Brand for Talent E-Book

Mark Schumann

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 392

Veröffentlichungsjahr: 2009

Beschreibung

Praise for Brand for Talent "As a marketer, nothing is more important than building a strong, relevant brand. As a leader, nothing is more important than creating an energized, talented group of employees. Brand for Talent provides a compelling framework and great practical tips. It will change the way you think about your people strategy." CAMMIE DUNAWAY, Nintendo of America "Brand for Talent is your wake up call to the realities of today's hiring marketplace. Branding baristas Mark Schumann and Libby Sartain welcome you with a steaming mug of half philosophy and half pragmatism topped with real-world examples. Get Brand for Talent, get amped and get going!" --BRAD WHITWORTH, ABC, Cisco, IABC Fellow, IABC Past Chairman "In this compelling and incisive book, Mark Schumann and Libby Sartain bring branding into the realm of human resource management." --HAYAGREEVA RAO, Graduate School of Business, Stanford University "This is a fascinating book. Using the power of a consumer brand as a lever to retain talent is a given. What hasn't been done until this book is to put the brand to work in order to attract the best. Who would have thought that social networking would become the new battleground in the hunt? This is one human resources book I actually enjoyed reading." --LOU WILLIAMS ABC, APR, L.C. Williams & Associates, IABC Fellow, IABC Past Chairman, Institute for Public Relations Fellow "Mark Schumann and Libby Sartain bring unique experiences and examples that show how to go beyond simple recruiting to create a sustainable talent system for good times and tough times." --Dr. JOHN BOUDREAU, Marshall School of Business, University of Southern California Join Us at Josseybass.com Register at www.josseybass.com/email for more information on our publications, authors, and to receive special offers.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Introduction

