1. Università degli Studi
Suor Orsola Benincasa
CORSO DI LAUREA SPECIALISTICA IN COMUNICAZIONE ISTITUZIONALE E D’IMPRESA
Laboratorio di SVILUPPO e COMUNICAZIONE ORGANIZZATIVA PER L’IMPRESA
Workshop
COMUNICAZIONE ESTERNA E COMUNICAZIONE INTERNA
EMPLOYER BRANDING, IL MARKETING GUIDATO DAI VALORI
Venerdì 24 aprile dalle ore 17:30 alle 19:30
Ing. Enrico Viceconte
viceconte@stoa.it
www.stoa.it

4. Tanti marketing, un approccio
comune
• Marketing tradizionale
• Marketing relazionale
• Social marketing
• Societal marketing
• Marketing territoriale
• Societing

5. AZIENDA
marketing interno DIPENDENTE
marketing
marketing
interattivo
CLIENTE

8. RETRIBUZIONE
ORGANIZZAZIONE
DIPENDENTE
CONTRIBUTO

9. Contribution
Svolgimento del compito routinario
Svolgimento di compiti straordinari
Innovazione
Creatività
Trasmissione dei valori
Creazione di un buon clima
Aiuto agli altri
Promozione verso gli interni
Promozione all’esterno

10. Retribuzione
PREZZO (Price) LAVORO (Product)
Stipendio valore assoluto Congruenza con le proprie caratt.
Stipendio valore relativo Apprendimento
Progressione di stipendio Divertimento
Incentivi Sfida
Benefits Competizione
POSTO DI LAVORO (Place) COMUNICAZIONE (Promotion)
Comodità logistica Prestigio dell’organizzazione
Clima organizzativo Immagine
Qualità ambienti fisici Comunicazione
Comodità orari

12. Sviluppo
Brand Deutsche
Telekom
British
Retribuzione Telecom
Ambiente
0 1 2 3 4
Fonte: Justpeople.com

13. Livello di conoscenza
Reclutamento
Formazione
$ 40.000 * assunto
Defection

20. Why Diversity Matters at Microsoft
At Microsoft we think of the business case for diversity as having three components:
talent, customers, and innovation.
Talent
Microsoft seeks to attract and retain the best and brightest employees. This enables us to
gain a competitive advantage in the new emerging markets.
Customers
If we truly want to have a compelling value proposition for our customers, we must
understand the rich diversity of our customer base.
Innovation
We work to build innovative products for an increasingly diverse customer base by using
the diverse talents, ideas, and perspectives of our employees.

21. Diversity at Microsoft
Diversity Mission Statement
Microsoft strives to understand, value, and incorporate the differences each employee brings to the
company so that we can build the greatest multicultural workplace in the technology industry and reflect
the growing diversity and inclusion of our communities and the global marketplace.
Diversity Vision Statement
To establish Microsoft as a global leader in diversity and inclusion by driving global executive leadership,
engagement, and accountability and by increasing workforce diversity at all levels, building value and
commitment for work-life balance, and building capabilities for people and organizations.
Diversity Values
The diversity values at Microsoft are:
11.Thinking and acting globally. Microsoft employs a multicultural workforce that generates innovative
decision-making for diverse customers and partners.
12.Innovating. Innovation helps lower the costs of technology.
13.Showing leadership. Microsoft shows leadership by supporting the communities in which we work and
live.
Strategy Overview
Microsoft's diversity and inclusion strategy is an important part of our business priorities. We are working
with executives across the company to support and drive our efforts. The pillars of our diversity and
inclusion strategy are:
•Driving leadership accountability and ownership.
•Attracting, developing, and retaining a diverse workforce.
•Creating a culture and climate of respect and inclusion.

