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Branding for Influence with LinkedIn & CEB

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Currently, only 20% of a candidate’s decision on whether to apply to a company is based on the channels directed by the company itself. How do recruiters influence the 80% of messages outside of their control?

This presentation was from a joint event LinkedIn held with CEB where CEB's Practice Leader, Thomas Handcock, discussed the topic of 'Branding for Influence' from CEB’s research followed by one of LinkedIn's media solutions consultant's, Aoife Morehead, who went into this in further detail using real life examples.

Publié dans : Technologie
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Branding for Influence with LinkedIn & CEB

  1. 1. Branding for Influence with CEB & LinkedIn
  2. 2. Who’s in the room? Most Popular Most Endorsed Earliest Adopter Most Connected Ana Rosa Alonso Shane Hicks Sanjay Razdan Charlotte Johns
  3. 3. 9.00am: Introduction & Welcome 9.15am: Branding for Influence with Thomas Handcock, Practice Leader at CEB 10.15am: Open Discussion & Break 11.00am: Influential Employer Branding on LinkedIn with Aoife Morehead, Talent Brand Consultant 12.00pm: Close Agenda
  4. 4. CEB Recruiting Leadership Council Branding for Influence
  5. 5. A Framework for Member Conversations The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged. Confidentiality and Intellectual Property These materials have been prepared by CEB for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced. Legal Caveat CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.
  6. 6. © 2014 CEB. All rights reserved. RR0433514SYN Moving from Appeal to Influence p. 1 Focus Branding on Critical Talent p. 12 Create Messages That Consult p. 17 Build a Network of Brand Influencers p. 24 CONTENTS
  7. 7. © 2014 CEB. All rights reserved. RR0433514SYN 2014 EMPLOYMENT BRANDING EFFECTIVENESS SURVEY Organization Survey We interviewed more than 80 recruiting and branding executives and thought leaders and surveyed nearly 2,000 recruiting staff from over 100 organizations globally to assess the impact of branding activities on the quality of applicant pool. Labor Market Survey We surveyed nearly 4,700 passive and active labor market participants from 15 countries globally to assess the impact of branding activities on high-quality and low-quality potential applicants’ likelihood to apply. Participating Organizations Partial List Participating Organizations Partial List 1
  8. 8. © 2014 CEB. All rights reserved. RR0433514SYN Moving from Appeal to Influence 2
  9. 9. © 2014 CEB. All rights reserved. RR0433514SYN Poor-quality applicants lead to… …poor quality of shortlist …low quality of hire …more new hire turnover …reduced new hire productivity …lower business unit profitability Between 2011 and 2014, applicant volume rose by 33%, but applicant quality remained low. Trend in Application Volume Median Number of Applicants per Open Position Average Quality of Applicant Pool Percentage of Applicants for a Given Position Who Are Considered High Quality (Likely to Become High- Performing Employees) by the Recruiter 2011 2014 30 40 n = 572 (2011); 977 (2014). Source: CEB 2011 Candidate Rules of Engagement Survey; CEB 2014 Employment Branding Effectiveness Survey. Source: CEB 2014 Employment Branding Effectiveness Survey. 28% High-Quality Applicants The Corporate Brand Effect Organizations with well-known corporate brands have 43% higher application volume than those with lesser-known brands, but applicant quality is virtually identical. PROBLEM 1: HIGH VOLUME, LOW QUALITY 3
  10. 10. © 2014 CEB. All rights reserved. RR0433514SYN PROBLEM 2: NEW TALENT NEEDS STRAIN BRANDOrganizations are under increasing pressure to attract new types of talent, and employment brands struggle to keep up. ■ As organizations globalize at an unprecedented rate, they enter labor markets where they are unknown or perceived differently than they are in core markets. ■ As more organizations diversify their products and services, Recruiting must hire people with skills their brands were never meant to attract. ■ Even when talent needs remain the same, recruiting must still evolve its employment brand to attract new generations or people who can help drive a culture change. New Mind-Sets Percentage of Organizations Undergoing a Cultural Shift “Our business has been underperforming for years, and the brand is a big driver of our shift to a culture of innovation.” Head of Recruiting Technology 36% n = 90. Source: CEB 2014 Employment Branding Effectiveness Survey. New Generations Percentage of Organizations Forecasting an Increase in Hiring Volume from Universities “Most of our workforce will retire soon, but millennials don’t know who we are.” Head of Recruiting Insurance 2011 2014 49% 66% n=45 (2011); 47 (2014). Source: CEB 2011 Recruiting Forecast Survey; CEB 2014 Recruiting Forecast Survey. New Skills Projected Percentage of Growth in US Employment, 2008–2018 “The talent we need for our biggest growth area isn’t attracted to our corporate brand.” Employment Branding Director Consumer Products All Occupations STEMa Occupations 19% 10% Source: Robert D. Atkinson and Merrilea Mayo, “Refueling the U.S. Innovation Economy,” The Information Technology & Innovation Foundation, December 2010. a STEM stands for science, technology, engineering, and mathematics. New Locations Percentage of Recruiters Attracting Candidates in New or Different Labor Markets Compared to Three Years Ago “Since our business is still emerging in India, it is hard to find candidates who are proud to work here.” Employment Brand Manager Retail67% n = 1,044. Source: CEB 2014 Employment Branding Effectiveness Survey. New Types of Talent Needed Employment Branding Challenge 4