Five Changes in Talent

About This Book

Part One - GET REAL

Chapter 1 - ESSENTIAL ONE: WAKE UP

Wake Up Number 1: Habits

Wake Up Number 2: Expectations

Wake Up Number 3: Career

Wake Up Number 4: Engagement

Wake Up Number 5: Connection

Wake Up Number 6: Authenticity

Getting to Work

Key Lessons: Chapter One

Chapter 2 - ESSENTIAL TWO: LOOK AHEAD

Look in the Rear View Mirror

Sensibilities

Challenges

Lessons

Opportunities

Look at the Future

Future Issue 1: Work

Future Issue 2: Pipeline

Future Issue 3: Brand

Future Issue 4: Cyberspace

Future Issue 5: Human Resources

Getting to Work

Key Lessons: Chapter Two

Part Two - GET TO WORK

Chapter 3 - ESSENTIAL THREE: CREATE

From Employer to Talent Brand

Brand for Talent

Step 1: Identify a Talent Strategy

Step 2: Fill the Talent Pipeline

Step 3: Create a Talent Brand

Step 4: Apply the Talent Brand

Result 1: Magnet for Talent

Result 2: A Clear Company Story

Result 3: A Differentiated Brand

Result 4: Reasons to Engage

Result 5: A Call to Action

Result 6: A Lasting Commitment

Getting to Work

Key Lessons: Chapter Three

Chapter 4 - ESSENTIAL FOUR: SEGMENT

Segmented Marketing

How to Segment Talent

Step 1: Assign Priorities

Step 2: Evaluate Demand

Step 3: Compare to Competition

Step 4: Assess Brand Intensity

Step 5: Assign Brand Pressure

Step 6: Prepare to Market

Getting to Work

Key Lessons: Chapter Four

Chapter 5 - ESSENTIAL FIVE: IMPLEMENT

Talent Brand Hurdles

Getting to Work

Key Lessons: Chapter Five

Part Three - GET PREPARED

Chapter 6 - ESSENTIAL SIX: SUSTAIN

Culture and Brand

Leadership Influence

Leadership Messaging

Leadership Behaviors

Leadership Competencies

Leadership Actions

Worker Experience

Cultural Influences

Getting to Work

Key Lessons: Chapter Six

Chapter 7 - ESSENTIAL SEVEN: SURVIVE

Social Media

Survival Tip 1: Communication and Collaboration

Survival Tip 2: Global Community

Survival Tip 3: Unchecked Sources

Survival Tip 4: Rumors

Survival Tip 5: False Security

How to Develop a Social Media Strategy

Getting to Work

Key Lessons: Chapter Seven

Part Four - WHAT IT MEANS TO YOU

Chapter 8 - BUILD A TALENT BRAND LEGACY

1. The New Marketplace for Talent Will Have a Clear Understanding of Why ...

2. You Will Become a Magnet for Talent

3. You Will Increase the Number of People Who Want to Work for You

4. You Will Target the Segments of the Talent Marketplace

5. Your Sourcing Strategy Will Look More Like a Consumer Marketing Strategy

6. You Will Be Able to Filter Your Candidates to Meet Your Desired Profiles

7. You Will Streamline Your Talent Acquisition Programs and Processes

8. Your Recruiters Will Finally Move Beyond the Order-Filler Role

9. You Will Give Your Internal Communications New Purpose

10. You Will Give Your Leadership a New Voice

11. You Can Redefine Your Relationship with Your Workers

12. You Can Establish a Talent Brand Legacy at Your Organization

Lessons We Have Learned

Final Thoughts

Notes

Acknowledgements

Index

About the Authors

Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Schumann, Mark.

Brand for talent : eight essentials to make your talent as famous as your brand / Mark Schumann and

Includes bibliographical references and index.

eISBN : 978-0-470-46370-3

1. Employees-Recruiting. 2. Human capital-Management. 3. Intellectual capital-Management.

4. Personnel management. I. Sartain, Libby. II. Title.

HF5549.5.R44S188 2009

658.3—dc22

2008055667

To our children, Sarah Sartain and Jonathan, Matthew, and Garrett Schumann.

Each day you teach us what it means to authentically deliver what we promise.

INTRODUCTION

To be a magnet is to lure, to draw, to attract, and, once a connection is made, to engage, to maintain a hold.

Every company, no matter its business, no matter its marketplace, no matter the economic conditions, needs the right people to be engaged in making the right contributions. And every company, no matter its people needs, wants to be a magnet that consistently attracts and engages the best of talent.

To make this happen, a business must first attract the right people to do the right jobs at the right time. Then, after the new workers walk through the door, the business must earn their loyalty and engagement. As many businesses experience, challenging economic conditions can shift the balance of supply and demand for talent, just as with any item in any marketplace. When it comes to people, it can be even more challenging to engage when workers have fewer choices. Nobody likes to feel stuck.

This book tells you how to use your company’s brand to attract, retain, and engage the people you need-so you become known, in your industry, as a magnet for the best talent. To make your talent as famous as your brand is to reach beyond what you invest to be known for what you do to be known for who wants to work with you.

When we began to write, in a strong economic environment, we had something important to say about how to differentiate a company as a place to work, and strong beliefs of the importance of being magnet in a vibrant talent market. As we finish, in a different economic environment, we realize our ideas are even more important when times are tough. Becoming a magnet—to secure the best talent in any business—is essential to thrive in any economic time no matter how challenging. Creating brand loyalty—in good times or bad—is critical to engage workers. And the only way business can become a magnet (regardless of economic conditions) is to engage current and future workers in its purpose. That has been the case since the first company used the first recruitment campaign to hire the first worker.

Before any of us commit to sign up for, stay with, or engage in work, we want to know what a company is about, what it does, how secure it is, how well it pays, how to get ahead, who will be the boss, and what kind of people it employs. Because prospective workers can’t evaluate a business from the inside, a company must package what it offers so prospects can assess the place much like customers assess a product or service. Once on the inside, workers will test whether the organization authentically delivers what it promises. How companies package these attributes has evolved over time into the concept of employer brand: How a company articulates its value proposition so that current and prospective workers can answer the question, “What’s in it for me?”

We pioneered a lot of what is considered standard practice in employer brand in our work at Southwest Airlines, Yahoo!, and other organizations. When we documented our work a few years ago in Brand from the Inside, we thought we had thoroughly examined everything about employer brand.

But the world changed. The marketplace for talent turned upside down, workers’ expectations intensified, companies’ needs to engage workers increased, and the working world became an economic roller coaster. The world of talent has changed so much that Brand from the Inside only tells part of the story. Every business is challenged to build a marketing-focused organization that pursues brand loyalty among workers as aggressively as it pursues brand loyalty among customers. That’s why we wrote Brand for Talent.