25. CANDIDATO
AZIENDA

26. Employee Onboarding Process
26

27. Ford Motor Company Talent
Management System
Today’s recruiting environment is dynamic, fast-paced, and
highly competitive.
The resources needed to fuel business success will be in short
supply.
A top-notch recruiting and sourcing strategy is only as effective
as an organization’s ability to attract, engage, develop, and
retain top performers.
27

28. 28

29. Ford Motor Company Talent
Management System Goals
•Attract, engage, develop, assimilate, and retain employees
who are committed to the success of Ford Motor Company
•Strengthen the relationship between the Company,
candidates, and new hires during each phase of the
recruiting process (pre-employment, on-boarding, re-
recruiting)
•Streamline and build a cohesive recruiting process
•Build relationship with candidates from first contract through
first six months of employment
29

30. Ford Motor Company Talent
Management System Phases
Pre-employment
•Enhanced communication of employer brand through e-
cards and website to attract more candidates
•Development of pre-screen selection tools for each function
to better align candidates’ skills
•Focus on selecting the “right” candidate through use of the
Ford Leader Behavior Interview
30

31. Ford Motor Company Talent
Management System Phases
On-Boarding
•Continuous reinforcement of the Company’s brand, values,
and strengths through e-cards
•Preparation and expectation setting for the first day of
employment through e-cards and an on-boarding website
•E-card communication of employees start date and “to do
list” to the supervisor ensuring that everything is ready for
their first day
31

32. Ford Motor Company Talent
Management System Phases
Re-recruiting
•Provide tools to new employees to help them acclimate,
engage, and become more productive
•Strengthen the employee/supervisor relationship through
communication and encouraging the supervisor to display
bold leadership
•Support the employees transition into the business by
urging the supervisor and the employee to create a Learning
and Development Plan
32

33. Ford Motor Company Talent
Management System
Communications Components
Taking Employer Branding to a whole new level
•Driving candidates to Mycareer.ford.com
•Inviting candidates to Talent Management Conferences
•Relationship Management
•Offer
•On-boarding new employees
•Retention
33

34. 4a
Pre-Offer Accepted Follow Up Offer
72 Hour E-Card
sent by Hodes
1 Sell acceptance of offer
2 3 OFFER
New Hire Talent Ask to answer questions
Offer NO
Management or concerns
New Hire Talent RESPONSE Recruiter Office Contact 4b.1
Conference E-mail sent by
Management We’re Still Thinking
Invitation Recruiter Office
Conference
Direct candidates 4b About You
to site to fill out We’re Still Thinking
forms for event About You E-Card
sent by Hodes
Sent by Ford E-Card Standard Statement
sent by Hodes post
conference Recruiter Office Contact
Standard Statement
1a 4c
ACTIVE
Recruiter Office Contact 4b.2
New Hire Talent Management
We’re Still Thinking Close Out Letter
Conference Registration Site PENDING
About You
CANDIDATE
Unable to match
Quarterly E-Card qualifications
sent by Hodes
Standard Statement Sent by Hodes
Standard Statement
Recruiter Office Contact
4d.1+
Keep The Doors Open
4d Diversity Focus
OFFER Keep The Doors Open
DECLINED
Quarterly E-Card 4d.1+
sent by Hodes Keep The Doors Open
Standard Statement
Survey (why did you decline) Environment Focus
Invite Process Details Opt-in for ongoing
communication 4d.1+
Update Profile Keep The Doors Open
Refer a Friend
Innovation Focus
Recruiter Office Contact
Opt-in to receive Product
Blue Indicates White Indicates 4d.1+
information
Ford Action Hodes Action Keep The Doors Open
BrandsFocus
34

