Causality: Attracting followers with your employment brand

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

Monday, March 23, 2009

SITUATION
ANALYSIS


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


40.6% *55.2%
*Average Total Separation Rates for 2005, US Dept of Labor *Average Total Separation Rates for the retail industry in 2005, US Dep


40.6% *55.2%

30% – 150%
Cornell University Saratoga Institute


40.6% *55.2%

30% – 150%

9
%

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

40.6% *55.2%

30% – 150%

9
%


he Shrinking
abor Layer
ake Highly Skilled & Educated

Moderate Skill
& Education

Unskilled
Uneducated SOURCE: HRMagazine, March 2005


➡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


change, so do their
•The most important question in the mind of younger
workers: “What’s in it for me?”


change, so do their

•Work/Life balance is extremely important for younger workers
(Gen Y/Millenials)


change, so do their

•Work/Life balance is extremely important for younger workers
(Gen Y/Millenials)

•Gen Xers are beginning to emerge as managers


22
%
ARLY

38 %
{ }
Percentage of employers

ID attributing certain traits to
workers, by career stage.

54 %
ATE

oyalty The Urban Institute, 2006 data

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


➡5 Different ways people
view their jobs



view their jobs
• Improving oneself via a predictable path



view their jobs
• Being a valuable part of a team



view their jobs
• Looking for excitement - fast paced environment & lots of
opportunity



view their jobs
opportunity

• Just in it to pay my way
(view a job as a means to an end)



view their jobs
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)



ave you ever
ad a job
hat you just


ave you ever
ad a job
hat you just

ated?

why?


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

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.

3 Signs of a Miserable Job, The Table Group 2007

VS
JOINING A GROUP JOINING A CAUSE


VS
GETTING A GROUP
JOINING A JOB JOINING A CAUSE


VS
GETTING A GROUP
JOINING A JOB JOINING A CAUSE
JOINING A CAUSE


we’re looking
for a few good men.


quot;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.quot; Bill Belichick - CEO January 8, 2004 The Boston Globe


quot;Under Belichick, the system is
the star,quot; 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. quot;If you pulled some of these
guys out and put them on another
team it is not clear they would do
as well,quot; 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.


Reading Google’s Mind Harvard Business Review, April 2008

Google still
gets 100
applicants
for every
open
position.

Our hiring
process is
legendary.

Fast 50 Fast Company, March 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.



Google places a high
value on the intellect
and opinions of
employees. Likewise,
giving them
budgeted time for
innovation shows

Knowledge
high regard for their
creativity.

Workers


Consumer
Core
Brand
Values

Employer
Value
Proposition


re Consu
es Bra
The
Employment
Brand


The Employer
Value Proposition

alue

Perceived value from the external labor market

The Employer
Rational beneﬁts and
Value Proposition
emotional connection
to your company

alue
*Based on Center for Creative Leadership Research


THE EMPLOYMENT

BRAND
should 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.


OUR BRAND TOP TALENT


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

OUR BRAND TOP TALENT
< flow of communication >

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


Now Hiring Banner


The Ultimate
Great Seafood Sale


The Ultimate
Great Seafood Sale
Old


The Ultimate
Great Seafood Sale
Old
Diseased


The Ultimate
Great Seafood Sale
Old
Diseased
Darwin Award-winning


The Ultimate
Great Seafood Sale
Old
Diseased
Darwin Award-winning
Love Canal Seafood


Now Hiring
Bad food
with mediocre service
from the dregs of the teenage workforce
who’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.


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

Could it be
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


onsumer Brand
ho we are as a company

mployment Brand
onnects who we are and what we do with who our employees are

ecruitment
ational and emotional screen-in of the RIGHT people

elp Wanted
hat most everyone else does


MPLOYMENT
BRAND


MPLOYMENT
BRAND
RECRUITMENT

RETENTION
EMPLOYEE
CANDIDATE


thank you


Causality: Attracting followers with your employment brand

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Causality: Attracting followers with your employment brand