© 2009 Libby Sartain

“The New Consumer of Work”

Libby Sartain

Libby Sartain LLC www.libbysartain.com

© 2009 Libby Sartain

Meet the “New Consumer of Work”

  Today’s worker is quickly becoming 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

2

© 2009 Libby Sartain

Trends in the World of Work

  Global Talent Mismatch:   Retiring Baby Boomers amidst economic

downturn   Aging Government Workers   Technology requires new skills/enables new

ways of working   Shift to Service Economy/Knowledge Work   Rise of Emerging Economies   Jobless Recovery

  Implications for HR   Global Talent Marketplace   Multigenerational Workforce   Migration Increasing   Imbalance of worker supply and demand

3

© 2009 Libby Sartain

Work is Evolving

  Manual Labor (muscle power)

  Industrial Revolution (machine power)

  Technology (brain power)

  Top Talent (creative power)

  THE Human Age

4

© 2009 Libby Sartain

HR Is Evolving

  Administration

  Behavioral Science

  Management

  Executive Leadership

5

HR for the Human Age

© 2009 Libby Sartain 6

The New Talent Marketplace

  Employer Brand   How a business builds and packages its identity, origins and

values, and what it promises to deliver to emotionally connect employees

  Employer Brand is the Company   Who the business is at your core   What you promise your customers   What you promise your employees   “What’s in it for me” to work here

  Five Changes in Talent   Generational Change   Consumers of Work   Marketplace for Talent   Social Media   Brand Loyalty

  Talent Brand   To brand for talent is to market an organization as a place to

work to create demand – as a magnet – to recruit, retain and engage the right people to do the right work at the right time for the right results

© 2009 Libby Sartain 7

The New Talent Marketplace

  Essential #1: Wake Up to New Consumers of Work   Habit   Expectations   Career   Engagement   Connection   Authenticity

  Essential #2: Look Ahead to Marketplace for Talent   From jobs to work   From pool to pipeline   From transaction to exchange   From reputation to brand

  Essential #3: Create and Market the Talent Brand   Develop a talent strategy   Articulate a value proposition   Create an employer brand and a talent brand   Segment the market and the brand   Market the talent brand

© 2009 Libby Sartain 8

The New Talent Marketplace

  Employer Brand —  Articulation of value proposition —  Based on organizational values, mission and customer

brand —  Answers the question, “what’s in it for me to work here?” —  Creates understanding of what the organization believes —  Can last as long as the organization believes and lives it

  Talent Brand —  Foundation to market —  Based on talent strategy, workforce plan, business strategy —  Answers the question, “why must I work here?” —  Creates a compelling urgency to develop a working

relationship with the organization —  Can last as long as it is useful to the marketing for workers

  Essential #4: Segment the Market for the Talent Brand   Assign priorities   Evaluate demand   Compare to competition   Assess brand intensity   Assign brand pressure   Prepare to market

© 2009 Libby Sartain 9

The New Talent Marketplace

  Select the Type of Talent Brand —  Aspiration: What the organization realistically aspires to

deliver —  Value: What a worker can value in the experience the

organization delivers —  Timing: What is unique about this particular moment in

time for the organization —  Experience: What a worker will experience at the

organization today —  Action: What action a business needs a worker to take

  Assign Brand Pressure —  High / low worker demand —  High / low brand pressure

  Essential #5: “Jump” the Talent Brand Hurdles   Recognized   Believed   Personalized   Remembered

  Essential #6: Sustain the Talent Brand   Corporate Culture   Employer Brand   Talent Brand   Worker Experience   Corporate Identity   Consumer Brand

© 2009 Libby Sartain 10

The New Talent Marketplace

  Talent Brand   Foundation to market   Created by internal marketers based on talent strategy   Answers the question, “why must I work here?”   Experience a compelling urgency to develop a working

relationship with the organization   Can last as long as it is useful to the marketing for workers

  Corporate Culture   Actual employee experience   Lived by actual employees, day to day, inside the organization   Motivates people to say, “this is what I experience (and value)”   Experience a compelling hunger to be a part of the organization   Can last as long as the leaders and workers nurture and treasure

  Leadership Difference   Behavior   Messaging   Competencies   Action   Tone   Persona

  Essential #8: Create Your Talent Brand Legacy   Make your organization a place where people must work   Target the segments of workers your organization must have   Streamline your talent acquisition processes   Define what your leaders must deliver   Give your communications a new purpose