3W - Employer branding

Keynote 1 “Employer Branding, a hidden lever for organizational success”
Tim Clauwaert, CEO & Co-Founder at Intuo
Keynote 2 “Leverage Employer Branding by buildingThought Leadership”
Michaël Humblet, CEO & Founder Chaomatic

“The Freelance Revolution and it’s
impact on HR”
Boudewijn Dupont
Managing Director 3W
Chairman of the Board at Federgon
Interim Management Comité

Companies are facing rapid change
Technological Social Environmental

There is nothing wrong with
change, if it is in the right
direction
WinstonChurchill

Most challenges are in the field of:
Business
challenges
Organisational
challenges
HR
challenges

Some challenges you might face
Business
challenges
 Financial management
 Technology & exploding data
 Uncertainty about the future
 Growth strategy, M&A
 Building & maintaining reputation

Organisational
challenges
 Lack of infrastructure, processes & systems
 Risk management & problem solving
 Resource / time management
 Regulation & compliance
 Security

HR
challenges
 Embracing change
 Monitoring performance
 Recruiting & maintaining the right talent &
knowledge drain
 Leadership development & culture
 Employer branding

What makes
companies
resilient?

They embrace change
A clear strategy
Healthy mix of
employers & Freelance
Commitment of their
people (work-life
balance)
Successful Employer
Branding
What makes companies
resilient?

Strategy is
nothing without
implementation!

Implementation requires
the right competences &
attitude!

Market figures Interim Management

Survey by SDWorx & AMS (1.074 employers)
97% make use of freelancers or IM’s
28,8% have an adjusted HR policy for
freelancers & IM’s
37,5% evaluate freelancers according to the
same process as permanent employees
38,8% of freelancers & IM’s in Belgian
companies are offered specific training
European
Companies

Source: Executives Online
No risk for
“fake independency”

Realising change together
Trust
candidate
client
3W

Survey by SDWorx & AMS (1.874 freelancers)
69% is happy to be a freelancer and to be independent
68% think it is great to be able to choose the
assignments themselves
49% find an independent statute to be better
reconciled with their private life
15% admitted that this was their only way of finding
work
Only 10,3% would prefer to work back on the payroll
Belgian
Freelancers

3W Changes
 App
 Membership Club
 PersonalApproach
 Reference Report
 Assesment Report (HR
Analytics)
 3W Managed Service Provider
(MSP) – Independent profiles

Artefacts
Values
Assumptions
Understanding a
companies culture is
key for succesful
change management
visible
invisible Edgar Schein model

Trust is built on
human connections.
As matchmakers we
look for the human fit
in your team.

The philosophy of 3W
Human Fit
What
Who
Why

The philosophy of 3W
What
Who
Why
Job screening & profile matching
Expertise screening & CV matching
DNA screening & culture matching
Human Fit

The Freelance Revolution and it’s
impact on HR is in the Human Fit

Employer branding
A lever for organisational success.
Tim@intuo.io - +32 497 992 848

36
Agenda
36
1. Why do we talk about employer branding?
2. What is the definition of EB?
3. The Souks, Apple
4. EB as a strategic process
5. What have we done?

38
Getting ready for the future.
38

39
39

40
40
The news of around 1,900 job losses was confirmed
after the meeting. Proximus intends to shed 1,900 of its
12,000 full time jobs, while recruiting 1,250 new
employees.

41
Did not get ready for the future.
41

42
If you had to be a CEO, which company
would you pick?
42
Elisabeth Holmes Niels B. ChristiansenKevin Burns

43
Making trailers a sexy business.
43

44
• Increasing need to attract, retain, develop talent.
• Right job as important as the right Organization.
• Companies want to differentiate
• Companies want to succeed
Why Employer branding?
44

02.
Definition of Employer
BrandingEvolution over time

4646
Building an image in the minds of the potential labour
market, that the company, above all others, is a great
place to work.

4747
A strategy of internal and external communication of
the unique attributes that establishes the identity of
the firm as an employer and what differentiates them
from others, with the aim of attracting and retaining of
potential and current employees.

03.
Souks & Apple
They both want you to buy, they just have a different approach.

4949
Buying in the Souks or Apple Store?

04.
EB as a strategic process
Start with your vision

5151
Vision
Mission
Strategic goals Branding CSR
HR
EB
It should de driven by your strategy and identity

5555
Once you get in: expectation vs. reality

5656
Different attributes of employer branding.
Organisational (Brand, CSR)
Perception of the company in the external market.
Economic (HR)
Material / monetary renumeration. Including high salaryn fair
renumeration and bonuses.
Psychological (HR)
Those which influence the feeling of recognition and relatedness of
employees in the organisation.
Functional (HR)
Those concerning the specific workplace , content of work, growth
aspects.

05.
What have we done?
It’s not the time to offer a shitty toilet.

5858
Engaging and retaining talent has
become the most competitive advantage.

5959
The flywheel of employer
branding

6161
Best in class, these leaders
do more than what’s required.
3. Doing more
They follow the mandatory
yearly process.
2. Complying
Don’t do anything
1. Flatlined
When it comes to talent enablement,
there’s already 3 kind of leaders in your company.

6262
By combining a simple enablement process
with coaching-, learning- & engagement tools,
we can show you exactly who they are
Complying
Doing more
with intuo
Flatlined

6363
And shift the balance
% of population
% of population transitioned
A holistic view on talent enablement
and personalized suggestions.

