Attract, Retain, Repel: How Employment Branding and Organizational Culture Increases the ROI of Recruitment and Retention Programs

Transcription

1 Attract, Retain, Repel: How Employment Branding and Organizational Culture Increases the ROI of Recruitment and Retention Programs Lizz Pellet, CEO EMERGE International

2 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

3 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

4 What is Attract, Retain, Repel as it relates to recruitment 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?

5 The connection between culture and employment branding 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 and get back to work Corporate Scandals = loss of employee confidence and share holder value Organization s ability to respond rather than react in times of crisis or challenges = loss of consumer confidence and brand stability

6 Employment Branding Study Results

7 Rada and EMERGE study 2007: Does employment branding provide a competitive advantage? Statement Agree Neutral Disagree Employment branding efforts provides a competitive edge in our recruiting efforts. 89% 9% 3% Our company s employment brand helps attract top talent. 67% 30% 4% Our company s employment brand helps retain top talent. 60% 33% 6%

8 Rada and EMERGE study 2007: Is it important to have an employment brand? Statement Agree Neutral Disagree Employment branding is important to my company. 85% 13% 3% Employment branding is one of the top five strategic initiatives for my company in the upcoming year. 49% 30% 22% We have budgeted dollars for 2007 to work on our employment brand. 36% 19% 45%

9 Key finding from the Rada-EMERGE study show A cultural assessment would allow us to understand gaps that may exist between what we are and what we desire to be as it relates to retention and recruitment. 18% Agree Neutral Disagree 81%

10 Boomer Challenges Our first Boomer is ready to retire on January 1, 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 there is to attract Gen Y.

11 The Next Gen Challenges Social networking is KEY to Gen Y. MySpace, YouTube and podcasting are the new norms in communication There are 208 million registered users on Myspace today. As of September 2006 there were 106 million registered users - If MySpace was a country it would be the 11 th largest in the world between Japan and Mexico There are 2.7 billion requests for information on Google each month to whom were these questions addressed to BG? (Before Google)

12 Gen Y can be our biggest supporters. If you can engage them: Stay = Retain keep the continuity of intellectual property $$ Perform = productivity $$ Strive to exert extra effort $$ Influence others to do their best $$ Say positive things internally and externally that will help you attract talent $$ Spread positive feelings and energy $$ We have to engage the employee of the future!

13 The cost of the disengaged 1,000 Employees x average hourly wage of $15/hour = $15,000 $15,000 x 2 hours/day in lost productivity = $30,000 $30,000 x 20 days worked in a month $600,000 $600,000 x 12 months = $7,200,000 in lost productivity. These figures are based on a M F, 8 5pm operation.

14 How does organizational culture relate to employment branding: Vision, Mission, Values - leaders create and sustain organizational culture A common way of thinking, which drives a common way of acting Shared assumptions and beliefs: the silent code of conduct 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 the organization

15 Cult-like cultures: what do they have in common? Strong sense of identity BRAND - a core ideology they are VERY clear about who they are and who they are not Greater tightness of fit. Employees either buy-in or get out Self selection process... this is just not for me Show evidence of elitism they create a sense of belonging [internally] and superiority [externally]

16 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!

17 The Starbucks brand: its all green to me.. And to them!

18 Recognizable Consumer Brands

19 Conduct a culture and employment brand assessment to determine what fit will be What should be measured and why? Identity Leadership Relationships Communication Infrastructure Employee Engagement Finance

20 Some of the new job ads and branding campaigns have an emotional attachment and angle

21 Why do organizations need an employment brand promise? 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

22 Employment Brand Promise Aligned to and EVP Employee Value Proposition Consumers and Shareholders Employees Your Employer Value Proposition/Brand Recruiting/ Orientation Leadership Training and Career Development Content Pay, Recognition, Performance Health and Financial Well-being Security Communication Work/ Work Exit Life Environment Integration Delivery

23 Example of positioning your EVP: start each top line with we offer. Compensation Benefits Competitive Salary, Stock Options, Bonus, and Promotional Opportunities More choices, more options, more possibilities So that you can grow with us and create the career and experience you want. So that you Can Customize your Package to meet your needs Amenities Free Latte, Health Club, Foos Ball, Sport Courts, Covered Parking So that you Can take a break and have fun at work Career Dev. More Opportunities to learn and grow So that you can grow your career with us and get the most important things in your life. Life Tools More solutions to help you plan your life and future Financial Planning, Child Care Assistance, 401(k) So that you Can Create Financial Security.. Connections You can work with some of the brightest people around, in a dynamic, challenging environment. So that your work Makes a Difference

24 Employment Brand Promise: Delivery Timeline 11to to33years Years Results Full Fullalignment alignment Significantly Significantlybetter betterbusiness businessresults results Increased ROI of recruitment Increased ROI of recruitment&&retention retentionprograms programs 33to to66months Months Establish Establishvalue valueproposition proposition Develop brand message Develop brand message Roll Rollout outinitiatives initiatives 12 12Months Months Redeploy Redeploydiagnostic diagnostictotomeasure measureprogress progress Track ROI Track ROI 11to to33months Months Diagnostic, Diagnostic,Data DataCollection, Collection,Analysis Analysis Delivery of action plan Delivery of action plan Time

25 External Job Boards THE JOB BOARDS: How do your ads add up? Take a tour of some of the hotter job boards: Locals are becoming very popular job network found in any sate: om/ Monster and Careerbuilder are dinosaurs Go to and watch an array of company recruitment videos to gather ideas

26 Web site analysis Begin with web site review this can be chilling. Look for any mention of your vision, mission, values or indication of company culture Ease of use to find the career section how many clicks? Look for the people.who are they? Ask yourself: would I be attracted or repelled to work here?

27 Internet Website review.. It is the future States their employee value proposition People are having FUN Engaging photography of real people and places Very simple to get around Mentions a JCAHO honorable mention Click on a page and pop ups display value proposition

28 Internet Website review.. It is the future sp Culture is the cornerstone Clearly states what the culture is How it differentiates them from others fairness has replaced politics that is a bold statement that says who they ARE and who they are NOT. What does this page and campaign say about them?

29 The Costs associated with Employment Branding: How much does it cost to replace one executive in your organization? Take that figure and build a branding budget around it to justify the spend. Multiply how many executives you have had to replace in the past year that is your leverage to justify the spend. Brand assessment: Internet based survey $2,500 $8,000 dependent on number of employees Non-invasive: Environmental Scan $2,5000: job postings, website review, job board surf, mystery employee full diagnostic report of current state. Recruitment Video: $2,300 stock photos - $22,000 live shoot for 3 minute video

30 Employment Branding: Sign me up!