  11. 11. © 2014 CEB. All rights reserved. RR0433514SYN YOUR CURRENT GOAL: A MORE APPEALING BRAND Elements of Today’s Typical Employment Branding Approach Most organizations focus employment branding efforts on becoming better known as a great place to work. ■ Many organizations have applied marketing principles to their employment brands to be as appealing as possible. ■ The typical organization creates a core brand with universally appealing messages that sell the most compelling aspects of the organization and communicates those messages through the most popular channels. ■ When combined, these elements lead to a “branding for appeal” strategy. Core Brand Focus Messages That Sell Channel-Driven Outreach Core Brand Customized Brands “See our career opportunities.” “Be challenged every day.” “Our culture is very collaborative.” Choosing the appropriate overall brand theme is rated the #1 most important branding activity by recruiting and employment branding leaders. The average organization expects to increase use of 6 different brand channels this year alone. 64% of organizations focus their brand messages on positive aspects of the organization’s EVP.a Branding for Appeal Promoting the organization as a great place to work Employment Brand: The perceptions the labor market has about an organization as an employer Employment Branding: The efforts employers take to manage labor market perceptions of the organization n = 74 (Core Brand Focus); 1,044 (Messages That Sell); 31 (Channel-Driven Outreach). Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2014 Recruiting Forecast Survey. a Sixty-four percent includes respondents who strongly disagreed, disagreed, or somewhat disagreed that their employment branding messages emphasized the negative aspects of working at their organizations. 5
  12. 12. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR APPEAL ADDS TO INFORMATION OVERLOAD How Applicants Learn About Employers Today Relative Influence of Information on Applicants’ Decision to Applya In today’s information-rich labor market, appealing employment branding adds to the amount of unhelpful information applicants receive. ■ Potential applicants have access to an unprecedented amount of information to inform their application decisions. ■ When applicants look to organizational communications to decide where to apply, appealing branding tells them that many organizations are great places to work. Rise in Amount of (Low Quality) Information from Other Sources Source: Robin Dunbar, “The Social Brain Hypothesis,” Brain 9(10), 178-190; Stephen Wolfram, “Data Science of the Facebook World,” 24 April 2013, http:/ /blog.stephenwolfram. com/2013/04/data-science-of-the-facebook-world/; LinkedIn, http:/ /www.linkedin.com; Glassdoor, http:/ /www.glassdoor.com; CEB Q4 2013 Global Labor Market Survey; CEB Q3 2013 Global Labor Market Survey. a Organizational communications includes the organization’s careers website, social media presence, and job postings. Information from other sources includes friends and family, current and former employees, news stories, etc. n = 708. Impact When Organizational Communications Brand for Appeal Core Brand Focus Universally appealing branding themes go unnoticed when experienced en masse. Messages That Sell Similar selling points across employers make them indistinguishable from each other. Channel-Driven Outreach Broader presence augments the same unhelpful information for applicants to consider. 130% Growth in number of contacts available to the average applicant since 2006 35x The exponential growth of LinkedIn users since 2006 22x The exponential growth of Glassdoor membership since 2011 45% Employees who admit to being less than honest when telling friends and family what it is like to work at their organization 20% Organizational Communications 80% Information from Other Sources n = 5,410. 6
  13. 13. © 2014 CEB. All rights reserved. RR0433514SYN MORE INFORMATION MORE INFORMED Applicant Uncertainty About Where to Apply More Skepticism Applicants struggle to make the right decisions based on the information available to them about and from potential employers. ■ Applicants are more skeptical about the appealing things employers say about themselves and, consequently, less confident about where they should apply. ■ Applicants in high-demand segments are even more skeptical of employers, yet they are more likely to know which employers to consider, which suggests high- quality applicants are being heavily targeted. “Compared to three years ago, I am more skeptical of what employers say about themselves.” “If I wanted to leave my current employer, I know which other employers I would consider applying to.” Less Confidence 61% Agree or Strongly Agree 31% Agree or Strongly Agree n = 4,663. Source: CEB 2014 Employment Branding Effectiveness Survey. a STEM stands for science, technology, engineering, and mathematics. n = 5,412. Source: CEB Q4 2013 Global Labor Market Survey. b STEM stands for science, technology, engineering, and mathematics. ■ Applicants in Emerging Markets: 66% ■ STEMa Talent: 61% ■ Millennials: 65% ■ Applicants in Emerging Markets: 43% ■ STEMb Talent: 31% ■ Millennials: 35% 7
  14. 14. © 2014 CEB. All rights reserved. RR0433514SYN PERSUADE THE BEST, DEFLECT THE REST Strategic Employment Branding Shift Required Today Branding for influence gives applicants the trusted guidance they need in today’s information- rich labor market. Branding for Appeal Promoting the organization as a great place to work Branding for Influence Giving applicants trusted guidance to make better decisions about whether to apply Key Trade-Offs of a Branding for Influence Strategy Influential Brands Help Applicants Make Better Decisions By… Awareness of the Employer Attention to the Employer Perception of the Employer Consideration of the Employer Application Submission …focusing their attention, rather than increasing awareness, in an environment in which it is easy to identify potential employers. …driving consideration of fit instead of improving perceptions, because employers want the highest- quality candidates to apply while dissuading poor- quality candidates. Source: CEB analysis. 8
  15. 15. © 2014 CEB. All rights reserved. RR0433514SYN THREE STEPS TO BRANDING FOR INFLUENCE Branding for Influence Giving applicants trusted guidance to make better decisions about whether to apply 1 Customized Brands Focus 2 Messages That Consult 3 Messenger-Driven Outreach Core Brand Customized Brands “Check out this company that I didn’t know hires for…” “Your work helps achieve our mission by…” “Given your interests, I think the right job for you will be…” Source: CEB analysis. Branding for Appeal Promoting the organization as a great place to work Core Brand Focus Messages That Sell Channel-Driven Outreach Core Brand Customized Brands “See our career opportunities.” “Be challenged every day.” “Our culture is very collaborative.” 9
