Sofia employer branding masterclass final [afternoon]
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Transcript of Sofia employer branding masterclass final [afternoon]
A Brand New Approach
Uber model of engagement
Kevin ThomsonKevin Ruck
Copyright © 2010 über engagement
based on a compelling truth:
“Your vision will become clear only when you look inside ...
Who looks outside, dreams. Who looks inside, awakens”
Uber engagement is
What we believeOne Organizing Brand - You have one brand, multiple
stakeholders: There are many communities your brand needs to engage with
Everything is changing - Your stakeholder groups are converging: The boundaries between communities are becoming increasingly fuzzy, as are the communication/brand suppliers.
Integrity and Integration, Inside Out - You need an integrated approach: To build trust, create advocacy and improve the reputation of your brand.
Copyright © 2010 über engagement
Uber engagement is about enterprises defining:
The single organising thought - the why
The key accountabilities - the whatThe ways of working - the how
Copyright © 2010 über engagement
howwhat why
Uber engagement is about alignment between:
What an enterprise values - what it thinks
What an enterprise promises - what it says
What an enterprise delivers - what it does
Copyright © 2010 über engagement
saydothin
k
Uber integration
Closing the gap between what you say and what you do;A focus on how you say it and how you do it; Using your values as the organising thought.
what you do
what you say
how you say it
how you do it
Copyright © 2010 über engagement
Integrated functions
Working beyond traditional silos and building brand integrity.
HR
BrandComms
Operations
Copyright © 2010 über engagement
Brand and organisational culture
Bulgaria as a brandVision and values
“What we have to do is change the culture round
here”
The human side of culture
“Cultures are not just physical entities. They are complex social phenomena produced interactively not biologically. They are a human product, not a natural product. People create them, people sustain them and people change them . . . indeed there is nothing more to them than human intervention.”
Bate (1994: 137)
The Deal and Kennedy classification of culture
tough-guy, macho cultureThe focus of daily activities is relatively short-term and staff are encouraged to complete tasks swiftly and with maximum efficiency. Subsequently, competition between employees is high, resulting in increased levels of conflict and anxiety
work-hard/play-hard culture
Whilst speed and efficiency are also priorities in this type of culture, the risks are typically small. For example, in fast-food restaurants, customer service and satisfaction are generally very important, however, no ‘real’ damage would result if one customer left unsatisfied.
bet-your-company cultureCompanies where risk-taking is high but feedback to employees is low. These hierarchical organisations invest heavily in huge projects, which involve vast amounts of money and time. Employees are encouraged to trust the communication received from senior staff and continually focus on the future, as eagerly awaited feedback may be a long way off.
process cultureMany government departments, for example, display this type of culture, which is low risk and slow to receive feedback. Employees who are highly organised and value a stable, dependable work environment are best suited to this kind of workplace, as its formal nature allows them to focus on task accomplishment, rather than the content of individual projects.
Artefacts
Espoused values
Underlying assumptions
Schein’s Three Levels of Culture Analysis
Visible organisational structures and processes (hard to decipher)
Strategies, goals, philosophies (espoused justifications)
Unconscious, taken-for-granted beliefs, perceptions, thoughts and feelings (ultimate source of values and action)
Schein (1992: 17)
Look out for any inconsistencies
Uncertainty Management MatrixFour possibilities:
1. Status Quo Climate – avoid uncertainty, people want few surprises and rarely get them (more often found in non-profit organisations).
2. Unsettling Climate – employees desire certainty but they feel that the organisation is embracing uncertainty and become unsettled and overwhelmed (more often found in financial services sector).
3. Stifling Change – employees embrace uncertainty but feel that the organisation avoids it and they feel stifled (found equally in all types and sectors).
4. Dynamic Change – employees and the organisation want change (more often found in IT and industrial organisations).
Clampitt and Williams (2004)
Google Culture
http://www.washingtonpost.com/wp-dyn/content/video/2009/05/19/VI2009051902273.html
http://www.youtube.com/watch?v=9bJBeCI0e3U
Brand Advocacy
Brand
Copyright © 2010 über engagement
BRAND
=REPUTATION
What we believe – A ReminderOne Organizing Brand - You have one brand, multiple
stakeholders: There are many communities your brand needs to engage with
Everything is changing - Your stakeholder groups are converging: The boundaries between communities are becoming increasingly fuzzy, as are the communication/brand suppliers.
Integrity and Integration, Inside Out - You need an integrated approach: To build trust, create advocacy and improve the reputation of your brand.