6464
Successful Implementation of talent enablement
Traditional talent management approach
And increase the Employee lifetime value

Our talent
enablement
features
Engagement Pulses
Measure engagement continuously. Give managers actionable insights.
Objectives
Short-lived goals based on the OKR principles.
Learning
Distribute company knowledge effectively in the organisation.
Conversations
Performance, onboarding, goal-setting, personal development.
Feedback & Recognition
Provide and request feedback linked to objectives, skills and core values.
People Analytics
Uncover high-performers and make strategic decision
with data integration and analysis. 6565

6666
For +150 companies Intuo
reduces employee churn - supports strategy execution -
is a drive for cultural change
“What we really felt with intuo
was the match between our two
companies.”
Unleashed
Sofie van Eemeren,
HR & People leader
“Literally every layer of the
organisation is involved with
intuo, which positively influence
everyone’s skills, experience and
knowledge.”
USG people
Wendy de Pooter,
Head of L&D
“Our employee churn has been
reduced with 50%
in one year.”
ABC Groep
Patrick Callewaert, COO

02.
Customer case: USG People
Successful outroll of full suite in a multi branded company

06.
Q & A
And I’m a subtitle

MICHAEL HUMBLET
Leverage Employer branding by
building Thought Leadership

Employer Branding is like Swimming in a Lake of Rejection

Thought leadership: Company versus Person?
Michael@chaomatic.com
DEFENSIVE APPROACH
• Protect the Brand: messaging
• Potential Legal Issues
• No control on various levels
• Professional content
• People /Headhunting
• Influence: what about my friends?
• Balance private / work
• Identification
• What if they change roles/company
• Managing the workload
SCARED APPROACH

IMPACT
• Larger Trust
• Large Scale & reach
• Free / Cheap
• Limited network
• Limited Trust
• Paid / Expensive
Jan
Company
REACH
TRUST
Steff
Michael
Lorena
Joachim
Ken

Hang on: Example - correlation between both
Chaomatic Site Chaomatic Site

Hang on: Example - correlation between both

Impact of Personal post on Company website
www.chaomatic.com
Company Profile
There is an close correlation between you
as a person posting and impact on the
company website.

“How do I create Thought
Leadership?”

What Customers do you want ?
Dream
Customer
Their Main
Problem
BAIT
Your
Solution

But what is the real Problem: a use case
Problems for Sales Directors
• Closing
• Pricing Strategy
• Sales presentation
Problem 1
Main
Problem
Problem 2
Problem 3
Problem 4
Bait Creation Strategy

The Customer Buying Journey
NEED
WHY
WHY
NOW
WHY
YOU

But what is real Value?
AS A SERVICE
INSPIRATION EDUCATION
TELL ME,
make me
dream, show
me the
potential
TEACH ME so
I can do it
myself, give
me tools and
examples
DO IT FOR ME,
unburden Me
Sales of your
product or Service
EXPERIENCE
Let me
feel/experience
it so I never
forget

Use Case: Riaktr
People Space

“How do scale & Build the Bait
Content?”

Where do you get all that content?
You are the expert People ask you questions

Meet Dennis of Audience

STOP PERFECTING!
this is the difference
between losing & winning

What should you post?
Attracts Technical people
Technical Business
Attracts Business People
100% correct
Slow & reliant on key people
Good enough
Faster

Scale with what you LOVE
Video Written Audio
The Mega Secret OF
Michaels Lazy Strategy Approach

Build the Machine: Batch production
BATCH PRODUCTION = Every 6 weeks = Content for 15 weeks
Morning:
5 x Sales Acceleration Shows
Afternoon:
10 x Other Video’s
DISTRIBUTIO
N
VideoVideo

Build the Machine: Scale Multichannel
VIDEO AUDIO WRITTEN
BATCH 15 video’s + 15 podcast + 15 Blogs = 45 content pieces

Types of Content
HeroHub Hygiene

Why do people subscribe?

The higher cause makes you win

VP
CEO
Director Manager
STRATEGIC
OPERATIONS
1. Start at the top
2. Leverage the social
beasts
3. Experts work
4. Not selling works even
better
Who should be active?

Create Infrastructure
Location Mini studio’s

Key Areas of Opportunity
Groups Stories/IGTV Content HubThought
Leadership
Twitter
Camera
Thought
Leadership

BUY YOUR OWN NAME AS URL TODAY

If not now, When.
If not you, Who.
If not now,
When.
If not you,
Who

Learn more
www.chaomatic.com
DISCLAIMER
These movies may contain strong language, moderate pain and scenes
some attendees might find offensive. Don’t hold me accountable.
Youtube.com/michaelhumblet
www.michaelhumblet.com

EddyJohnson:
I have been arguing for years that companies and organizations
should also offer personal coaching within their package of incentives.
Especially since this is a win-win-win for employer, employee and
her / his private situation (partner / family). I like to call it incentives3.0.
Now that Starbucks recently announced that it would like to structurally
invest in the 'mental health' of its staff, I wonder whether this awareness
is already sufficiently present in the minds of CEx or members of the board
in terms of well-being, employer branding and / or or retention policy.
Redouan ElJamouni:
How to structurally implement Employer Branding, both Internally and Externally.
What are cool tools, tips to improve Employer Branding
Chris De Herdt:
What's the difference between employer branding and employee branding?

3W - Employer branding

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