A company needs three brands. Its customer brand must articulate a compelling reason for customers to buy. Its employer brand must articulate what value proposition it offers as a place to work. And its talent brand—the focus of this book—must provide a direction to market the company to attract, retain, and engage workers. To brand for talent is to aggressively and creatively market the company to continuously fill a pipeline of potential and current workers in various segments of traditional and nontraditional work arrangements.

Five Changes in Talent

As we look at what’s happening in talent, and in business, we see five fundamental changes to how business finds and keeps the workers it needs. Added together, they make a strong case to explore what a talent brand can accomplish.

One: Generational Change

Driving change in the search for workers is a new generation that redefines expectations. It’s no surprise that business pays a lot of attention to Generation Y. In sheer size, these workers outnumber the Baby Boomers and, in personal habits, they redefine how people work.

From early ages, Generation Y grew up with technology and all things digital. Many learned to use computers before they learned to read. As older children, few knew a television set without a remote control, a family room without a VCR (or, later, a DVD player or TiVo), or a choice of entertainment limited to board games and jigsaw puzzles. As teenagers, few experienced life without the instant message, email, or a cell phone to text or talk. Then, as college students, few had to register for class on paper, turn in an assignment by hand (instead of by email), limit research to what was physically available in a campus library, or call home only once a week from a pay telephone.

Rather than consuming traditional television or the newspaper, Generation Y looks to the web as a gateway to everything from music to fashion to careers. Instead of connecting with friends with two soda cans and a string, they are comfortable collaborating and networking online in open and shared environments. Not willing to consider technology an option, they make it an essential tool to provide entertainment, information, ideas, and connections with friends, strangers, and organizations.

Not only did they learn how to connect, but Generation Y also acquired savvy skills as brand-conscious shoppers. The web taught them to be consumers in a broad marketplace well beyond their immediate reach. Because they absorb so many messages from so many sources about so many products, they rely on brand as a way to cut through the noise. To them, brand is a universal way to simplify, evaluate, and choose.

Two: Consumers of Work

Generation Y comes to work as new consumers of an experience. Not only do they demand online processes as sophisticated as what they experience in the retail world, but they demand brand clarity as they make career choices. They want to fill their resumes with the names of well-branded organizations at the same time as they make a difference, contribute to the world, and balance life and work.

They also bring other expectations carefully created by well-intentioned parents. As young children, when many played on organized sports teams, many were awarded a trophy for any effort—no matter the actual victor. Perhaps parents weren’t prepared for how these future workers might react to losing. It’s no surprise that, once at work, these consumers feel empowered to demand what they want.

While Generation Y drives much of the change in worker expectations, the shift is not limited to this one demographic. Workers at every age search for experiences that provide fulfillment beyond traditional definitions of task, opportunity, compensation, and security. Savvy marketing has turned prospective workers of all ages into consumers who evaluate professional opportunities with the same skills they use to buy a new car, laptop, or flat screen television. Today’s consumers of work are looking for more than work. They are shopping for life.

So while companies struggle to “crack the code” to appeal to the elusive Generation Y, we encourage every business to adjust across the generational lines to meet new expectations. Even older workers now feel they can ask any organization, “What’s in it for me?” to work here.

Three: Marketplace for Talent

The new consumers find themselves working in a marketplace that past generations might not recognize. Technology has redefined how workers and business connect. Before the Internet, people actually had to talk with each other to exchange information and perceptions. Because conversations could only happen in real time, a company could easily say anything to any worker because it took so long to check whether the company was telling the truth. Today’s consumer can instantly get the scoop on a company on any number of websites and blogs. Workers connect in real time through social networks that have become online water coolers.

Before the Internet, a company’s hiring territory was defined by traditional geographic boundaries. This made it easier for a company to focus its message on a finite population that conventional media could easily reach. Today business competes for talent in a free global marketplace with fewer traditional definitions. Fewer companies define their needs in terms of employees, while fewer people define their ambitions in terms of jobs. Today it’s all about the work. Both businesses and workers look for an open exchange in an open marketplace that technology makes possible.

Four: Social Media

Since the first business hired the first worker, companies have carefully communicated messages they could control. But thanks to technology there is very little any company can control any longer. The tools of social media reach beyond corporate transparency to make any business the star of a 24/7 reality show—easily on the air at any time for any current or potential worker to view.