  16. 16. © 2014 CEB. All rights reserved. RR0433514SYN 10 40 70 LARGE POTENTIAL IMPACT OF INFLUENTIAL BRANDING Quality of Applicant Pool by Organizationa In Ascending Order Shifting from appealing to influential branding quadruples the strength of your applicant pool. ■ At organizations that brand for influence, 43% of applicants are considered high quality—compared to 28% at organizations that brand for appeal and 24% at organizations that do not manage their brands. n = 1,044 recruiters. Source: CEB 2014 Employment Branding Effectiveness Survey. a The percentage of applicants for a given position who are considered high quality (likely to become high-performing employees) by the recruiter. 43% 70% 10% 24% 28% QualityofApplicantPool On average, branding for appeal increases applicant quality only slightly, from 24% to 28%. Branding for influence drives a much bigger increase in applicant quality— to 43%, on average. Average Organization with an Influential Brand (Giving Applicants Trusted Guidance to Make Better Decisions About Whether to Apply) How to Read This Chart The blue line represents each of the 100+ organizations we surveyed, ordered from left to right based on its average quality of applicant pool. The three labels along the bottom represent the average organization that does not manage its brand, the one that brands for appeal, and the one that brands for influence, respectively. Average Organization with an Unmanaged Brand (No or Ineffective Management of the Employment Brand) Average Organization with an Appealing Brand (Promoting the Organization as a Great Place to Work) 1.Branding for Appeal 2. Branding for Influence 2 1 10
  17. 17. © 2014 CEB. All rights reserved. RR0433514SYN BUSINESS IMPLICATIONS OF BRANDING FOR INFLUENCEBranding for influence creates significant downstream and monetary returns. ■ By moving from branding for appeal to branding for influence, the percentage of your applicants who are high quality can increase by 54% (from 28% of applicants being high quality to 43% being high quality). ■ This increase in applicant quality translates to 22% higher quality of shortlist and 9% higher quality of hire, holding everything else constant. ■ Higher-quality hires are higher performing and less likely to leave, leading to returns from business unit profitability and turnover cost savings, which reach millions of dollars at a typical organization. Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2013 Selection Effectiveness Diagnostic; CEB 2012 Global Recruiting Effectiveness Survey. a The percentage of applicants for a given position who are considered high quality (likely to become high-performing employees) by the recruiter. b Organizations with influential brands spend an average of US$1,509,211 annually, whereas organizations with appealing brands spend an average of US$1,467,725. a Quality of shortlist is measured based on hiring managers’ responses to the following question: Thinking of the most recent position that you filled, on a scale from 1 to 10 (10 being best), how would you rate the quality of the candidates you interviewed? d Quality of hire is defined as the new hire’s current and likely future effectiveness at completing his or her individual tasks, contributing to others’ performance, and using others’ contributions to improve his or her own performance. See the Appendix for more detail on CEB’s quality of hire definition. By Shifting from Branding for Appeal to Branding for Influence, the Typical Organization Can See… Greater quality of applicant poola from a 3% average increase in branding costsb 22% Higher quality of shortlistc 54% Higher quality of hired More high- performing new hires Lower new hire turnover Increased business unit profitability Turnover cost savings 9% 2.5x 23% US$1.4 million US$2.7 million Note: See the Appendix for details regarding all calculations. 11
  18. 18. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR THE PRESENTATION 12
  19. 19. © 2014 CEB. All rights reserved. RR0433514SYN INFLUENCE REQUIRES DEEPER CUSTOMIZATION Applicant Perception of Brand Influencea by Degree of Brand Customization Deeply customize branding to each talent segment to influence applicant decisions. ■ Surface-level branding customization is insufficient to help applicants make better decisions about where to apply. ■ Potential applicants need to experience deeply customized employment branding that clearly relates to their background, skills, and values. n = 3,772. Source: CEB 2014 Employment Branding Effectiveness Survey. a Applicant perception of brand influence is a measure of the extent to which applicants agreed that the information they learned before applying to an organization helped them decide whether they would succeed there. ApplicantPerceptionofBrandInfluence Degree of Brand Customization 100 50 0 Surface-Level Customization Deep Customization Less customized employment branding recycles standard branding initiatives throughout the organization. Sample Initiatives: ■ Promoting messages from the core brand that align with each segment’s EVP preferences ■ Pushing out segment-specific content to central career channels ■ Including profiles of employees from different talent segments on the central careers website More deeply customized employment branding engages each talent segment with relevant details about the employment experience. Sample Initiatives: ■ Crafting new messages and content that reflects each segment’s work experience ■ Creating targeted microsites and social media profiles that align with segment-specific channel usage ■ Training different employees from within each talent segment to champion the employment brand 13
