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Washington D.C. Rebels of Recruiting Roadshow | Dawn Mitchell from Opower

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Washington D.C. Rebels of Recruiting Roadshow | Dawn Mitchell from Opower

  1. 1. Crafting  an  Authentic   Employee  Value  Proposition Dawn  Mitchell,  Director  Talent  Acquisition 1
  2. 2. Opower What  is  Opower? Opower  is  the  leading  provider  of  cloud-­based  software  to   the  utility  industry.  Our  mission  is  to  motivate  everyone  on   earth  to  save  energy. What  do  we  do? We  combine  big  data  and  behavioral  science  to  motivate   people  to  save  energy.  We  also  transform  the  way  utilities   relate  to  customers  by  improving  customer  engagement.   Our  Results We’ve  saved  8  terawatt  hours  of  energy,  over  20  million  lbs   of  CO2,  and  over  $1  billion  in  utility  bills  (….and  we’ve  only   penetrated  1%  of  the  market).  
  3. 3. 3 Each  Oployee’s  annual  impact  is   equivelent  to...
  4. 4. What  is  an  EVP? • An  EVP  is  the  employment  deal  that  is  derived  from  the  employee   experience  – daily  life,  rewards,  career  growth  – and  it  is  the  foundation  of   an  organization’s  reputation  as  a  place  to  work. • It’s  what  motivates  employees  to  join and  stay;;  what  they  brag  about  at  the   neighborhood  barbecue.   • Employees,  leadership,  and  creative  teams  all contribute  to  the  EVP to   ensure  that  our  “packaging”  (message)  reflects  our  “contents”  (reality). 4 What  is  it  not? • It  is  not  the  company  mission,  values  or  goals
  5. 5. Why  should  Opower  define  an  EVP?   • Engagement:  The  EVP  is  a  reflection  of  everyone  who  works  here.  Engaging   employees  about  our  EVP  increases  their  accountability  and  motivates  them  to   positively  contribute  to  our  culture  and  business  outcomes.   • Competitive  advantage:  Forces  us  to  be  laser  focused  on  emphasizing  what   makes  us  unique  and  different. • Recruiting: The  EVP  strengthens  the  “Opower  pitch”,  and  forms  basis  for  career   site,  sourcing  emails,  etc.  Can  identify  gap  between  what  we  want  and  what  we  offer. • Steer  the  conversation:  Set  the  tone  for  how  people  talk  and  think  about  culture.   • Alignment  of  people  and  business:  Ensures  that  we  don't  have  two  conflicting   brands  (one  corporate  and  one  employment)  but  rather  one  unified  brand  with   customized  messages  and  adjustments  in  tone  for  different  audiences. • Consistent  communication:  Promotes  consistent  messaging  to  candidates   across  recruiters  and  current  employees. 5
  6. 6. • For  best  results,  our  employees,  leadership,  and  creative  teams   should  all  be  accountable  for  articulating  our  EVP:   6 Who  will  define  our  EVP? Employees Employees  are  the   “reality  check”  for   the  EVP.   Employees  live  the   EVP  and   experience  the   rewards  of  working   at  Opower  daily. Leadership The  EVP  should   align  to  the  mission,   values,  and  goals   of  the  company.   Leadership  sets  the   tone  of  the  culture;;   influence  has  a   ripple  effect. Brand The  EVP  should   also  align  to  the   corporate  brand,   and  creative  teams   can  apply  their   expertise  to  shape   how  the  EVP  is   expressed.
  7. 7. EVP Definition: the  non-­ monetary  rewards  we  offer   employees  in  return  for   their  work;;  why  we   join/stay. How  we  use  it: employment  brand,  people   strategies  (referrals,  L&D,   comp/ben,  engagement,   retention,  communication). Ex: You’ll  help  define  the   future  of  energy. Company  Mission Definition:  our  company   goal  and  larger  purpose;;     what  we  want  to  achieve. How  we  use  it: business   strategy;;  corporate  goals;;   alignment  of  operations   and  resources. Ex: To  motivate  everyone   on  earth  to  save  energy. People  Values Definition: behaviors  that   we  hold  employees   accountable  to  and  that   govern  how we  work. How  we  use  it: performance  reviews,   value  awards,  interviews   assessments. Example: Be  bold. EVP  vs.  Mission  &  People  Values 7
