need to focus on to reinforce our distinctive identity?

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Clarity

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The fully loaded proposition

Vision A digital vision for everyone

To be at the heart of 21st century livingShared Objective

World Beating Customer ServiceServices Vision

Close to Customer

Passionate about the business

F

Core Competencies

Organisational Values

Brand Values

ExcellenceCo-operationHonesty

RespectEmpowerment

EntertainingCreativeInnovative Challenging

World Beating Customer Service

Accountability

Problem Analysis & Decision Making

EmpathyEnthusiasm and Passion

Developing our People

Passion for ExcellenceTeam Player

ConnectedValues its People

riendly/ Helpful

Credible & Confident

Cultural Characteristics Leading Edge

& AgileSuccessful & Profitable

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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

CreativeInnovative

ConnectedFriendly/ Helpful

Leading Edge & Agile

Credible and Confident

Successful &

Profitable

A digital vision for everyone

To be at the heart of 21st century living

World Beating Customer Service

Team PlayerClose to

Customer

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Employer brand model

Target profile

Headline Promise

What else do we need to get right to support a positive employment experience?

Core identity / heartland

What we stand for? / How we express ourselves?

(Reflected in everything the organisation says and does)

Who do we want to buy into the brand?

What’s the compelling heart of our offer?

What other key elements make up our offer?

What makes our offer credible?

Corporate BrandVision / Mission

PersonalityValues

Qualifiers

Employer Brand

Defining attributes

Reasons to believe

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EB model – Coca-Cola HBC

4 good reasons to join, stay and perform at your bestPart of a winning teamCoca-Cola’s status as the world’s no.1 brand has been achieved through a relentless passion to win. Whatever your role in CCHBC you’re part of a team that enjoys competing and never settles for second best.

Making a differenceThere’s no passion without progress. CCHBC believes in setting clear goals and letting people get on with taking action. There’s always a challenge, every opportunity to prove yourself and very little chance of getting bored.

Stretch: Creating simpler and easier ways to share knowledge and more regular opportunities to celebrate success (both within companies and across CCHBC).

Stretch: Pushing decision making and accountability to the lowest appropriate level. Recognising people’s contribution to success within every function and at every level

Realising your full potentialCCHBC is as passionate about bringing out the best in people as it is about getting results. With growing investment in training and an emphasis on home-grown talent, there are thousands of career success stories at CCHBC.

An enjoyment businessCCHBC brings enjoyment to millions of people through its market leading brands and the many community activities our employees participate in each year. We try and ensure people enjoy their work as much as consumers enjoy our products.

Stretch: Creating wider opportunities for all-round development, a clearer career path, and a stronger management emphasis on nurturing talent.

Stretch: Finding new and more effective ways for our employees to connect with consumers, enrich the lives of our local communities and enjoy their work at CCHBC.

Passion killers: failing to deliver on promises, demonstrate respect or value employee opinions.

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Distinctiveness

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A distinctive promise

People are our most precious asset People are our number one asset

Respecting peoples individuality lies at the very heart of our philosophy

Respect for people, their ideas and differences, is the only path

Wide ranging opportunities for career development

A wide range of opportunities in all the careers we offer

We make it a priority to ensure each employee has the opportunity

We do everything we possibly can to ensure that your contribute your

to develop his or her potential maximum potential

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Distinctive look and feel

• Recruitment advertising and career websites often very generic

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Distinctive look and feel

• If you have a distinctive customer brand identity – use it!

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Distinctive look and feel

• If you have a distinctive customer brand identity – use it!

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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

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Consistency

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Joined-up brand management

Customer Brand

Propositions

Employer Brand

Proposition

Brand DNAValues / Personality

Why should customers consider you?

Why should they come back for more?

Marketing

What shines through everything the organisation does and says?

Why should people join you?

Why should they stay?

Why should they commit?

Employee experience

Customer experience

Leadership

HR

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True to the core

“Southwest Airlines is dedicated to the highest quality of Customer Service…

…Above all, employees will be provided with the same concern, respect and caring attitude within the organisation that they are expected to share externally with every South West customer”.

Mission Statement

“We ensure our internal brand values are the same as our externalones. You can’t pretend to be one style of brand to your consumers if you’re a different style of brand to your employees”

Peter Simpson, Commercial Director

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True to the core

Customer Promise Brand Vision and Values People Promise

Our vision:To enable our customers to make

the most of their world and its possibilities

Our approach:To put customer experience at the heart of everything we do. To be a

breath of fresh air

Best range of devices

Great value, no catch

A network you can rely on

The service you deserve

People who care

Best place to shop

Easy to use products and services

A network you can rely on

A warm welcome

Part of something special

Trusted to do a great job

Managed with a human touch

Thanks for a job well done

A great place to work

The opportunity to get on

BOLD

OPENTRUSTED

CLEAR

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The employee experience

“If you want to be a comedian,

don’t tell people you’re funny,

…..make them laugh”

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The touch-point framework

Orientation

Mea

sure

men

tProcess

‘Touchpoints’ Recruitment

Working Environment

Communication

Performance &

Development

Reward &

Recognition

Core Values

Core

Competencies

Everyday Behaviours

Brand of

LeadershipStyle of

Management

Underpinned By

EmployerBrand

Experience

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Employer brand action planningRecruitment Process

Media

Career Sites

Assessment

Correspondence

Pre-joining instructions

Interviewing

Advertising

Job description

Selection*

• 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?)

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Distinctive inside-out brand identity

Customer brand

Outside View Inside View

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Distinctive inside-out brand identity

Outside View Inside View

Employer brand

Outside View

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Distinctive inside-out brand identity

Outside View Inside View

Employer brand

Inside View

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Distinctive inside-out brand identity

Customer brand

Outside View Inside View

Outside View

Employer brand

Inside View

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Closing thought

Employers of choice are consistently good

Strong employer brands are distinctively great

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People in Business is world’s leading employer brand consultancy.

We can guide you through every stage of your employer brand development and implementation programme, or simply provide you with expertise and resource

where you need it most.

We have worked with many of the world’s leading companies in developing and strengthening their employer brands.

Recent clients include: British Airways, Coca-Cola, Fidelity, Fujitsu, L’Oreal, P&G and RBS

Please contact Richard Mosley if you’d like to discuss how we might help you.

richard@pib.co.uk

+ 44 20 7632 5910

www.pib.co.uk