  20. 20. © 2014 CEB. All rights reserved. RR0433514SYN MEETING TALENT NEEDS BY MANAGING A PORTFOLIO OF CRITICAL TALENT BRANDS Thomson Reuters’s Portfolio of Critical Talent Employment Brands Instead of focusing all efforts on its core global employment brand, Thomson Reuters targets brand messages directly at critical talent segments. ■ Thomson Reuters creates a brand blueprint based on core EVP messages rather than creative attributes, such as logos and taglines. ■ Using the brand blueprint as a guide, Thomson Reuters creates sub-brands for target segments, rather than just “dialing up” global brand attributes. ■ Thomson Reuters determines which communication channels should carry which messages by assessing the channel’s audience and the current hiring needs of the organization. Brand Blueprint ■ Work that matters ■ Careers without boundaries ■ Flexibility to perform Source: Thomson Reuters; CEB analysis. 1. Create Brand Blueprint 2. Define Sub-Brands for Critical Segments 3. Tailor Communication Messages Content ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Sales ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Campus ■ Diversity ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Diversity ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Emerging Markets ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Technology ■ Working on innovative products ■ Perfecting technical expertise and skills ■ Using tools and technology to find the right work–life balance Job Fair 14
  21. 21. © 2014 CEB. All rights reserved. RR0433514SYN NOT JUST “DIALING UP” Thomson Reuters’s Segment-Specific Brand Creation Activities Thomson Reuters creates sub- brands for target segments, rather than just dialing up global brand attributes. ■ Thomson Reuters reviews HR strategy and workforce plans to identify talent segments critical to achieving business outcomes. ■ The company creates distinct sub- brands to reach the critical segments. Define Detail Disseminate Double Check What Thomson Reuters Does Define the brand statements from the target audience’s perspective. Clarify the sub-brand with additional detail where necessary. Ensure the sub-brand is communicated through relevant channels. Confirm there is a clear relationship between the sub-brand and the brand blueprint. Why It Works Using the original brand blueprint as a starting point eliminates unnecessary rework. Adding segment- specific detail maximizes relevance for the target audience. Aligning communication channels reinforces the audience’s perceptions of the brand. Validating the link between the global brand and sub-brand maintains overall consistency. Example for Technology Candidates Work that matters: Working on innovative products Careers without boundaries: Perfecting technical expertise and skills Flexibility to perform: Using tools and technology to find the right work–life balance The technology blog includes in-depth stories and profiles of technology projects. Create a technology careers app. Boost the mobile friendliness of the global careers site. BRAND BRAND Drawbacks of Dialing Up Global Attributes When organizations focus on global brand attributes, they may insert a segment- specific word (e.g., “work that matters to technology employees”) or emphasize the global attribute in segment- specific communications. These messages often do not resonate with the segment. Most organizations simply focus on one or two attributes from their global brand rather than provide the definition and detail that niche, in- demand candidates need. Source: Thomson Reuters; CEB analysis. 15
  22. 22. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR THE PRESENTATION 16
  23. 23. © 2014 CEB. All rights reserved. RR0433514SYN Maximum Impact of Employment Brand Message Type on Quality of Applicant Poola The most influential brand messages are competitively positioned, emotionally resonant, and drive reflection about fit, but few organizations use these types of messages. ■ Competitively positioned and emotionally resonant messages increase the quality of applicant pool by 19%, and messages that drive reflection about fit increase the quality of applicant pool by 17%. ■ However, these are the least prevalent types of employment brand messages that organizations use. ■ Brand messages focusing on authenticity of the employment experience and alignment with applicant preferences have limited impact on the quality of applicant pool but are the most prevalent. Aligned with Applicant Preferences Accurately Conveys Employment Experience Driving Reflection About Fit Emotionally Resonant Competitively Positioned n = 1,092 (maximum impact); 70 (percentage of organizations). Source: CEB 2014 Employment Branding Effectiveness Survey. a Organizations using messages that are competitively positioned, emotionally resonant, and that drive self-reflection have employment brands that are 28% more influential than organizations that do not. Percentage of Organizations Using Each Type of Message 15% 26% 26% 35% 39% 0% 10% 20% 19% 19% 17% 8% 0% 17 COMPETITIVE, EMOTIONAL AND FIT BASED MESSAGING MOST INFLUENTIAL
  24. 24. © 2014 CEB. All rights reserved. RR0433514SYN Many organizations brand their messaging according to organizational strengths instead of identifying and communicating true differentiators that will set them apart from talent competitors. COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT Potential Employment Brand Message Perception of Message as a Strength Relevance of Message to Strategic Objectives Relevance of Message to Mission, Values, and Consumer Value Proposition Inputs: ■ Internal and External Focus Groups ■ Best Practice Research Inputs: ■ Employee Engagement Survey ■ Internal and External Focus Groups Inputs: ■ Annual Report ■ Relevant Business Strategy Documents Inputs: ■ Annual Report ■ Relevant Marketing Strategy Documents Inputs: ■ Competitors’ Recruitment Advertisements ■ Competitors’ Web Sites Our collegial work environment provides… High Medium High High The highly differentiated work–life benefit is… High Medium Medium High You are compensated based on… High Medium Low Low IDENTIFY TRUE DIFFERENTIATORS, NOT JUST STRENGTHS St.George’s Brand Message Effectiveness Diagnostic Illustrative True Differentiated Brand Message Documents and other materials help populate the Messaging Effectiveness Diagnostic. Although the work–life message does not rate highly against all internal criteria, it is an effective message because it differentiates the organization from talent competitors. Employment Brand Message Source: St.George Bank; CEB analysis. A verifiable message that nobody else can say Source: St.George Bank; CEB analysis. ■ St.George uses a simple diagnostic to validate which brand messages are truly differentiated and focuses branding on these messages. Opportunity of Messages for Competitive Differentiation 18