Copyright © 2010 über engagement
Reputation across all communities
Copyright © 2010 über engagement
good neighbourSocial responsibility
great employerRecruitment & retention
products & servicesInnovation & experience
investor & value chainGovernance & Sustainability
Community
Colleagues
Customer
Corporate partners
Brand Engagement
Employees are engaged in their brand when what they are doing and how they are doing it are aligned with why they are doing it - the vision.
When leaders define a vision based on what is true and compelling, engaging managers will determine the what and the brand engaged employees will decide the best way how.
Copyright © 2010 über engagement
WHAT HOWVISION
For brands to have integrity they need to consistently behave (do and say) in accordance to the values and beliefs that they claim to hold.
Often there is a gap between what brands say and what brands do. Brands that engage their colleagues around their values close the gap through how they say it and how they do it.
Brand Integrity
Copyright © 2010 über engagement
DO SAYVALUES
WHAT HOW
SAY
DO
VISION &
VALUES
WHAT you DO
WHAT you SAY
HOW you SAY it
HOW you DO it
Perception + Experience = Reality
PERCEPTIONPERCEPTION=WHAT you SAY
+HOW you SAY it
EXPERIENCE =
WHAT you DO+
HOW you DO it
Copyright © 2010 über engagement
The Integrated Brand
Using vision & values toclose the gap between:-•SAY & DO;•HOW & WHAT;•PERCEPTION & EXPERIENCE;•INTERNAL & EXTERNAL;builds an integrated brand from the inside out.
Vision &
Values
Products & services
Positioning & communication
Visual identity & tone of voice
Processes & behaviours
Copyright © 2010 über engagement
What You Say- Positioning &
communication
How You Say It-Visual identity
& tone of voice
What You Do-Products &
services
How You Do It-Processes &behaviours
LeadershipCorporate
Communications
Brand & Marketing
Operations & NPD
HR, IT, Legal& Finance
Community Your licence to operate – social responsibility
Colleagues Your key asset – recruitment & retention
Customers Your market differentiation – innovation & experience
Corporate partners Your investors and value chain – governance & sustainability
Brand Integrity and Integration
Copyright © 2010 über engagement
Perception Experience
Positioning & communication
Visual identity &
tone of voice
Products & services
Processes &behaviours
LeadershipCorporate
Communications
Brand & Marketing
Operations & NPD
HR, IT, Legal& Finance
Community
Colleagues
Customers
Corporate partners
Advocacy Understanding Belief Evaluation Relationship
Rational Perception
Emotional Perception
Rational Experience
Emotional Experience
Brand Integrity To Brand Advocacy
Copyright © 2010 über engagement
Brand Advocacy – Perception AuditThe measure of engagement is the level of advocacy for your brand when you are asking about perceptions.•Community - Would you promote us amongst your friends and family as a responsible company?
•Customers - Would you recommend our products and services to your friends and family?
•Colleagues - Would you recommend us to your friends and family as a great place to work?
•Corporate Community - Would you promote us amongst your friends and family as a good business to deal with/invest in?
Copyright © 2010 über engagement
Brand Advocacy – Experience AuditThe ultimate measure of engagement is the level of advocacy for your brand is what you and others experience.•Community - What do you/ we / they SAY AND DO as a responsible company?
•Customers - What you/ we / they SAY AND DO to build a reputation with our products and services for customers and consumers?
•Colleagues - What you/ we / they SAY AND DO about making/being a great place to work?
•Corporate Community - What you/ we / they SAY AND DO to build our reputation with our investors and partners as a good business to deal with/invest in?
Copyright © 2010 über engagement
Brand Advocacy Audit
• Engaging, integrated brands build trust, enhance reputation and create advocacy.
• TBT Engaged conducted an independent audit of all FTSE 100 websites to rate level of engagement and integration.
• Approach– 4-box segmentation of brand archetypes;
reporters, analysts, promoters, advocates– 4-star rating of advocates against 4x4 matrix– 16 x best practice case studies
Copyright © 2010 TBT engaged
Brand archetypes
Siloed Integrated
Engaging
Informing
Copyright © 2010 TBT engaged
4 rating
Clear – is the representation of the brand simple and unambiguous?Consistent – is the representation of the brand consistent with the vision and values?Compelling – is the representation of the brand powerful and persuasive?Collaborative – is the representation of the brand enhanced and extended by other brands?
