The Secrets of Employer Branding: From Strategy to Execution

THE SECRETS OF EMPLOYER BRANDING:From Strategy to ExecutionCase Studies, Concepts and Debatable Ideas

Kenny OngCNI Holdings Berhad

www.myCNI.com.my www.OOBEY.com

http://www.mycni.com.my/

http://www.oobey.com/

Objective of Branding: Way back in 2004…

• Thomas Cup, Indonesia




Objective of Branding: Now in 2007…

CNI ‘Beemax’ Factory Visit, China1. Top Leaders2. Product Development3. Media




Corporate & Employer Brand

Corporate Brand

Employer Brand


Right Type of People

Why Employer Branding?

Employer Branding

1.Attract2.Retain3.Motivate4.Focus


Components of Branding

Positioning, Execution, and Communication




Components of Branding

Positioning

Execution

Communication




Brand Positioning

Segmentation, Targeting, Basics, Differentiators




Positioning

“Hope is not a strategy”John Maxwell




Positioning

• For who? – Segmentation, Targeting• Your Offer? • Key Differentiator?




Two Types of Segmentation for HRM

1. Demographic segmentation2. Talent segmentation




Demographic Segmentation - General

Veterans (Pre-Boomers)1934-1945

Boomers1945-1960

Gen X (Cusper, Buster)1960 - 1980

Gen Y (Millennials, Netster)

1980+




Demographic Segmentation - others

1. Women, Working Mothers2. Youtube generation3. Working retired4. Social Activists5. Work/Life balancers6. Industry (ICT, Advertising, Engineer,

Accounting, Lawyer, etc.)




Talent Segmentation

• Who is your Talent?

: A Talent for others does not mean a Talent for you




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




Talent Segmentation

Group I(Talent Pool)

23

45

PER

FOR

MA

NC

E

2 3 4 5

POTENTIAL• Identify




Talent Segmentation

Group I(Talent Pool)

Group II( Potential)

Group III( Performance)

Group IV(Counseling)

2 3 4 5

23

45

PER

FOR

MA

NC

EPOTENTIAL• Identify




What needs work?

Current Brand

Impo

rtanc

e to

Ta

rget

Seg

men

t

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




Activity Grid to determine HRM priorities

Increase (↑)What are features/

activities/services to increase?

Create (+)What are features/

activities/services to introduce?

Reduce (↓) What are features/

activities/services to reduce?

Eliminate (-)What are features/

activities/services to eliminate?




Basics & Differentiators

Segments

Targets

Targets

Basics

Differentiators




COMMUNICATION ARCHITECTURE

BRAND POSITIONING

“Tagline”

KEY SUPPORTING

MESSAGES

KEY MESSAGES SPECIFIC TO

INTERNAL/EXTERNAL SEGMENTS

EMPLOYEES

Image Development

KEY SEGMENTS

TARGET GROUPS

SPECIFIC SEGMENT

KEY MESSAGES

Who am I?

What do I offer?

Support?

End benefit(s)

Tagline:




Brand Execution

Alignment, Basics, DifferentiatorsAlso known as ‘Reason To Believe’




Alignment & Consistency

• Mamak stall




Alignment & Consistency

"They are the most innovative""Constantly renewing and creative""Always on the leading edge"

"A great deal!"Excellent/attractive priceMinimal acquisition cost and hassleLowest overall cost of ownership

"A no-hassles firm"Convenience and speedReliable product and service

"Exactly what I need"Customized productsPersonalized communications

"They're very responsive"Preferential service and flexibilityRecommends what I need

"I'm very loyal to them"Helps us to be a success

Product Leadership

OperationalExcellence

CustomerIntimacy




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)

Alignment & Consistency: Market Disciplines




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 5th 2007


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

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• 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




• 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


• 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



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)



Brand Execution: Aligning the 4-Wheels

Philosophies

Brand

PositionSegmentation & Targeting

StructureResources

Leadership

Person




Brand Alignment: Talent Segment Philosophies

Principles HR Philosophy

1.Equal / Fair2.Happy / Productive 3.Hire Low, Train High4.Performance vs Potential 5.SP drives TM6.Talent Pool owned by the company 7.Retention / Engagement




Brand Alignment: Demographics Segment Philosophies?