  25. 25. © 2014 CEB. All rights reserved. RR0433514SYN COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT POSITIONING ISN’T ALWAYS ABOUT DIFFERENCES Thomson Reuters’s Comparative Association Message in India In a competitive talent market where it is relatively unknown, Thomson Reuters India explicitly refers to the companies it compares itself to, helping potential applicants understand its specific strengths. ■ Thomson Reuters associates itself with a mix of well- known brands and industry competitors. Source: Thomson Reuters; CEB analysis. Association with well-known brands and other media and publishing companies Financial Overview We are Bigger or More Profitable Than… 19
  26. 26. © 2014 CEB. All rights reserved. RR0433514SYN FOSTER AN EMOTIONAL CONNECTION BY CLEARLY COMMUNICATING AN ACHIEVABLE PURPOSE Johnson & Johnson’s employment brand clearly communicates an achievable purpose, thereby fostering a stronger emotional connection. ■ Johnson & Johnson conveys how to achieve its purpose through its credo, which comprises simple statements written in clear language. ■ Johnson & Johnson makes the achievability of its purpose believable by personalizing it for candidates and demonstrating how employees achieve it in their day-to-day professional lives. Employment Brand Challenges Johnson & Johnson’s Solutions Desired labor market perception: “The organization has a purpose and I can contribute to it.” Show applicants how to achieve your purpose through clear communication. Johnson & Johnson’s credo Make your purpose personal by showing employees achieve it. Johnson & Johnson’s personalized purpose Desired reaction among high-quality applicants: “The organization has a purpose I care about, and I can contribute to it.” Source: Johnson & Johnson; CEB analysis. Johnson & Johnson’s New Employment Brand “Be Vital” Attributes: ■ Applicant centered ■ Experience oriented ■ Increased focus on Credo values How do we help potential applicants understand how they can achieve the organization’s purpose? How do we enable potential applicants to believe they can achieve the organization’s purpose? COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT 20
  27. 27. © 2014 CEB. All rights reserved. RR0433514SYN COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT POLARIZING MESSAGES CAN MAKE FIT (VERY) CLEAR Netflix’s Polarizing Culture Statements Netflix publishes messages about organizational culture that will appeal to some candidates and dissuade others. ■ Polarizing messages are more effective than broadly positive or appealing messages in helping applicants consider their fit with the organization. Sample Online Responses from Potential Candidates “I’m a health and safety advisor within local government (UK). Those first few slides have stirred something in me, and I’ve never wanted to work somewhere as much as I do at Netflix!” “Having read this, I wouldn’t want to work at Netflix, even though I’m a high performer.” Source: Netflix, http:/ /hbr.org/2014/01/how-netflix-reinvented-hr/ar/1; CEB analysis. 21
  28. 28. © 2014 CEB. All rights reserved. RR0433514SYN STIMULATE SELF-REFLECTION Goldman Sachs’s Career Quiz Goldman Sachs’s short pre- application diagnostic helps potential applicants consider where they will fit best within the organization. ■ Potential applicants respond to a series of short questions about what types of projects or activities they would like to work on. ■ The diagnostic uses the answers to inform potential applicants about which types of roles at Goldman Sachs would be best for them. ■ The diagnostic is an informational tool only and is not part of the formal assessment process. Source: Goldman Sachs, http:/ /www.goldmansachs.com/careers/why-goldman-sachs/explore-goldman-sachs-careers-quiz/; CEB analysis. Question 7 of 14 Tech Turnaround Your management consulting firm has a new client—a technology company that has been losing money for several years. Pundits have written off the company, but your team believes it can help bring the business back to profitability. What part of this engagement would you most like to work on? Performing an analysis of the company’s business and operations Researching its competitors to see how they operate more efficiently Writing the final report to the client Your Best Matches View Top 3 Matches Executive Office Compliance Internal Audit Legal Services Human Capital Management Operations Finance Global Investment Research Investment Banking Investment Management Merchant Banking Securities COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT 22
  29. 29. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR THE PRESENTATION 23
  30. 30. © 2014 CEB. All rights reserved. RR0433514SYN Recruiting is an influential messenger, but it is part of a broader ecosystem of potential influencers who have a much greater impact on applicant quality. ■ Recruiting’s maximum impact as an influential messenger is 8% compared to the 33% impact other messengers have. ■ Recruiting must overcome challenges associated with empowering different groups of messengers to optimize the quality of the applicant pool. Importance of Different Types of Messengers, Irrespective of Message Content Maximum Impact on Quality of Applicant Poola Brand Influencers 8% 33% Recruiting Brand Influencers General Employee Population Recruiting’s Challenge: How do we better equip the general employee population to influence potential applicants? Brand Detractors Recruiting’s Challenge: How do we mitigate the destructive influence of brand detractors (e.g., disgruntled former employees)? Brand Ambassadors Recruiting’s Challenge: How do we get the most influence out of our brand ambassadors (e.g., senior leaders, new hires, formal brand ambassadors)? External Influencers Recruiting’s Challenge: How do I engage influencers to have the most impact? n = 1,044. Source: CEB 2014 Employment Branding Effectiveness Survey. a Recruiting has a 19% maximum impact on influence, whereas other messengers have a 41% maximum impact on influence. Source: CEB analysis. RECRUITING A SMALL PART OF THE BRAND INFLUENCER ECOSYSTEM 24
