The Secrets of Employer Branding: From Strategy to Execution
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The document discusses employer branding strategies, including segmenting and targeting talent, aligning brand positioning with organizational structure/resources/leadership, and communicating the brand through various touchpoints. It emphasizes the importance of consistency across the employer value proposition, human resources philosophies, and business strategies. Challenges include gaining commitment across departments and measuring brand impact on goals like attraction and retention.
The Secrets of Employer Branding: From Strategy to Execution
- 1. THE SECRETS OF EMPLOYER BRANDING: From Strategy to Execution Case Studies, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
- 2. Objective of Branding: Way back in 2004… Thomas Cup, Indonesia www.myCNI.com.my www.OOBEY.com
- 3. Objective of Branding: Now in 2007… CNI ‘Beemax’ Factory Visit, China Top Leaders Product Development Media www.myCNI.com.my www.OOBEY.com
- 4. Corporate & Employer Brand Corporate Brand Employer Brand www.myCNI.com.my www.OOBEY.com Right Type of People
- 5. Why Employer Branding? Employer Branding Attract Retain Motivate Focus www.myCNI.com.my www.OOBEY.com
- 6. Components of Branding Positioning, Execution, and Communication www.myCNI.com.my www.OOBEY.com
- 7. Components of Branding Positioning Execution Communication www.myCNI.com.my www.OOBEY.com
- 8. Brand Positioning Segmentation, Targeting, Basics, Differentiators www.myCNI.com.my www.OOBEY.com
- 9. Positioning “ Hope is not a strategy” John Maxwell www.myCNI.com.my www.OOBEY.com
- 10. Positioning For who? – Segmentation, Targeting Your Offer? Key Differentiator? www.myCNI.com.my www.OOBEY.com
- 11. Two Types of Segmentation for HRM Demographic segmentation Talent segmentation www.myCNI.com.my www.OOBEY.com
- 12. Demographic Segmentation - General www.myCNI.com.my www.OOBEY.com Veterans (Pre-Boomers) 1934-1945 Boomers 1945-1960 Gen X (Cusper, Buster) 1960 - 1980 Gen Y (Millennials, Netster) 1980+
- 13. Demographic Segmentation - others Women, Working Mothers Youtube generation Working retired Social Activists Work/Life balancers Industry (ICT, Advertising, Engineer, Accounting, Lawyer, etc.) www.myCNI.com.my www.OOBEY.com
- 14. Talent Segmentation Who is your Talent? : A Talent for others does not mean a Talent for you www.myCNI.com.my www.OOBEY.com
- 15. Talent Segment Targeting Unwanted by big MNCs Small companies Boring Environment No Growth/Learning No MBA Passion, Values, IQ (streetsmart) Appreciate Chaos Multitask Passion to Learn www.myCNI.com.my www.OOBEY.com
- 16. Talent Segmentation Group I (Talent Pool) Identify www.myCNI.com.my www.OOBEY.com 2 3 4 5 PERFORMANCE 2 3 4 5 POTENTIAL
- 17. Talent Segmentation Group I (Talent Pool) Group II ( Potential) Group III ( Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL Identify www.myCNI.com.my www.OOBEY.com
- 18. What needs work? Current Brand Importance to Target Segment High Low Weak Strong www.myCNI.com.my www.OOBEY.com High Salary Career Opportunities Familiarity with Tasks Training Opportunities Attractive Location For people like me Fun place to work Expected success of application Innovative company
- 19. What needs work? Current Brand Importance to Target Segment High Low Weak Strong High Salary Career Opportunities Familiarity with Tasks Training Opportunities Attractive Location For people like me Fun place to work Expected success of application Innovative company www.myCNI.com.my www.OOBEY.com
- 20. Activity Grid to determine HRM priorities www.myCNI.com.my www.OOBEY.com Eliminate (-) What are features/ activities/services to eliminate? Reduce (↓) What are features/ activities/services to reduce? Create (+) What are features/ activities/services to introduce? Increase ( ↑) What are features/ activities/services to increase?
- 21. Basics & Differentiators Segments Targets Targets Basics Differentiators www.myCNI.com.my www.OOBEY.com
- 22. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
- 23. KEY MESSAGES Who am I? What do I offer? Support? End benefit(s) Tagline: www.myCNI.com.my www.OOBEY.com
- 24. Brand Execution Alignment, Basics, Differentiators Also known as ‘Reason To Believe’ www.myCNI.com.my www.OOBEY.com
- 25. Alignment & Consistency Mamak stall www.myCNI.com.my www.OOBEY.com
- 26. Alignment & Consistency "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy www.myCNI.com.my www.OOBEY.com
- 27. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
- 28. The McPlaybook* Make it easy to eat 50% drive-thru Meals held in one hand Make it easy to prepare High Turnover Tasks simple to learn & repeat Make it quick “ Fast Food” Tests new products for Cooking Times Make what customers want Prowls market for new products Monitored field tests *Adapted from: Businessweek , Februrary 5 th 2007 www.myCNI.com.my www.OOBEY.com
- 29. Product Leadership New, state of the art products or services Risk takers Meet volatile customer needs Fast concept-to- counter Never satisfied - obsolete own and competitors' products Learning organization Alignment & Consistency: Disciplines, Priorities, and KPIs Operational Excellence Competitive price Error free, reliable Fast (on demand) Simple Responsive Consistent information for all Transactional 'Once and Done' Customer Intimacy Management by Fact Easy to do business with Have it your way (customization) Market segments of one Proactive, flexible Relationship and consultative selling Cross selling www.myCNI.com.my www.OOBEY.com
- 30. Operational Excellence Move know-how from top performing units to others Benchmark against best in class Ensure operations training for all employees Use disciplines like TQM for continuous learning to reduce costs and improve quality Alignment & Consistency: Market Disciplines www.myCNI.com.my www.OOBEY.com