Principles HR Philosophy




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

Structure




Strategy: Framework

• Tools• Physical facilities• Peer support• Information• T&D Programs• Mentors• Guides• ICT• OJT

Resources




Strategy: Framework

• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B• Promotions• Transition development

Leadership




Strategy: Framework

• Recognition• Recruitment• Training• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)

Person




Alignment: 4-Wheels Model

Philosophies

Brand


StructureResources

Leadership

Person


Demographic Segment: Example Strategies

1. Gen Y2. ICT3. Women




Brand Communication

Image, Touch Points, Repetition, and Emphasis




Attract

“You don’t attract who you want. You attract who you are”

John Maxwell




Attract

1. What’s your main Differentiator?– Money? Opportunity? Big Projects? Big

Clients? Career Growth? Environment? Love and Fresh Air?

2. Fish where the Fish are… 3. Hire Strict. Refuse if possible.4. Who you retire determines who you attract




Attract: HR and Marketing

1. Who designs your Job Ads?1. It better be Marketing

2. Understand the psychology of a Talent Job Seeker when reading Job Ads

3. Not sure? Consult experts4. Use Marketing weapons for Job Ads:

brand logos, slogans, newspaper clips, awards, customer profile, video clips, web, banners etc.




COMMUNICATION ARCHITECTURE

BRAND POSITIONING

“Tagline”

KEY SUPPORTING

MESSAGES

KEY MESSAGES SPECIFIC TO

INTERNAL/EXTERNAL SEGMENTS

EMPLOYEES

Image Development

KEY SEGMENTS

TARGET GROUPS

SPECIFIC SEGMENT

KEY MESSAGES

Who am I?

What do I offer?

Support?

End benefit(s)

Tagline:




Touch Points

Candidates/ Employees

Gov./ Politics

Customers Public

Events

EconomicsAGMAds

Internet*

Annual Report

Media

Analysts

Ex-employees

Relatives

Friends

Pasar Malam

Employees

Employee Bloggers

Mgmt Action

s

Newsletter




Touch Pointsl

Candidates/ Employees

Gov./ Politics

Customers Public

Events

EconomicsAGMAds

Internet

Annual Report

Media

Analysts

Ex-employees

Relatives

Friends

Pasar Malam

Employees

Employee Bloggers

Mgmt Actions

Newsletter




The Right Tools for the Job

Reach of Communication

Qua

lity/

Inte

nsity

of

Com

mun

icat

ion

Personal (exp)

Personal (info)

Impersonal (info)

Individual Mass

Internships, joint projects with University

Events, workshops, campaign visits, seated dinners






Qua

lity/

Inte

nsity

of

Com

mun

icat

ion

Personal (exp)

Personal (info)

Impersonal (info)

Individual Mass

Mentorship programs

Campus presentations, career fairs

Online games, sponsorship of awards






Qua

lity/

Inte

nsity

of

Com

mun

icat

ion

Personal (exp)

Personal (info)

Impersonal (info)

Individual Mass

Direct Marketing (eg. mailing)

Direct-response marketing

Print media, radio






Qua

lity/

Inte

nsity

of

Com

mun

icat

ion

Personal (exp)

Personal (info)

Impersonal (info)

Individual Mass

Jobstreet.com

Jobstreet.com

Jobstreet.com


Jobstreet.com

Jobstreet.com

Jobstreet.com

Jobstreet.com

Jobstreet.com

Jobstreet.com

End Point

The end of the Beginning




Issues and Challenges

1. HODs unclear 2. HODs disagree/unsupportive3. HODs not committed4. Functional silos5. HODs not willing to openly differentiate6. Incompetent superiors/HODs7. Difficult to evaluate 8. Aligning with Business Goals9. Unsynchronized and unmonitored training and

developmentwww.myCNI.com.my www.OOBEY.com



For Starting Up…Im

porta

nce

to

Targ

et

Seg

men

tHigh

Low




For Starting Up…

Current BrandWeak Strong




For Starting Up…

Philosophies

Brand


StructureResources

Leadership

Person

For Starting Up…


Qua

lity/

Inte

nsity

of

Com

mun

icat

ion

Personal (exp)

Personal (info)

Impersonal (info)

Individual Mass




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


Moral: Big matters/Small Matters

Summary

Segmented & Targeted Attraction, Retention and Succession

STARS™




Thank You.

soft copy of slides: http://totallyunrelatedrandomanddebatable.

blogspot.com/

The Secrets of Employer Branding: From Strategy to Execution

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