  31. 31. © 2014 CEB. All rights reserved. RR0433514SYN TURN BRAND ADVOCATES INTO BRAND INFLUENCERS How Suncor Enables Brand Influencers Suncor provides a group of employees with action- oriented training and greater visibility to potential applicants so they can act as brand influencers, not just brand advocates. ■ To help employees make the transition from brand advocate to brand influencer, Suncor has created a training session focused on three influencer abilities: verify, consult, and navigate. ■ Once training is complete, Suncor makes influencers more visible to applicants, thereby helping them reach high-quality potential applicants in all channels. ■ Training employees to be effective communicators enables them to bring the Suncor brand experience to life when interacting with applicants. Who are Suncor’s brand influencers? ■ 150 brand influencers ■ Nominated by business units ■ Usually high performers and highly engaged ■ Spread across critical talent segments ■ Mix of job levels ROI for Brand Influencers Through devoting one full day to training and limiting their time commitments, Suncor’s brand influencers: ■ Feel more engaged in the organization through the opportunity to help Suncor achieve its goals, ■ Are recognized informally for their participation by managers and leaders of their business units, and ■ Expand their networks by interacting with potential applicants within their industry. Fit Verification Model Provide actionable information about talent needs so influencers can verify preliminary fit, even for roles with which they are not familiar. A. Verify The Applicant Will Thrive in Suncor’s Culture Talent Needs Suncor’s Values 1. Safety above all else. 2. Respect. 3. Raise the bar. 4. Commitments that matter. 5. Do the right thing. Action Steps Surface Behaviors that Indicate this Value Mentions interest in sustainability Participates in community service Seeking a long-term career B. Verify Whether the Applicant Is in a Critical Talent Segment Talent Needs Strategy-Critical Talent Segments 6. Petroleum Geologist 7. Power Engineers in Alberta 8. Women in Leadership Action Steps Consider Key Questions about Each Potential Applicant Is the individual interested in a role as a petroleum geologist? Does the individual have experience (work or education) working as a petroleum geologist? Consultative Conversation Framework Teach brand influencers a sales-inspired conversation framework so they can deliver tailored information based on applicant need. Three Stepsto Consultation Step 1: Diagnose Applicant Needs by Probing Intelligently Step 2: Deliver Customized Messages by Addressing Preferencesand Concerns Step 3: Enact a Plan for Further Engagement by Providing Next Steps Objective of Step Understand the potential applicant’s career interests and concerns by probing intelligently and empathetically. Connect with the potential applicant by explaining how Suncor delivers on their career preferences and dispelling inaccurate concerns. Help potential applicants create an action plan for future engagement with Suncor. What’sAt Risk if You Get the Step Wrong Teeing up the wrong topics for the rest of the conversation Wasted applicant time, effort, and goodwill if messages don’t apply to them Wasted applicant time, effort, and goodwill if messages don’t apply to them Information Provided in Training to Prepare Influencers Guidelines on how to ask probing questions instead of closed questions. Inventory of messages about Suncor that match different applicant preferences. Application information for good fit applicants and alternate opportunities list for poor fits. Consultation Role Playing Ask brand influencers to practice interacting with applicants in different situations to gain confidence navigating difficult conversation scenarios. Online Applicant Engagement Make influencers readily available through social media to leverage the power of employee influence in all channels. Action-Oriented Training Greater Visibility to Applicants 1.Verify 2. Consult 3. Navigate 4. Reach Source: Suncor Energy, Inc.; CEB analysis. BRAND DETRACTORS BRAND AMBASSADORS 25
  32. 32. © 2014 CEB. All rights reserved. RR0433514SYN Suncor is in the process of making influencers readily available through social media to leverage the power of employee influence in all channels. BRAND DETRACTORS BRAND AMBASSADORS 26 Background EXTEND THE REACH OF EMPLOYEE INFLUENCE Suncor’s Steps to Online Applicant Engagement Recruiting Sets Clear Boundaries on Social Media Use Define: ■ Types of information to share, and ■ Types of interactions to have. 2 Recruiting Helps Influencers Upgrade Their Profiles on LinkedIn Influencer Profiles Must: ■ Have professional photos, ■ Include “Recruiting Partner” in the title, and ■ Contain a clear description of current role. 1 Influencers Engage in Consultative Conversations with Applicants Applicants are more likely to apply once influencers authentically address applicants’ questions, such as the following: ■ What is it like to work in northern Alberta? ■ What responsibilities is someone at your level given? ■ Can you give me more details about the project you are working on? 4 Influencers Identify Active and Passive Applicants to Connect With ■ Active applicants self-identify and can easily identify influencers online to start conversations. ■ Recruiting helps influencers identify potential passive applicants in their networks. 3 Calvin Jacobs Geologist at Suncor + Recruiting Partner Calgary, Canada, Area | Energy & Oil Summary Senior geologist holding a degree in petroleum geology, sedimentology, with over 10 years of oil industry experience in geological modeling and research and development. If you are interested in a role at Suncor or want to learn more, feel free to contact me. People Also Viewed Advice for Contacting Calvin Source: Suncor Energy, Inc.; CEB analysis. 104 connections ■ Suncor is currently conducting a pilot program that will enable influencers to use their skills in online channels, such as LinkedIn. ■ Recruiting will prepare influencers for online interactions by upgrading their profiles and setting clear boundaries on social media use. ■ Influencers can then engage with active applicants who contact them and passive applicants within their own networks. Tips for Keeping the Time Commitment Reasonable: ■ Allow influencers to decide when and how often they monitor LinkedIn. ■ Provide influencers with a contact in Recruiting who can help them manage high volume. ■ Make any additional training available virtually.