35. Offer Accepted to Start Date
E-mails sent every 30 days until start date
5 6 7 8 9
Offer Accepted Waiting to start Waiting to start Waiting to start Waiting to start
Welcome to Ford E-card E-card E-card E-card E-card
Ford sends
Hodes list E-mail sent by Hodes 30 day E-Card 30 day E-Card 30 day E-Card 30 day E-Card
sent by Hodes sent by Hodes sent by Hodes sent by Hodes
Name | Title
Start Date
of Offer Supervisor name (if Link to New Hire website
Accepted available) Link to New Hire website Link to New Hire website Link to New Hire website
Link to Onboarding Site
10a
5b E-mail to Supervisor
New Employee Website Forms
Video: Welcome To The Ford Family Your new hire starts Monday
(Intro by Bill Ford) E-cards sent 2 is everything ready?
(Interactive History) Vision, Mission, weeks before
(The Ford Experience) and Values Message from Director on Ford sends HODES data start date
Employee Resource Groups feed on new hire start date
Diversity Link to Ford Diversity Site
Send Friend Receives 10b
Family/Friends e-Post Card E-mail to new hire
E-Cards Link to Ford Careers and to
Ford products Are you ready to start
Learning’s
Link to TM website
Make the World a
Better Place
Brands
35

36. Post Start Date
E-mails sent to new hire every 30 days after start date for 1st Year
11 12 13 14 15 16 17
Welcome kit E-card Drive Your Career Co-Hort Group The “way Forward” Innovation Transition to the business Survey
E-card E-card E-card E-card E-card E-Card
Sent by Hodes on first day
of employment Sent by Hodes sent by Hodes after sixth
Sent by Hodes Sent by Hodes Sent by Hodes Sent by Hodes month
Link to important Ford
information Information on career path Invitation to participate in a Expectations and Link to Online Survey
and personal development series of focus groups for The part each employee Ford innovations transition to the actual On-boarding process
Link to Survey on TM Talent Management plays in the “way forward” business unit
system thus far
E-mails sent to Supervisor on Start Date
18 19
Supervisor Survey Co-Hort Group
E-card E-card
Sent by Hodes after
employees second week Sent by Hodes
Invitation to participate in a
Link to Survey on series of focus groups for
satisfaction of TM system Talent Management
36

37. Invitation E-Card
• Invitation to the Talent
Management
Conference
• Links to Conference
Website
37

38. Invitation follow-up E-
Card
• Sent after no response to
invite
• Links to Conference
Website
38

39. Conference
Registration Site
• Forms
• What To Expect
• Sample Agenda
• Travel
Arrangements
• Expense Reports
• Questions
39

40. No Offer and
Offer Declined E-cards
• Sent to candidates
who Ford is still
considering hiring
• Sent to candidates
who declined an
offer, but Ford
wants to keep in
contact with
40

41. Offer Declined E-cards
• Sent quarterly to
candidates who opted-
in for more information
on Ford
• Focus on brands,
diversity, good works,
etc.
41

42. Offer E-card
42

43. Offer Accepted/Welcome to
Ford E-Card
• Contains Name, Job Title
and Start Date
(if available)
• Links to New Employee On
Boarding Website
43

44. New Employee
On Boarding
Website
• Welcome from Bill Ford
• Brands
• Vision, Mission & Values
• Learning
• Make the World a better
place
• Innovations
• Talent Management
• Diversity
• Send E-Cards
• Orientation and first day
information

45. Send E-Cards
• Send Family or
Friends custom
designed e-cards
announcing the
beginning of your
new career at Ford
• Invitation to family to
purchase a Ford
vehicle with a
invitation id number
45

46. Two weeks prior to
start E-cards to
supervisor and to
new hire
•Supervisor---Is
everything ready
for your new hire?
•New Employee---
Are you all ready
to start?
46

47. Re-recruiting E-
cards
•Sent each month
for first six months
•Information on
career path,
personal
development, the
“Way Forward”
plan, etc.
47

48. Survey E-cards
•Sent to new employee two
weeks after start date and
after first six months
•Sent to Supervisor two
weeks after employee
starts
48

49. Cohort Group E-cards
•Sent to a random group of
new employees and their
supervisors
•Invited to participate in a
series of cohort/focus
groups
•Data provided back for
process improvement
49