Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×

Employer Branding for Talent Retention

Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Cargando en…3
×

Eche un vistazo a continuación

1 de 33 Anuncio

Employer Branding for Talent Retention

Descargar para leer sin conexión

Organizations with stronger employer brands attract top talent. Organizations with stronger employer brands tend to also retain top talent longer.

Organizations with stronger employer brands attract top talent. Organizations with stronger employer brands tend to also retain top talent longer.

Anuncio
Anuncio

Más Contenido Relacionado

Presentaciones para usted (20)

A los espectadores también les gustó (20)

Anuncio

Similares a Employer Branding for Talent Retention (20)

Más de N. Robert Johnson, APR (20)

Anuncio

Más reciente (20)

Employer Branding for Talent Retention

  1. 1. Employer Branding for Talent Retention A David Group Webinar, March 22, 2016 HR’s ad agency.
  2. 2. Today’s Webinar Employer Branding for Talent Retention Facilitated by N. Robert Johnson Practice Leader Workforce Communications 2HR’s ad agency.
  3. 3. HR’s ad agency. We apply advertising and marketing practices to help organizations attract and retain talent. The focus of The David Group’s Workforce Communications Practice is to strengthen employer brands, engage people and cut the cost of talent. 3HR’s ad agency.
  4. 4. Agenda 1. Connect the dots between employer brand and mission, culture and values 2. Talk about the emotional connection to work 3. Look at the drivers of retention 4HR’s ad agency.
  5. 5. Lifecycle 5HR’s ad agency. Our Talent Communications Model Employer brand for attraction Employer brand and employee communications for retention • Social Media • PR/Publicity • Employees • Customers • Careers site • Talent community • Special events • Corp. site • Mobile site • EE Stories • ATS • Mobile site • Recruiters • Hiring Mgr • Process and updates • Offer • Alignment experience • Collateral • Initial engagement • EE comm • Leadership comm • Rewards • Engagement drivers • Exit interview • Social media • Special events
  6. 6. Connecting the Dots
  7. 7. Why Retention? Voluntary turnover erodes culture and is extraordinarily expensive. In addition to pressures of job knowledge transfer, turnover … • Increases recruitment spending and • Decreases productivity and engagement (both within individual role and throughout the unit/group). 7HR’s ad agency. Connecting the Dots
  8. 8. Why Retention? The average cost of turnover is between 90% and 200% of exiting employee’s base salary and represents 12% of a company’s operating budget. 8HR’s ad agency. Connecting the Dots 2016 Fortune 100 Best Companies to Work For®
  9. 9. Why Retention? The number of Americans who voluntarily quit their jobs, per month. 9HR’s ad agency. Connecting the Dots 2013 2015 2 million 3 million An unfriendly trend 2016 Fortune 100 Best Companies to Work For®
  10. 10. Why Retention? But, here’s the good news: On average, the Fortune 100 Best Companies see ½ of the voluntary turnover of their industry peers. (Now, that’s a true competitive advantage.) 10HR’s ad agency. Connecting the Dots 2016 Fortune 100 Best Companies to Work For®
  11. 11. Enter Trust and Purpose There is a direct connection between trust, purpose and retention. Research shows that employees feel a great workplace is one where … • There is trust between employees and employer, • Employees take pride in their work, and • Employees enjoy the people they work with. 11HR’s ad agency. Connecting the Dots 2016 Fortune 100 Best Companies to Work For®
  12. 12. Enter Trust and Purpose Employees who want to stay for a long time report: • My work has special meaning, it’s not just a job, • When I look at what we accomplish, I have a sense of pride, and • I feel I make a difference here. 12HR’s ad agency. Connecting the Dots 2016 Fortune 100 Best Companies to Work For®
  13. 13. Enter Trust and Purpose Why executives love their jobs: 47% Workplace Relationships 21% Company Culture/Values 18% Growth Opportunities 4% Pay/Compensation 13HR’s ad agency. Connecting the Dots Korn Ferry Hay Group, 2016 Nearly 70% say that working for a company that is aligned to my values would dramatically improve their feelings about their job.
  14. 14. Section Take Aways 1. People are looking to connect in a deeper, more meaningful way with their employers. 2. They will connect when there is alignment between mission, culture and values. 3. This puts pressure to define and articulate culture, mission and values. 4. Reducing turnover and improving retention pays off. 14HR’s ad agency. Connecting the Dots
  15. 15. The Imperative High-performers will use validated employer branding messages and practices at the “front-end” to better align culture and values to identify better fitting candidates and then … 15HR’s ad agency. Connecting the Dots continue to use and reinforce those messages throughout an employee’s employment lifecycle to keep alignment and engagement strong.
  16. 16. Section Action Steps 1. Use employer branding to define and communicate your mission, culture and values throughout the employee lifecycle. 2. Focus on the stories of employees/peers as that builds stronger institutional trust. 3. Pay particular attention to on-boarding messages and reinforcements. 4. Become active listeners and accept the principles of “all-way” communication. 16HR’s ad agency. Connecting the Dots Levels of Trust A technical expert 67% A person like me 63% Another employee 52% CEO 49% Eldeman Trust Barometer, 2016
