Brand for Talent Libby Sartain Mark Schumann
Employer Brand: How a business builds and packages its identity, origins and values, and what it promises to deliver to emotionally connect employees 2
The 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 3
What Is Employer Brand? Lessons and Principals of Product Branding can be used to build and manage the Employer Brand To create the Best Employer reputation: Company Culture and History What a Company Stands For Employee Value Proposition Work/Life Balance Rewards: Compensation and Benefits Leadership and Employee Behaviors Work Environment 4
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! 5
The Talent Market Has Changed Supply and Demand Jobs and Work Speed and Efficiency Dollars and Sense Noise and Clarity 6
Brand for Talent 7
Talent Brand: 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 8
The Talent Market Has Changed From To Predictable Market Free Market Reactive Hiring Strategy Holistic Talent Strategy Compliant Applicant Consumer of Work Market for Jobs Marketplace for Talent 9
The Talent Market Has Changed You need to market your company as a place to work You need to differentiate your company from the competition You need to create buzz as a magnet for talent 10
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 11
The Consumer of Work is New Informed Connected I need to know all the details I must be able to find anyone I need at any time In Control I must feel I make my own decisions Spoiled I need a trophy 12
The Consumer of Work Is Different From To React to Want Ads Promote Abilities Trust Institutions Trust Instincts End the Search; Begin the Job Support a Company s Brand Continue the Search While Doing the Sork Build a Personal Brand 13
The Consumer of Work Has Clear Needs What the Consumer Wants What the Consumer Expects What the Consumer Demands A clear picture of life and career A clear commitment to rewards A clear channel for feedback A solid plan of what happens (and when) A solid foundation of truth A solid relationship with a manager A personal opportunity for balance A personal connection to coworkers A personal network of opinion leaders 14
The Talent Brand Connects the Dots Value Proposition Segments Offerings Talent Brand 15
The Talent Brand Accomplishes Essential Things Articulate what we stand for Clarify how we differentiate Illustrate the difference we make Solidify why we must exist Confirm why you want to work here 16
The Talent Brand Must Perform Differentiate Authenticate A Company must differentiate from its competition for talent A Company must deliver what it promises Generate A Company must generate the people it needs to run the business Engage A Company must engage the people doing the work to create the results 17
A Company Faces Talent Challenges Good talent is always in the marketplace Best talent goes to the best buy Technology fuels the marketplace The marketplace is segmented A company must differentiate 18
A Company Needs a Talent Brand To attract customers a business needs a compelling brand as a place to buy: the customer brand To attract employees a business needs a compelling brand as a place to work: the employer brand To become a magnet for talent a business needs to market its brand as a place to work: the talent brand 19
A Talent Brand Can Contribute Key Results Articulate the value proposition Market the value proposition to reach the talent segments Connect the value proposition to the culture Give leaders a voice 20
#1: Market the Value Proposition Promise What a worker can expect Personality How the company feels Image How the company looks and sounds Position How the company compares to others Experience What a worker will experience today Value What a worker can take away from the experience 21
#2: Define Each Stage of Your Worker Experience Program Design Recruitment process Application process Onboarding process Programs, tools, resources Offboarding process HEAR APPLY JOIN DEVELOP LEAVE 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 Motivate employees to make the most of the work experience Sustain interest and support among departing employees by reinforcing value Marketing 22
#3: Market to Segments of the Marketplace for Talent Critical Essential We can t open for business without them We can t look ahead without them Needed We have trouble delivering without them Pivotal We must move the needle 23
#4: Shape Leaders Beliefs Behavior Engage Reward 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 24
#5: Connect the Worker Experience Worker Experience Leadership Behavior Brand Promise HR Programs Talent Brand Brand Message Worker Rewards Brand Image 25