  33. 33. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR ACTION 27
  34. 34. © 2014 CEB. All rights reserved. RR0433514SYN Appendix ■ Roadmap ■ Action Plan ■ Resources 28
  35. 35. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR INFLUENCE STRATEGY Statement of Strategy Improve applicant quality by more than 50% by giving applicants trusted guidance to make better decisions about whether to apply, instead of promoting the organization as a great place to work. Rationale for Change ■ Our employment brand is under increasing pressure to attract new types of talent. ■ Applicants look to an unprecedented amount of information to decide where to apply. ■ Appealing employment branding adds to the amount of unhelpful information potential applicants receive, leaving them struggling to decide where to apply. Twenty-eight percent of our applicant pool is composed of high-quality applicants. Current State: Branding for Appeal Forty-three percent of our applicant pool is made up of high-quality applicants, leading to 9% higher quality of hire. Desired State: Branding for Influence Initiatives Brand Planning: Focus Branding on Critical Talent Shift from targeting a wider array of talent segments to in-depth customization that incorporates only the most important talent segments. Brand Outreach: Build a Network of Brand Influencers Focus less on managing a channel strategy and more on managing internal and external influencers. Brand Messaging: Create Messages That Consult Rather Than Sell Instead of highlighting the organization’s selling points, your messages should challenge applicants’ thinking. 2 31 29
  36. 36. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR INFLUENCE: ACTION PLAN Branding for Influence Imperatives for Best Practice Action Items Compare to Your Current Practice Immediate Action Items Select three to five only Brand Planning: Focus Branding on Critical Talent Share the Branding for Influence approach with my recruiting team, CHRO, Marketing, and Communications, etc. Diagnose our employment branding maturity level. Identify our most critical talent segments as the main audiences of our branding efforts. Create our “brand blueprint” (i.e., a list of our core EVP messages, without creative attributes, such as logos or taglines). Create a sub-branding process to identify specific messages, channels, and creative attributes for each segment. Brand Messaging: Create Messages That Consult Rather Than Sell Identify opportunities to differentiate ourselves from other organizations. Identify opportunities to associate ourselves with other organizations. Communicate our organization’s purpose with simple statements written clearly. Demonstrate how employees achieve our organization’s purpose in their day-to-day professional lives. Highlight non-obvious career transitions. Emphasize the aspects of our corporate culture that might dissuade some applicants. Give potential applicants self-diagnostics to see which function or role is right for them. Brand Outreach: Build a Network of Brand Influencers Provide opportunities in which employees can easily share stories about their responsibilities and careers. Recognize great stories that employees share. Use a response protocol for brand detractors that prioritizes the most influential detractors and comments. Create a holistic strategy to preempt, monitor, learn from, and respond to influential brand detractors. Teach our recruiters or brand ambassadors a sales-inspired framework to have fit-focused conversations with potential applicants. Help our recruiters or brand ambassadors practice consulting with potential applicants in different situations. Make our recruiters or brand ambassadors “always on” through social media. 30
  37. 37. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR INFLUENCE: RESOURCES See the Employment Branding Topic Center for these branding resources and more. Brand Planning: Focus Branding on Critical Talent Branding Strategy Toolkit Create the right brand strategy that accounts for your strategic situation and talent needs. Branding for Influence Business Case Make the case to brand for influence to your recruiters and partners in Marketing, Communications, and HR. Employment Branding Blueprint Get step-by-step guidance customized to the maturity level of your employment branding activities. Brand Messaging: Create Messages That Consult Rather Than Sell Branding Message Builder Use this worksheet to brainstorm and evaluate potential brand messages. Recruiting Effectiveness Dashboard Launch this full-service diagnostic to track why new hires are joining your organization and inform your brand messaging. Influential Branding Messages Inventory Refer to this inventory for 50 examples of brand messages that give applicants trusted guidance on whether to apply. Brand Outreach: Build a Network of Brand Influencers Brand Ambassadors Program Guidelines Use our ambassador program in a box to make your recruiters, new hires, critical talent, etc., more influential to potential applicants. Branding for Influence Playbook Help your recruiters, HR business partners, and managers do 10 things to make branding for influence part of their daily routine. 31
  38. 38. Influential Employer Branding on LinkedIn July 2015
  39. 39. Agenda LinkedIn: Our evolution Followers: Why the fuss? LinkedIn’s Top 10 Influential Brands: What do they have in common? Students on LinkedIn 39 Case Study: GoDaddy
  40. 40. LinkedIn: A global pool of talent 4M+ INDONESIA 3M+ PHILIPPINES 2M+ MALAYSIA 1M+ SINGAPORE 1M+ SAUDI ARABIA 21M+ BRAZIL 115M+ UNITED STATES OF AMERICA 11M+ CANADA 30M+ INDIA 7M+ AUSTRALIA 1M+ NEW ZEALAND 4M+ SOUTH AFRICA 1M+ UNITED ARAB EMIRATES 19M+ UNITED KINGDOM 10M+ FRANCE 7M+ ITALY 2M+ BELGIUM 1M+ DENMARK 4M+ TURKEY 5M+ NETHERLANDS 2M+ SWEDEN 6M+ SPAIN 8M+ CHINA 364M+ Members worldwide +2 New members per second
  41. 41. LinkedIn Members consume content 6x times more than they do jobs Rethinking the myths…
  42. 42. 42
  43. 43. 43 LinkedIn Employee publishes highly influential post on our culture, receiving over 1600 views Brand Appeal: “Free food, free gym, dry cleaning, massages, cool working environments, no suits, bright people, private healthcare, childcare vouchers…”