  8. 8. Phase  1:  Explore ☑ Employee:  Evaluate  results  from  Glassdoor  reviews,  employee   surveys,  employee  focus  groups,  and  exit  interviews.  Identify  major   factors  that  influence  employees  to  join  and  stay  at  Opower.   ☑ Brand:  Complete  brainstorming  sessions  with  Brand;;  discuss   preliminary  research  and  how  to  achieve  alignment  between  corporate   brand  and  employer  brand;;  agree  on  5-­7  broad  themes.   ☑ Leadership:  Interview  CEO  and  attempt  to  capture  defining/bold   statements  about  Opower  that  set  the  tone  for  future  EVP  drafts.   Gauge  reaction  to  major  themes  from  research.  (See  slide  10) 4  Main  Phases:  Explore,  Articulate,  Launch,  Manage. Each  phase  includes  an  alignment  between  employees,  brand,  and  leadership. 8 EVP  Process
  9. 9. 9 Goal:  We  can  capture  “fluffy”  or  “safe”  statements  about  Opower  easily,  but   few  people  have  the  sense  of  ownership  and  confidence  necessary  to  make   bold  and  defining  statements  about  Opower’s  workplace  culture.  Thus,  the   CEO  interview  is  key  to  thinking  big  about  our  EVP.   Example  of  Employee  vs.  Leader  Reflecting  on  EVP  theme... Phase  1:  CEO  Interview Statement  from  Employee: “We’re  a  true  meritocracy.  You  have  to  be  smart  and  motivated  to  succeed” -­ Netflix  Employee Statement  from  CEO: ”We’re  a  team,  not  a  family.  Netflix  leaders  hire,  develop  and  cut  smartly  so   we  have  stars  in  every  position.”  -­ Reed  Hastings,  CEO  of  Netflix   Same  concept  (freedom  &  responsibility),  different  impact.
  10. 10. Phase  2:  Articulate ❑ Brand:  Use  Explore  phase  results  to  craft  EVP  statements,  which   should  differentiate  Opower  from  other  places  of  work,  "package"  our   competitive  advantage,  and  be  authentic  yet  aspirational. ❑ Employee:  hold  feedback  session  (e.g.,  walk-­through  exhibit,  survey)   where  employees  react  to  EVP  statements.  Probe  on  authenticity.  Goal   is  to  "gut  check"  EVP  statements,  not  reach  100%  consensus.   ❑ Leadership: Present  EVP  statements  and  employee  feedback  to   management  to  finalize  EVP  (Talent  Acquisition,  Brand,  and   Management  -­ may  take  2-­3  rounds  of  revisions). 10 EVP  Process 4  Main  Phases:  Explore,  Articulate,  Launch,  Manage. Each  phase  includes  an  alignment  between  employees,  brand,  and  leadership.  
  11. 11. Phase  3:  Launch   ❑ Leadership:  Soft-­launch  of  final  EVP  statements  to  all  executive   management  team  members.  Provide  insight  on  how  our  EVP  will   impact  hiring  and  HR  strategies;;  gauge  responses.   ❑ Employee:  Publish  EVP  company  wide  (by  management).  Present   EVP  as  an  ongoing  conversation  about  Opower’s culture  and   reputation  as  a  place  of  work.   ❑ People/Brand:  Launch  EVP  externally  through  careers  site,  job   descriptions,  culture  video,  events  and  embed  into  People  initiatives.   11 EVP  Process 4  Main  Phases:  Explore,  Articulate,  Launch,  Manage. Each  phase  includes  an  alignment  between  employees,  brand,  and  leadership.  
  12. 12. Phase  4:  Manage ❑ Employee:  continuously  evaluate  EVP  against  trends  in  employee   sentiment.  Do  the  statements  still  hold  true?  If  not,  why?  Should  we   edit  our  EVP  or  should  we  take  action  to  maintain  it?   ❑ Brand:  continuously  evaluate  EVP  against  corporate  brand.  Are  we   changing  direction  as  a  company?  Are  we  trying  to  appeal  to  different   types  of  candidates/customers?   ❑ Leadership:  continuously  evaluate  EVP  against  company  goals.  Has   "the  tone  at  the  top"  changed?  Is  there  a  strong  alignment  between   executive  management  and  current  culture?   12 EVP  Process 4  Main  Phases:  Explore,  Articulate,  Launch,  Manage. Each  phase  includes  an  alignment  between  employees,  brand,  and  leadership.  

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