DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION · PDF fileDESIGNING THE BRAND...
Transcript of DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION · PDF fileDESIGNING THE BRAND...
DESIGNING THE BRAND AMBASSADOREMPLOYEE VALUE PROPOSITION
Gerardo García RojasInformation Solutions Leader Mexico& CoE Mercer College
Mercer
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SECURITYUBIQUITY
HYPERCONECTIVITYIMMEDIACY
SOCIETYOPPORTUNITY
INTERDEPENDENCERIGHTS
ACCOUNTABILITY
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People between 18 and 34years old today–Millennials or
Gen Y – will spend together$200 billon annually from
2017 and $10 trillionthroughout their lives.
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Top Rated Brand Attributes:
Trustworthy (31%);Creativity (29%);Intelligence (23%);Authentic (22%); yConfidence (21%).
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And in the Corporate World?Directors and CEOs increasingly concerned about the talentmanagement
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Relationship with clients
TALENT
Innovation
Operational excellence
Brand and prestige
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0% 10% 20% 30% 40% 50% 60%
Ability to Identify high potential talent within theorganization
Problems to hire qualified talent
Adaptation to new generation´s demands
Embrace work-life blance initiatives
Ability to execute on HR strategy and initiatives
Improve employee productivity
Retain top talent
Improve employee engagement
Source: GOintegro – Research 2014
The most important challenges for HR Departments
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Talent Employers
Disparity between the offer and demand around theworld
13.3 million ofunemployed in
USA
205 million ofunemployedaround the
world
3.3 million ofvacant positions inthe USA
Worldwide, the 34%of employers cannotcover the availablepositions
Fuente: Ministerio de Trabajo de EE.UU. – Oficina de Estadísticas Laborales; Encuesta Laboral de Gallup 2011; Encuesta sobre Escasez de Talentos deManpower Group 2011
GAP btw.Talent & Skills
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Having the best world-class talentgenerates results
Fuente: Bersin & Associates. Talent Management Factbook, 2010.
26% + earnings byemployee.
17% - general voluntaryrotation.
40% - rotation between thehigh-performance staff.
87% + ability to hire better qualifiedstaff.
156% +ability to develop excellentleaders.
144% + ability to plan for answering future needs ofthe workforce.
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Global market challengesWhat we are dealing?
TALENTATRACTION
ENGAGEMENTBRAND
CULTURE
Pipeline a little bit weak
High expectations
the great challenge
Credibility from the inside
Congruence
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Engagement is a psychological condition of people related with their job,in which…
With Engagement WithoutEngagement
•Encourages a communityfeeling (enhance theexperience)
•Accepts the change and iswilling to take risks(innovates)
•Is tolerant to short-termdissatisfactions (continuity)
•Is proud and recommendsthe company and itsproducts
•Is willing to dedicate theextra mile (brand’s success)
•Strives only “what isfair and necessary”
•Is focused in theacquired rights
•Keeps an eye in thejob opportunities fromthe market
•Is resistant tochange
•Can become a“saboteur”
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THE BRANDA brand is an essential commercial identificationand/or the set of several identifiers with which isassociated and offers a product or service on the
market.
Is one of the most valuable company assets andis built over time through experience.
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Corporate brandDifferentiate the products andservices from the competition.
Builds up the image that theexternal stakeholders
have about the organization.
Employer BrandIndicates an organizationreputation as a job supplier. Isthe image of itself as a goodbuen (or not) place to work.
Brand experience is built external and internally
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• FLEXIBILITY• FUN• HORIZONTAL
• TRADITION• STABILITY• VALUES
INTERNALCLIENTS
EXTERNALCLIENTS INNOVATION COOLNESS AND
AVAILABILITY
• PROFESSIONALTRAINING
• SENIORITY
EXCELLENCE
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The Employer Brandis built from theEmployee Value
Proposal
The Employer Brandis built from theEmployee Value
Proposal
The Employee Value Proposal (EVP) is theset of tasks, opportunities, challenges,rewards, benefits (current and future) and theexperience that the organization provides totheir employees. These can be from differentorder and “level of needs” (security,economic, emotional, transcendence)
A EVP has to be unique, relevant andconvincing but also has to allow the co-worker to identify with the organization. Itsdesign and communication can act as a keyfactor in the talent attraction, building ofcommitment and staff retention.
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Every generation has needs and answers to different incentives.Therefore they perceive the company in a different way.
Fuente: Mercer. Entrevistas realizadas por Mercer a clientes.
§ Expect to change jobs forbuilding their skills.
