Download - Causality: Attracting followers with your employment brand

)causality )))) the art of attractingpassionate followers with your employment brand{ }

Monday, March 23, 2009

SITUATION ANALYSIS


*40.6%*Average Total Separation Rates for 2005, US Dept of Labor



*55.2%*Average Total Separation Rates for the retail industry in 2005, US Dept of Labor




30% – 150%Cornell University Saratoga Institute




9%

Calculating the High Cost of Employee Turnover, Yves Lermusiaux Taleo Research

30% – 150%Cornell University Saratoga Institute


SOURCE: HRMagazine, March 2005

UnskilledUneducated

.

Moderate Skill & Education

Highly Skilled & Educated

The Shrinking Labor Layer Cake


➡The workforce is

devolving rapidly

•Workers over age 50 will make up more than half the workforce

by 2011 - and close to 80% by 2018.• Managing Demographic Risk, Harvard Business Review February 2008

•For every worker entering the U.S. labor force today, three are

leaving – By 2012, four will be leaving; in 2017, six.• D. Mark Hornung, The New York Times September 10, 2006


➡Lean management trends

have made it worse


➡Lean management trends

have made it worse

•As employees get older and retire, businesses can face

significant losses of critical knowledge and skills, as well as

decreased productivity. The demographic trend has been

exacerbated by the relentless focus on cost reduction that’s

become the business norm. -Managing Demographic Risk, Harvard Business Review February 2008


➡Few companies are doing

anything about it


➡Few companies are doing

anything about it

•Current responses to this challenge largely fall into two distinct -

and equally ineffective - camps. The first, and by far the most

common, is to do nothing: anticipate no needs at all; make no

plans for addressing them (rendering the term “talent

management” meaningless).-Talent Management for the 21st Century, Harvard Business Review March 2008


➡Begin building that

pipeline today


➡Begin building that

pipeline today

• Organizations that do a better job finding and deploying their human

capital can increase productivity and be better positioned to succeed in the

face of new labor market realities. Workforce planning and building

pipelines for future hiring needs — instead of reacting to openings

when they are already beyond mission critical — can help employers

stay one step ahead. -Information and Networking for Recruiters, Electronic Recruiting Exchange, August 2005


➡ As worker demographics change, so do their attitudes toward work



•The most important question in the mind of younger

workers: “What’s in it for me?”





•Work/Life balance is extremely important for younger workers

(Gen Y/Millenials)





•Work/Life balance is extremely important for younger workers

(Gen Y/Millenials)

•Gen Xers are beginning to emerge as managers


Loyalty

22EARLY%

MID 38%

LATE 54%

The Urban Institute, 2006 data

Percentage of employers attributing certain traits to workers, by career stage. }{


What it means to work here, Harvard Business Review March 2007



➡5 Different ways people view their jobs




• Improving oneself via a predictable path





•Being a valuable part of a team






•Looking for excitement - fast paced environment & lots of

opportunity







opportunity

• Just in it to pay my way

(view a job as a means to an end)







opportunity

• Just in it to pay my way

(view a job as a means to an end)

•An opportunity just to make money

(working at a job just because of a good salary, ie lawyers)


have you ever had a job that you just


have you ever had a job that you just

Hated?Monday, March 23, 2009

why?


➡3 Reasons a Job is Miserable•Anonymity•Irrelevance•Immeasurability

3 Signs of a Miserable Job, The Table Group 2007


3 Signs of a Miserable Job, The Table Group 2007

•Irrelevance - People who have no idea how their work affects other people won’t find fulfillment in their jobs.


JOINING A GROUP JOINING A CAUSEVS


JOINING A GROUP JOINING A CAUSEVSGETTING A JOB


JOINING A GROUP JOINING A CAUSEVSGETTING A JOB JOINING A CAUSE


we’re looking for a few good men.


"History and experience has taught us that chasing and pursuing high-profile names isn't necessarily the way to go. We're going after players that fit our system and our overall philosophy. Some people term that second-tier or next-level. We don't see them as that type of player." Bill Belichick - CEO January 8, 2004 The Boston Globe


"Under Belichick, the system is the star," said Michael Roberto, a

Harvard Business School specialist in management and decision-

making. Roberto says the Patriots avoid flashy players with big egos

because they want people who will do what it takes for the team to win. "If you pulled some of these

guys out and put them on another team it is not clear they would do

as well," Roberto said.

Bill Belichick - CEO January 8, 2004 The Boston Globe


Talk to more than a dozen Googlers at various levels and departments, and one powerful theme emerges: Whether they’re designing search for the blind or preparing meals for their colleagues, these people feel that their work can change the world.

Fast 50 Fast Company, March 2008


organizing the world’s information.


Fast 50 Fast Company, March 2008

Our hiring process is legendary.

Google still gets 100 applicants for every

open position.

Reading Google’s Mind Harvard Business Review, April 2008



Google places a high value on the intellect

and opinions of employees. Likewise,

giving them budgeted time for innovation shows

high regard for their creativity.


Knowledge WorkersReading Google’s Mind Harvard Business Review, April 2008

Google places a high value on the intellect

and opinions of employees. Likewise,

giving them budgeted time for innovation shows

high regard for their creativity.


Consumer Brand

EmployerValue

Proposition

Core Values


TheEmployment

Brand

Consumer Brand

EmployerValue

Proposition

Core Values


ValueThe Employer

Value Proposition


Value

Perceived value from the external labor market

The Employer Value Proposition

Rational benefits and emotional connection to your company

*Based on Center for Creative Leadership Research


THE EMPLOYMENT

BRANDshould win the minds and hear ts of the right candidates by

connecting on a rational and emotional level. By creating an

affinity with the candidate that is much stronger and more

relevant than just functional core benefits alone, employment

branding will screen in like-minded individuals who align with

our company’s core values.


TOP TALENTYOUR BRAND


TOP TALENTYOUR BRAND

Help Wanted Mindset:“We Are Looking For Good People”

New EVP Mindset:“Good People Have a Reason to Look at Us”

< flow of communication >


Now Hiring Banner


The Ultimate Great Seafood Sale



Old



OldDiseased



OldDiseasedDarwin Award-winning



OldDiseasedDarwin Award-winningLove Canal Seafood


Now Hiring

Bad foodwith mediocre servicefrom the dregs of the teenage workforcewho’ll probably spit in your burger

Now Hiring: anybody who can fog a mirror.


a “job” is a commodity that can be sold.


a calling is


a calling is completely different.


Could it beIodine deficiency in Africa is a seriously big problem, particularly among children. Our solution was a

small but clever one: a refined iodized salt solid in small affordable packet that would not last long

enough to degrade in the sun. Understanding the needs of different communities is just one of the

many challenges we face. If you think you could rise to it, then visit www.unilever.com/careers


Consumer Brand Who we are as a company

Employment BrandConnects who we are and what we do with who our employees are

Help WantedWhat most everyone else does

RecruitmentRational and emotional screen-in of the RIGHT people


EMPLOYMENT BRAND


CANDIDATE EMPLOYEE

EMPLOYMENT BRAND R

ET

EN

TIO

N

RE

CR

UIT

ME

NT


thank you


Download - Causality: Attracting followers with your employment brand

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