Bryan Adams CEO & Founder Leader, Danaher
Transcript of Bryan Adams CEO & Founder Leader, Danaher
Public© 2021Giveandget.net
Charlotte Marshall
Global Employer Brand
Leader, Danaher
Corporation
Co-authors, “Give & Get Employer Branding”
Bryan Adams
CEO & Founder
Ph.Creative
Public
• US workers leaving jobs at 2.7% in April — the highest level in more than 20 years (WSJ).
• More than a quarter of employees plan to change jobs, according to a recent Prudential survey, as businesses reopen amid COVID-19 vaccinations.
• A survey of 1,000 workers reported by Bloomberg found that 39% of workers are open to quitting their current role if their employer is unwilling to permit them to work remotely.
• Recessions make recruiters jobs much harder because they are faced with sifting through a flood of applications. The number of applications per vacancy and the hours spent recruiting for each job opening increased rapidly during the recession of 2008-09. Recruiters spend an average of 100 hours per vacancy. (Economist).
• The unemployed submitted ten times as many job applications each month as job-switchers. But the success rate per application of the unemployed is less than half that of those already in work. (Economist).
• Some companies, such as McDonald’s, and Bank of America are raising wages to attract more staff.
The great resignation
Why is it so hard to fill jobs in some states?
The Wall Street Journal
Public
3
EXTERNAL VALUE / TALENT ATTRACTION
Public
4
What is the trending volume & brand perception of people hearing about you?
Metrics and indicators
• Social reach• Traffic sources (volume)• Branded traffic volume (head terms to be
researched)• Referral traffic from corporate website• Social media mentions• Share of voice (compared to competitors)• Percentage & volume of repeat website
visits• Google page rank• Glassdoor / comparably (volume of
reviews)• Talent flow (between competitors)• Awards & industry recognition
Create attention {
EXTERNAL VALUE / TALENT ATTRACTION
Public
5
How effectively are you aligning people with your perspective?Are you using ‘Give & Get’ approach?
Metrics and indicators
• Social follows• Bookmarks• Glassdoor / comparably (Sentiment of
reviews)• Comments / shares / CTR (volume &
sentiment)• Time on Site• Bounce rate• Depth of visit (average page views)• Subscriptions / sign-ups• Traffic sources (quality)• Qualified application ratio
Create affinity {
EXTERNAL VALUE / TALENT ATTRACTION
Public
6
Metrics and indicators
• Social follows• Bookmarks• Glassdoor / comparably (Sentiment of
reviews)• Comments / shares / CTR (volume &
sentiment)• Time on Site• Bounce rate• Depth of visit (average page views)• Subscriptions / sign-ups• Traffic sources (quality)• Qualified application ratio
Create affinity {
EXTERNAL VALUE / TALENT ATTRACTION
Public
7
How many people are compelled to take action?
Metrics and indicators
• Source/page attribution• Conversion rate • CX NPS• Employee & Alumni referral rate
Create action {
EXTERNAL VALUE / TALENT ATTRACTION
Public
INTERNAL VALUE / TALENT MANAGEMENT
Public
INTERNAL VALUE / TALENT MANAGEMENT
If margin if too big, it’s too vague and not helpful to anyone.
If margin is too small, you risk not meeting expectations.
Public
INTERNAL VALUE / TALENT MANAGEMENT
Eveyone has good days and bad, but it’s fine if it’s within the expectations you have defined with your ‘Give & Get’ EVP
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
Public
INTERNAL VALUE / TALENT MANAGEMENT
The bigger the tolerance margin, the more your employees/associates will stick around and perform well for the business.
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
In times of uncertainty, volatility, change/transition, your reputation will determine staying power, loyalty and willingness to support the business.
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
Notice you can control expectations, but only influence your reputation.
It can be heavily influenced and strategically built, but it only matters what people think and feel, not what you say and do.
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
TIME TO REFRESH EVP If your employee experience is mostly outside of the expectations defined in your ‘Give & Get’ EVP, it’s time to update and refresh it.
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
You’ll get high performance for a short period of time, but you will eventually get disenfranchised people and also risk a change in reputation.
It’s not sustainable unless you change the expectation.
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
Here you get high and happy performance, you re-enforce your reputation and build winning, conducive employee experience people relish and thrive in.
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
Here you get moderate and happy performance, you work hard to maintain your reputation without advocacy and risk business leaders being dissatisfied with
Public
INTERNAL VALUE / TALENT MANAGEMENT
Happiness bracket of employer brand
Here you have major problems and an employee experience nobody wants or values at all.
Public
20
Litmus test for your employer brand:
Reputation + Proposition + CX= easy decision* (candidate or employee/associate)
*If a candidate or employee/associate can’t make an easy decision, your employer brand is not strong enough in one or more areas.
Public
How do we craft and build a ‘Give&Get’Proposition that stands out?
21
Public
SMART FILTERRepel the many, compel the few.
MAGNETAttract as many people as possible
Our thinkingConventional thinking
Public
Your organization is not the right challenge for everyone
There’s no way I can take on this challenge
This isn’t challenging enough for me
This is my kind of challenge
Public
ANALOGY: Apple to people
“Sorry folks, we only had one iPhone and it’s now sold, goodbye but thank you for your interest, please come back again soon.”
Despite Apple attracting record interest in the new product, Apple couldn’t fulfil 99.999% of the demand they created.
ANALOGY: People to Apple;
“Sorry, I didn’t know how much it was. I want one but I can’t afford it, can I still have one?”
Despite record interested, very few people in line had the capability to buy a new phone.
Public25
Public
Source of Passion& Pride
What it Takes toAchieve it
Public
Source of Passion& Pride
What it Takes toAchieve it
(Adversity or Harsh Reality)
(Heightened Performance,Character or Perspective)
Public
TRADITIONAL / CONVENTIONAL METHODOLOGY NEW “GIVE & GET” METHODOLOGY
Public
Public
Public
Public
Can you find and match 'gives' with the right 'gets'?
2
4
1
3
B
A
C
D
SEE YOUR WORK IN THE HANDS OF MILLIONS OF PEOPLE EVERY DAY
BE ON A WINNING TEAM THAT WILL ALWAYS HAVE YOUR BACK.
Public
Here's the 'gives' matched with their 'gets'
2
4
1
3
B
C
D
A
What you GIVE What you GET
SEE YOUR WORK IN THE HANDS OF MILLIONS OF PEOPLE EVERY DAY
BE ON A WINNING TEAM THAT WILL ALWAYS HAVE YOUR BACK.
Public
is it well balanced, satisfying our needs?impact
career progression
professional development
specializing / focus
linked to clear expectation od sacrifice& commitment
purposepersonality & character insights
linked to meaningful work
impactculture & employee experience linked
with character traits
belongingharsh realities validatingshared experience and
elevating benefits of culture
SEE YOUR WORK IN THE HANDSOF MILLIONS OF PEOPLE EVERY DAY.
BE ON A WINNING TEAM THAT WILL ALWAYS HAVE YOUR BACK.
Public
That's all folks!
Thank you so much for your attendance and
participation today.
Lets stay in touch:
Linkedin/charlotte3
https://www.linkedin.com/in/bryanadams1
To get your copy visit: https://amzn.to/3myQRh8