  17. 17. The Emotional Connection to Work
  18. 18. Facts vs Emotions As HR communicators, we have to disseminate a lot of information. • Total rewards • Retirement • Health care • Safety • Talent management compliance 18HR’s ad agency. The Emotional Connection to Work Transactional Outcome Focused Communication
  19. 19. Facts vs Emotions But, we’ve just discussed how people are looking for alignment to words, and thoughts, like … • Mission • “Special meaning” • Pride and purpose • Trust 19HR’s ad agency. The Emotional Connection to Work
  20. 20. The Thought Appeal to customers’ reason and they’re yours for a day. 20HR’s ad agency. The Emotional Connection to Work Appeal to customers’ emotions and they’re yours for a lifetime. Lippincott, The Happiness Halo, 2015
  21. 21. Attraction = Retention Retention communications – having them for life – can be found in the promise and attributes of employer branding. • Mission, culture and values • “A day in the life” storytelling • Employee value proposition • A vision of a new adventure and new lifelong career path 21HR’s ad agency. The Emotional Connection to Work
  22. 22. Emotion-based Communications Where do we place emotion-based communications after recruitment? • On-boarding communications • Mentoring and team-building programs • Leadership communications • Learning and development initiatives 22HR’s ad agency. The Emotional Connection to Work
  23. 23. Section Take Aways 1. Transaction-focused HR communications play a critical role but … 2. People are connected, engaged and will stay longer through the emotional themes and imagery often found in recruitment communications. 23HR’s ad agency. The Emotional Connection to Work
  24. 24. The Imperative Don’t “silo” the emotional elements of your recruitment communications to just the candidate attraction phase of the employee lifecycle. Use these elements in every lifecycle phase or talent communications touchpoint. 24HR’s ad agency. The Emotional Connection to Work
  25. 25. Section Action Steps 1. Review “emotions” communications to infuse keep-them-for-life messaging found in your attraction/recruitment communications. 2. Think like a brand manager: use advertising principles and practice – including employer branded copy writing and creative imagery – to create an engaging narrative, but … 3. Remember that themes and messages need to be validated with everyday employee experiences as authenticity counts. 25HR’s ad agency. The Emotional Connection to Work
  26. 26. Drivers of Retention
  27. 27. Top Retention Drivers – Why? Understanding the drivers of retention is an important step in internal and in employer brand communications. • Internal Communications: allows for segmentation/tailoring of messages to what’s important to each audience. • Employer Brand Communications: helps the alignment to employment promises and unique selling points. 27HR’s ad agency. Drivers of Retention
  28. 28. Top Retention Drivers – How? Ways to get drivers of retention might include such actions as: • Annual employee engagement surveys • Regular pulse/stay surveys • Focus groups and employee representatives feedback • Active listening programs • Exit interviews (what competitors are offering) 28HR’s ad agency. Drivers of Retention
  29. 29. Top Drivers 29HR’s ad agency. Drivers of Retention Employee View 1. Base pay/salary 2. Career advancement 3. Trust and confidence in leadership 4. Job security 5. Length of commute 6. Relationship with supervisor/manager 7. Work-related stress Employer View 1. Base pay/salary 2. Career advancement 3. Relationship with supervisor/manager 4. Work-related stress 5. Learning and development 6. Short-term incentives 7. Challenging work Towers Watson, 2014
  30. 30. Top Drivers 30HR’s ad agency. Drivers of Retention Towers Watson, 2014 Rank <30 30-39 40-49 50+ 1 Base pay/salary Base pay/salary Base pay/salary Base pay/salary 2 Career advancement Career advancement Career advancement Trust/confidence in leadership 3 Length of commute Trust/confidence in leadership Trust/confidence in leadership Career advancement 4 Work-related stress Relationship w/supervisor Job security Job security 5 Trust/confidence in leadership Length of commute Relationship w/supervisor Relationship w/supervisor
  31. 31. Section Take Aways 1. Every organization is different and unique but there are universal drivers of retention that can be used to customize segmented communications. 2. There are a variety of tools available to determine the drivers of retention in your organization. 31HR’s ad agency. Drivers of Retention
  32. 32. Resources Employer Brand Dimensions, Talent Solutions, The David Group Employer Brand Readiness Checklist, Talent Solutions, The David Group Our Approach to Employer Branding, 2015 White Paper, The David Group All of these items can be found at: www.davidgroup.com/what-we-think/downloads/ 32HR’s ad agency. Contact N. Robert Johnson The David Group 216.685.4486 216.410.5258 (cell) nrjohnson@davidgroup.com
  33. 33. Employer Branding for Talent Attraction April 19, 2016 - 2:00 pm to 2:30 pm ET HR’s ad agency. Part 2 of this series

×