Copyright © 2010 TBT engaged
The Brand Advocacy Audit
Positioning & communicatio
n
Visual identity &
tone of voice
Products & services
Processes &behaviours
Community
Colleagues
Customers
Corporate partners
Copyright © 2010 TBT engaged
Best practice case studies
Positioning & communicatio
n
Visual identity &
tone of voice
Products & services
Processes &behaviours
Community
Colleagues
Customers
Corporate partners
Copyright © 2010 TBT engaged
Community
What they doM&SPlanA
“We are working with our customers and our suppliers to combat
climate change, reduce waste, use sustainable raw materials, trade ethically, and help our customers to
lead healthier lifestyles.”
What they sayGSK/Pfizer
ViiV “ViiV is a global specialist
company with a sustainable commitment to delivering advanced
treatment and care, and improving access to
medicines for people living with HIV worldwide”
How they say itDiageo
DRINKiQ“By treating
responsible drinking as a brand in its own
right, Diageo is encouraging young
people to think about the choices they
make.”
How they do itHSBC
Investing in Communities
“HSBC supports the economies
in which we operate by providing employment,
making tax contributions, payments to suppliers,
and investments in local businesses.”
Copyright © 2010 TBT engaged
Colleagues
What they doMAN
CR Dashboard“Throughout over two
hundred years of operation we have been
committed to the communities in which our businesses operate and
our people live and work.”
What they say Reckitt Benckiser
Play to Perform“Try out our career game poweRBrands. RB has a
unique, fast-paced working culture and we don't like to get bogged
down with process. poweRBrands will
challenge you to think the RB way.”
How they say itG4S
Securing Your World“Our heritage goes back over a century and, with more than 595,000 employees, we are the second
largest private employer in the
world.”
How they do itAdmiral Group
Ahoy there!“We want to get your
relationship with us off to the best possible start.
Your voyage of discovery starts here. Take a few
minutes to try our Match Me tool below to see if
you'll enjoy being part of our crew “
Copyright © 2010 TBT engaged
Customers
What they doWPP Top Campaigns
WPPED CreamSir Martin Sorrell CEO
WPP“The exceptional stands
out from the crowd, draws attention to itself
and the promise it contains”
What they say Pearson
Penguin Prize for Africa Writing “Penguin publishes more
than 4,000 fiction and non-fiction books each year for readers of all ages. It is one of the
world's leading consumer publishing businesses and
an iconic global brand.”
How they do itMorrisons
Great Taste Less Waste“Morrisons Great Taste Less Waste is all about getting more meals for
your money by reducing waste and making the most of
fresh food.”
How they say itTesco
Talking Tesco We believe passionately
that customers have benefited in so many ways from the intense
competitive rivalry. Customers also tell us
when we don't get it right - but we do listen and
respondto concerns
Copyright © 2010 TBT engaged
Corporate partners
What they doWhitbread
Eat Sleep and Drink“We are 100% dependent on our people to deliver
our brand promises, day in and day out. That's why we only employ the very
best people in the hospitality industry “
What they say Home Retail Basis of good
business“We’re very clear that
what makes our business a ‘good’ business is not only profitability and
growth, but also a responsible approach to
the environment and local communities”
How they say it BT
Inside OutBT's corporate blog -where we'll keep you
updated with BT's current activities
across the globe. We'd welcome your
comments and would love to talk to you via
this forum.”
How they do itReed Elsevier Good partners
“It is important that we partner with suppliers
whose values and behaviours mirror our own. By promoting our Supplier Code we help
improve the social welfare
of people employed to Deliver RE products
and services”Copyright © 2010 TBT engaged
Brand Bulgaria
Bulgaria as a brandThe “brand image” of a country is a way of creating a shortcut to tell us how to feel about a particular country.
http://www.bnews.bg/article-14860
Brand Bulgaria
Review where Bulgaria is as a brand.
Customer: overseas visitors (travel websites, brochures, videos)
Corporate: relationship with EU governments
Community: relationship with near neighbours (Greece, Turkey)
Colleagues: how far citizens live the brand (primarily people working in hotels, restaurants etc).
Brand BulgariaCustomer: overseas visitors (travel websites, brochures, videos)Corporate: relationship with EU governmentsCommunity: relationship with near neighbours (Greece, Turkey)Colleagues: how far citizens live the brand (primarily people working in hotels, restaurants etc).
Rank each of the four levels above on a scale of 1 to 5 (where 1 is poor and 5 is excellent) in the following categories:
What you say - This occurs in a verbal and visual way via the communication content and messages.
How you say it - This is the ‘how’ that organisations address issues of positioning (which market, where), identity (naming, style, design) and methods of engagement (advertising, promotion etc).
What you do - The people and processes responsible for the product and service delivery.
How you do it
Thanks for participating
_____The two Kevin’s