- 31. Alignment & Consistency: Market Disciplines Customer Intimacy Capture knowledge about customers Understand customer needs Empower front line employees Ensure that everyone knows the customer Make company knowledge available to customers www.myCNI.com.my www.OOBEY.com
- 32. Product Leadership Reduce time to market Commercialize new products fast Ensure that ideas flow Reuse what other parts of the company have already learned Ensure there are multiple sources of funding Alignment & Consistency: Market Disciplines www.myCNI.com.my www.OOBEY.com
- 33. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
- 34. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
- 35. Brand Execution: Aligning the 4-Wheels Philosophies Brand Position Segmentation & Targeting www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
- 36. Brand Alignment: Talent Segment Philosophies Principles HR Philosophy Equal / Fair Happy / Productive Hire Low, Train High Performance vs Potential SP drives TM Talent Pool owned by the company Retention / Engagement www.myCNI.com.my www.OOBEY.com
- 37. Brand Alignment: Demographics Segment Philosophies? Principles HR Philosophy www.myCNI.com.my www.OOBEY.com
- 38. Alignment: Framework Org Structure Job Design C&B Policies & procedures Decision making Job fit Management Systems BSC and KPIs Decentralized vs. Centralized Control vs. Empower www.myCNI.com.my www.OOBEY.com Structure
- 39. Strategy: Framework Tools Physical facilities Peer support Information T&D Programs Mentors Guides ICT OJT www.myCNI.com.my www.OOBEY.com Resources
- 40. Strategy: Framework Role modeling Vision/Mission/Philosophy Leadership Style Delegation & Empowerment C&B Promotions Transition development www.myCNI.com.my www.OOBEY.com Leadership
- 41. Strategy: Framework Recognition Recruitment Training Values Motivation Self Efficacy Awareness Useful Competencies Career aspirations Attribution (control) www.myCNI.com.my www.OOBEY.com Person
- 42. Alignment: 4-Wheels Model Philosophies Brand Position Segmentation & Targeting www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
- 43. Demographic Segment: Example Strategies Gen Y ICT Women www.myCNI.com.my www.OOBEY.com
- 44. Brand Communication Image, Touch Points, Repetition, and Emphasis www.myCNI.com.my www.OOBEY.com
- 45. Attract “ You don’t attract who you want. You attract who you are ” John Maxwell www.myCNI.com.my www.OOBEY.com
- 46. Attract What’s your main Differentiator? Money? Opportunity? Big Projects? Big Clients? Career Growth? Environment? Love and Fresh Air? Fish where the Fish are… Hire Strict. Refuse if possible. Who you retire determines who you attract www.myCNI.com.my www.OOBEY.com
- 47. Attract: HR and Marketing Who designs your Job Ads? It better be Marketing Understand the psychology of a Talent Job Seeker when reading Job Ads Not sure? Consult experts Use Marketing weapons for Job Ads: brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc. www.myCNI.com.my www.OOBEY.com
- 48. COMMUNICATION ARCHITECTURE BRAND POSITIONING “ Tagline” KEY SUPPORTING MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL SEGMENTS EMPLOYEES Image Development KEY SEGMENTS TARGET GROUPS SPECIFIC SEGMENT
- 49. KEY MESSAGES Who am I? What do I offer? Support? End benefit(s) Tagline: www.myCNI.com.my www.OOBEY.com
- 50. Touch Points Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet* Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
- 51. Touch Pointsl Candidates/ Employees Gov./ Politics Customers Public Events Economics AGM Ads Internet Annual Report Media Analysts Ex-employees Relatives Friends Pasar Malam Employees Employee Bloggers Mgmt Actions Newsletter www.myCNI.com.my www.OOBEY.com
- 52. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Internships, joint projects with University Events, workshops, campaign visits, seated dinners www.myCNI.com.my www.OOBEY.com
- 53. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Mentorship programs Campus presentations, career fairs Online games, sponsorship of awards www.myCNI.com.my www.OOBEY.com
- 54. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Direct Marketing (eg. mailing) Direct-response marketing Print media, radio www.myCNI.com.my www.OOBEY.com
- 55. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Jobstreet.com Jobstreet.com Jobstreet.com www.myCNI.com.my www.OOBEY.com Jobstreet.com Jobstreet.com Jobstreet.com Jobstreet.com Jobstreet.com Jobstreet.com
- 56. End Point The end of the Beginning www.myCNI.com.my www.OOBEY.com
- 57. Issues and Challenges HODs unclear HODs disagree/unsupportive HODs not committed Functional silos HODs not willing to openly differentiate Incompetent superiors/HODs Difficult to evaluate Aligning with Business Goals Unsynchronized and unmonitored training and development www.myCNI.com.my www.OOBEY.com
- 58. For Starting Up… Importance to Target Segment High Low www.myCNI.com.my www.OOBEY.com
- 59. For Starting Up… Current Brand Weak Strong www.myCNI.com.my www.OOBEY.com
- 60. For Starting Up… Philosophies Brand Position Segmentation & Targeting Structure Resources Leadership Person
- 61. For Starting Up… Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass www.myCNI.com.my www.OOBEY.com
- 62. In the end… Great Wall of China humans are the weakest link bad treatment of staff will lead to weak link i.e. easier to bribe, easier to con, etc; bad treatment examples: insulting, lose face, broken promises, no dignity, public criticism, restructure without communication www.myCNI.com.my www.OOBEY.com Moral: Big matters/Small Matters
- 63. Summary Segmented & Targeted Attraction, Retention and Succession STARS ™ www.myCNI.com.my www.OOBEY.com
- 64. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/