  44. 44. “But mainly because since joining LinkedIn, I have realised that these are the ingredients you use to decorate the cake. If what is under the icing is dry and flavourless, no matter how good it looks, you have a very disappointing Birthday party.” 44 James Batup, Senior Relationship Manager, LinkedIn
  45. 45. 45 Brand Influence: • On interviews - “a refreshingly informal approach” • On our vision – “Economic Graph” • On our employment policy – “The Alliance”
  46. 46. 46 2,882,244
  47. 47. HP Thanked 1M Followers in a Unique Way HP was the first company on LinkedIn to reach 1M followers in 2013. They celebrated with a blog post, created an amazing infographic, and the story was shared on Mashable. 47
  48. 48. 48 Followers Engage
  49. 49. OF FOLLOWERS ARE INTERESTED IN JOB OPPORTUNITIES WITH THE COMPANIES THEY FOLLOW
  50. 50. MORE LIKELY TO RESPOND TO YOUR INMAIL FOLLOWERS ARE
  51. 51. 51 Followers Fit the Target
  52. 52. OF YOUR HIRES WERE FOLLOWING YOU ON LINKEDIN BEFORE BEING HIRED
  53. 53. 53 Followers Amplify
  54. 54. 54 Followers can be segmented
  55. 55. Diageo created a custom cocktail to celebrate reaching 250,000 Followers 55 https://www.youtube.com/watch?v=FMRPOZY0eZE
  56. 56. 56 The 2015 10 Most Influential Brands on LinkedIn
  57. 57. 57
  58. 58. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute The most effective content marketers reach customers in multiple ways CMS integrates your efforts 58 CMS Groups Company Updates Sponsored Updates Employee Posts Influencer Posts
  59. 59. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute Reach Frequency Engagement These are the three levers that influence your CMS XX 59
  60. 60. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute Your Content Marketing Score measures within your target audience, WHO engages with your content 77,266,000 members 2,237 members Target Audience Members you would like to reach (monthly active users) Content Marketing Engagement Members who engage with your content Global All Like, share, comment, follow, click Content Marketing Score Unique Members Engaged = =x Multiplier 29Active Target Audience 60
  61. 61. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute What is a Content Marketing Score? A score that quantifies and benchmarks the influence companies have on LinkedIn A score that can be filtered by audience A score that is stacked up against a competitive set 1 2 3 61
  62. 62. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute Key questions Content marketing addresses the following questions I really care about a specific audience. Are they engaging? Are people engaging with my content? How do I rank against my peers? How influential are my employees? 62
  63. 63. What do these brands have in common?
  64. 64. OF TOP INFLUENTIAL BRANDS HAVE THEIR EMPLOYEES SHARING THEIR CONTENT TO THEIR NETWORKS
  65. 65. OF TOP INFLUENTIAL BRANDS HAVE EMPLOYEES PUBLISHING POSTS TO CONTRIBUTE TO THEIR CONTENT EFFORTS
  66. 66. OF TOP INFLUENTIAL BRANDS REGULARLY SHARE STATUS UPDATES ON THEIR LINKEDIN COMPANY PAGE AN AVERAGE OF 12.6 UPDATES PER WEEK
  67. 67. OF TOP INFLUENTIAL BRANDS ARE UTLITISING SPONSORED UPDATES TO EXPAND THE REACH OF THEIR CONTENT
  68. 68. Case Study: GoDaddy
  69. 69. Branding for Influence: GoDaddy
  70. 70. 71 So, what did they do?
  71. 71. Focus Branding on Critical Talent 72 Step 1: Brand Planning • Go Daddy Branding Focus: • Women in Technology
  72. 72. Create messages that consult rather than sell 73 Step 2: Brand Messaging
  73. 73. Create messages that consult rather than sell 74 Step 2: Brand Messaging
  74. 74. Build a network of brand influencers 75 Step 3: Brand Outreach
  75. 75. 76 “For many of you, however, the question of “who” you will be in life is still not answered. This morning I want to contrast for you the value “who” – you – are versus “what” – you – are. I want to impress upon you just how wrong our priorities are between the two – and how much that contrast in value can (or has) already affected your life.”
  76. 76. 77 “As with consumer technology, it’s clear that women’s opinions matter deeply to the success of the small business cloud services industry.” “With only 18% of technical roles filled by women at GoDaddy, we sit only 1% above the rest of the Bay Area pack. This is nothing to celebrate.”
  77. 77. 78 “My first act as CEO was to completely overhaul our brand and advertising—dropping the commercials that women clearly articulated to be objectifying and over- sexualized for a value prop that emphasizes the entrepreneurial spirit of our customers, many of whom are women. The old brand did not represent our passion for the success of our small business customers and sent a signal, wrongly, that GoDaddy was not a place that respected women.”
  78. 78. 79 “Another way GoDaddy is working to transform our technical environment is by balancing as many Agile development teams as possible with 50% women vs. sprinkling one or two women per team across all teams”.
  79. 79. 80 Interview with Fast Company
  80. 80. 81 The result?
  81. 81. 82 In April 2015, GoDaddy made the Anita Borg Institute’s list of Top Companies for Women Technologists, which evaluated technology companies on their representation of women at all levels and year-over- year trends in recruitment and promotion of women in the workforce
  82. 82. ©2015 LinkedIn Corporation. All Rights Reserved. 83
  83. 83. Tips for starting to build your Talent Brand Strategy
  84. 84. 3 tips when beginning your branding strategy 1. Get buy in from key stakeholders  Show visuals of how your brand looks today  Compare with your peers  Use addressable market data 2. Identify the business need you are trying to address  i.e. we are expanding in to a new market, we will lose £X if we do not find the right people for this project. 3. Agree success metrics upfront  Very hard to prove success if we never clarified what success looks like from the beginning
  85. 85. Appendix
  86. 86. 87 So why does this matter for Recruitment teams? Because Content is proven to drive bottom line hiring results
  87. 87. Companies who post at least 1 status update / week on LinkedIn…
  88. 88. Get 40% more views to their LinkedIn job postings.
  89. 89. and 25% more apply clicks

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