§ Use mobility.§ Desire growth
opportunities/knowledge/innovation.
§ Enjoy social aspects atwork.
§ Demand meritocracy.§ Demand recognition,
feedback and flexibility.§ Establish clear criteria for
success.
§ Less focused onhierarchy/seniority.
§ Independent.§ Self-sufficient.§ Patient for
opportunities andrecognition.
§ Desire prizesaccording to risks.
§ Their slogan is “Showme the money.”
§ Loyal.§ Build careers for all
their lives.§ Deal face to face.§ Understand hierarchy.§ Expect to win better
wages through time.§ Focused on benefits.
Generation YGeneration of the millenniumGeneration X
Baby boomers
Gen ZGen Alfa
?
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Which aspects compose a EVP?
Long termassignments Type of work
Working at aprestigiousorganization
Careeropportunities
Flexibility
Remunerated freetime
WellnessprogramsEmployability
Health plan Education refundBonus and otherincentives
Base salary
Training
Private PensionPlan
Organizationalculture
Personalconditions
Environmentalconditions
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More valued aspects by employees and engagement promoterswithin Latin America
Fuente: Mercer. Inside Employees’ Minds, 2011.
Position Argentina Brazil Mexico Canada USA.
Professionalcareer advance
Training
Working for a highlyrespected organization
Bonus/otherincentives
Flexible workinghours
Wide coveragehealth care
Base salary
Type of work Health care lowcosts
Retirement savings orpension scheme
Professionalcareer advance
Professionalcareer advance
Base salary Base salary
Base salary Base salary
Training Training
Type of work
Type of work Type of work
Retirement savings orpension scheme
Retirement savings orpension scheme
Working for a highlyrespected organization
Bonus/otherincentives
Bonus/otherincentives
Bonus/otherincentives
Wide coveragehealth care Flexible working
hoursWorking for a highlyrespected organization
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Culture: Connecting Vision with the results
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The business resultsare derived from
common behavioralguidelines
Culture is defined based onthe common behavioral
patterns in an organization
The drivers influenceindividuals and groups tobehave of a certain way
Drivers Behaviours Results
§ Growth§ Profitability§ Positioning§ Reputation§ Quality
§ Competitively§ Long term results
§Personal§Social
§Organizational§Models Paternalist
Innovative
Hierarchy oriented
Process oriented
Risk-taking
Entrepreneur
Sales oriented
EmpoweredConsent creation
Quick
Cost oriented
Decisive
Competitives
ConservativeEfficient
Collaborative
Sense of urgency
Quality oriented
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BUSINESS IMPACT
Is built by:
• EVP personalrelevance
• Reward equity
• Communication
• Recognition
• Empowerment
• Suitability
• Leadership
Is built by:
• EVP personalrelevance
• Reward equity
• Communication
• Recognition
• Empowerment
• Suitability
• Leadership
Translates into:
• Brand equity
• Quality
• Productivity
• Sales growth
• Clientsatisfaction
Translates into:
• Brand equity
• Quality
• Productivity
• Sales growth
• Clientsatisfaction
Is measured by:
• Discretionary effort
• Attraction
• Lateral movements
• Promotions
• Rotation
• Innovation
Is measured by:
• Discretionary effort
• Attraction
• Lateral movements
• Promotions
• Rotation
• Innovation
RESULTSENGAGEMENTEVP
Consists of:
• Material rewards
• Intangiblerewards
• Careeropportunities
• Company’sreputation
• Employeeexperience
Consists of:
• Material rewards
• Intangiblerewards
• Careeropportunities
• Company’sreputation
• Employeeexperience
EVP generates engagement, affecting the talent indicators, thebrand image and the business results
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BrandHow my EVP is seenfrom out of mycompany?
How my employer brandis known?
What type of candidatesattracts our brand?
How my EVP is seenfrom out of mycompany?
How my employer brandis known?
What type of candidatesattracts our brand?
Key Takeaways
LeadershipHow our leadership supportsengagement and EVP?
Is our culture aligned to thevalues promoted by thebrand?
Our leaders support thecorrect messages to theemployees?
How our leadership supportsengagement and EVP?
Is our culture aligned to thevalues promoted by thebrand?
Our leaders support thecorrect messages to theemployees?
Brand promise
What makes differentthe work experience inour enterprise?
How our EVP affectsour external brand?
Which tangible benefitswe can get by ourEVP´s redesign?
What makes differentthe work experience inour enterprise?
How our EVP affectsour external brand?
Which tangible benefitswe can get by ourEVP´s redesign?