www.emergeinternational.com 480-595-9874

Attract, Retain, Repel:How Employment Branding and

Organizational Culture Increases theROI of Recruitment and Retention

Programs

Lizz Pellet, CEOEMERGE International

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

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

What is Attract, Retain, Repel as it relates torecruitment 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?

The connection between culture and employmentbranding 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 andget back to work

Corporate Scandals = loss of employee confidence and shareholder value

Organization’s ability to respond rather than react in times ofcrisis or challenges = loss of consumer confidence and brandstability

Employment Branding Study Results

Rada and EMERGE study – 2007: Does employmentbranding provide a competitive advantage?

6%33%60%

Our company’s employment brand

helps retain top talent.

4%30%67%

Our company’s employment brand

helps attract top talent.

3%9%89%

Employment branding efforts provides a

competitive edge in our recruiting

efforts.

DisagreeNeutralAgreeStatement

45%19%36%

We have budgeted dollars for 2007 to

work on our employment brand.

22%30%49%

Employment branding is one of the

top five strategic initiatives for my

company in the upcoming year.

3%13%85%

Employment branding is important to

my company.

DisagreeNeutralAgreeStatement

Rada and EMERGE study – 2007: Is it important tohave an employment brand?

18%

81%

Agree

Neutral

Disagree

Key finding from the Rada-EMERGE study show…

A cultural assessment would allow us to understand gapsthat may exist between what we are and what we desireto be as it relates to retention and recruitment.

Boomer Challenges

Our first Boomer is ready to retire on January 1, 2008.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 thereis to attract Gen Y.

The Next Gen Challenges

Social networking is KEY to GenY. MySpace, YouTube andpodcasting are the new norms incommunication

There are 208 million registeredusers on Myspace today. As ofSeptember 2006 there were 106million registered users - IfMySpace was a country it wouldbe the 11th largest in the worldbetween Japan and Mexico

There are 2.7 billion requests forinformation on Google eachmonth – to whom were thesequestions addressed to BG?(Before Google)

Gen Y can be our biggest supporters. If you can engagethem:

Stay = Retain keep thecontinuity of intellectualproperty $$

Perform = productivity $$

Strive to exert extra effort $$

Influence others to do theirbest $$

Say positive things internallyand externally that will helpyou attract talent $$

Spread positive feelings andenergy $$

We have to engage theemployee of the future!

The cost of the disengaged……

1,000 Employeesx average hourly wageof $15/hour = $15,000

$15,000 x 2 hours/day in lostproductivity = $30,000

$30,000 x 20 days worked ina month $600,000

$600,000 x 12 months= $7,200,000 in lostproductivity.

These figures are based on a M–F, 8–5pmoperation.

How does organizational culture relate toemployment branding:

Vision, Mission, Values - leaders create and sustainorganizational culture

A common way of thinking, which drives a commonway of acting

Shared assumptions and beliefs: the silent code ofconduct

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 theorganization

Cult-like cultures: what do they have in common?

Strong sense of identity – BRAND- a core ideology – they are VERYclear about who they are and whothey are not

Greater tightness of fit. Employeeseither “buy-in” or “get out”

Self selection process... “this isjust not for me”

Show evidence of elitism – theycreate a sense of belonging[internally] and superiority[externally]

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!

The Starbucks brand: its all “green” to me.. And tothem!

Recognizable Consumer Brands

Conduct a culture and employment brand assessment todetermine what “fit” will be

Identity

Leadership

Relationships

Communication

Infrastructure

Employee Engagement

Finance

What should bemeasured and why?

Some of the new job ads and branding campaigns havean emotional attachment and angle

Why do organizations need an employment brandpromise?

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

Your Employer Value Proposition/Brand

Recruiting/Orientation

Training andCareer

Development

Pay,Recognition,Performance

Health andWell-being

FinancialSecurity

Work/Life

Integration

WorkEnvironment

Content Communication Delivery

Exit

Consumers and Shareholders

Employees

Leadership

Employment Brand Promise Aligned to and EVP –Employee Value Proposition

Compensation Benefits Amenities ConnectionsLifeTools

Career Dev.

Example of positioning your EVP: start eachtop line with “we offer”…….

CompetitiveSalary, StockOptions, Bonus,and PromotionalOpportunities

So that youcan grow withus and createthe career andexperienceyou want.

More choices,more options,morepossibilities

So that youCanCustomizeyour Packageto meet yourneeds

Free Latte,Health Club,Foos Ball,Sport Courts,CoveredParking

So that youCan take abreak andhave fun atwork

MoreOpportunitiesto learn andgrow

So that youcan grow yourcareer with usand get themost importantthingsin your life.

More solutionsto help youplan your lifeand futureFinancialPlanning, ChildCareAssistance,401(k)

So that youCan CreateFinancialSecurity..

You can workwith some ofthe brightestpeople around,in a dynamic,challengingenvironment.

So that yourwork Makes aDifference

Time

Results

1 to 3 MonthsDiagnostic, Data Collection, AnalysisDelivery of action plan

1 to 3 MonthsDiagnostic, Data Collection, AnalysisDelivery of action plan

3 to 6 MonthsEstablish value propositionDevelop brand messageRoll out initiatives

3 to 6 MonthsEstablish value propositionDevelop brand messageRoll out initiatives

1 to 3 YearsFull alignmentSignificantly better business resultsIncreased ROI of recruitment & retention programs

1 to 3 YearsFull alignmentSignificantly better business resultsIncreased ROI of recruitment & retention programs

12 MonthsRedeploy diagnostic to measure progressTrack ROI

12 MonthsRedeploy diagnostic to measure progressTrack ROI

Employment Brand Promise: Delivery Timeline

External Job Boards

THE JOB BOARDS: How do

your ads add up?

• Take a tour of some of thehotter job boards: Locals arebecoming very popular

• job network found in any sate:http://www.illinoisjobnetwork.com/

• Monster and Careerbuilder aredinosaurs

• Go to www.jobing.com and watchan array of company recruitmentvideos to gather ideas

Web site analysis

Begin with web site review –this can be chilling…….

Look for any mention of yourvision, mission, values orindication of company culture

Ease of use to find the careersection – how many clicks?

Look for the people….who arethey?

Ask yourself: would I beattracted or repelled to workhere?

Internet Website review….. It is the future

http://www.triageconsulting.com/index.html

• States their employee value proposition

• People are having FUN

• Engaging photography of real people and places

http://www.pprtravel.com/index.shtml

• Very simple to get around

• Mentions a JCAHO honorable mention

• Click on a page and pop ups display valueproposition

Internet Website review….. It is the future

http://www.mcmurry.com/about/about_culture.a

sp

• Culture is the cornerstone

• Clearly states what the culture is

• How it differentiates them from others “fairnesshas replaced politics” – that is a bold statementthat says who they ARE and who they are NOT.

• http://www.ing.com/group/index.jsp

What does this page and campaign say aboutthem?

The Costs associated with Employment Branding:

How much does it cost to replaceone executive in yourorganization?

• Take that figure and build abranding budget around it tojustify the spend.

• Multiply how many executives youhave had to replace in the pastyear – that is your leverage tojustify the spend.

Brand assessment:• Internet based survey $2,500 -

$8,000 dependent on number ofemployees

• Non-invasive: EnvironmentalScan $2,5000: job postings,website review, job board surf,mystery employee full diagnosticreport of current state.

• Recruitment Video: $2,300 stockphotos - $22,000 live shoot for 3minute video

Employment Branding: Sign me up!