This reality puts great pressure on business to connect with and engage workers. Without traditional message control, it’s more difficult for a company to ensure that its messages get through. Without some of the benefits available to past generations—such as the traditions of long-term employment supported by pension benefits—it’s more challenging to secure the commitment of workers to give “the something extra” that business needs. Without the classic line of sight between workers and leaders, it’s more imperative for the people running a business to authentically deliver what the organization promises.

But it’s not easy. The brand-savvy consumer of work—bringing a wide collection of retail skills to the process to find work—will keep using those skills when making the choice to engage in work. A business that can creatively rely on savvy marketing to lure potential workers must deliver what it promises once recruits walk through the door. Where once a worker could be satisfied in long-term rewards, today’s short-attention-spanned worker looks for immediate gratification. Loyalty to any brand, especially an employer brand, must be earned.

In a tight economy, however, even the most retail-oriented consumer of work may have fewer choices. It may be more difficult, when times are tough, for a frustrated worker outside a high-demand field to easily change affiliations. A worker who feels limited opportunity may be less likely to be loyal. That forces an organization to reach deeper into its purpose, and the values for which it stands, to connect with a worker who might be feeling trapped.

Five: Brand Loyalty

With all this change, brand loyalty is essential to an organization’s strategy to secure talent. Brand loyalty, however, differs from traditional concepts of engagement. While an engaged workforce is critical to business, it focuses on a worker’s relationship at a specific moment of time when the worker is doing specific work.

Brand loyalty must last longer. Business must harness the loyalty of workers to its brand as a place to work even after the traditional working relationship may end. And, in a changing marketplace, in a fluctuating economy, brand loyalty becomes a valuable currency for any organization to build. Business must earn worker loyalty to its brand that reaches beyond traditional definitions of employment.

The new consumers of work enter the workforce looking for more and the talent brand must articulate what an organization will deliver. In their careers these workers want meaning and significance. On their resumes they want to list well-branded organizations they can believe in, that will impress their social networks, and that will position them for future opportunities. In their lives they want to make a difference in an experience that is individually personalized.

The talent brand must shortcut what consumers of work want to feel, predict how consumers may use and discard and convey the “big ideas” of hope and ambition. It must communicate to the world what a business is, what it stands for, and what it offers. It must reach the part of a consumer’s mind that makes choices about work, just as they choose coffee, a car, or a place to vacation.

The solution is not as simple as looking at an old brand in a new way. It is not about creating a new ad campaign. The consumer of work demands more and buys differently. What retail consumers could once only buy at one store on Main Street can now be easily found from any source without leaving home. The old notions of supply and demand—based on single sources and channels—are replaced by multiple sources with simultaneous marketing. And the consumer relishes the choice.

It’s the same with talent. That old, reliable act of placing an advertisement in a newspaper for a candidate is a memory. Just as consumers can search online for products anywhere in the world, they can search for work anywhere in the world from a comfortable home setting. The traditional views of talent supply and demand—rooted in the idea of one employee for one job—are replaced by a free marketplace where a consumer of work uses technology to search the world.

As authors, we bring a new voice that is grounded in the practical, shaded by the human, and rooted in a fundamental belief that business can do what is right for its investors and right for its people. It can brand for talent to attract, retain, and engage the right people for the right jobs to make business succeed.

About This Book

We thought, when we finished Brand from the Inside, that we had said everything we had to say about the importance of, development of, and potential of a company’s employer brand. But we need to say more.

Every time we give a speech, people ask us what they can do to make their employer brands relevant to the new generation of workers. In our work, people ask us how to balance the brand for the new generation with the reality for the workers currently in place. As businesses face economic challenges, leaders ask us how to engage workers during the turbulence.

As we look at business, we see a need for specialized workers to meet critical business needs in a scarce marketplace for critical talent. That doesn’t change in tough times. We see business looking for every way to engage workers. We see consumers of work segmenting into splinters with new habits to understand, new appetites to satisfy, new price points to meet. But we also see tired talent strategies on which business has relied for too long that no longer match new job seekers’ habits and tired engagement strategies that do not satisfy what employees hunger for.

While we believe an employer brand is essential to any business that wants to compete for people, developing an employer brand is no longer enough. The employer brand will only be effective when it is used to aggressively market the business as a place to work. And that effort needs to continue throughout a worker’s relationship with the organization. That’s why, as we consider the challenges to secure talent, we introduce a new term—the talent brand—that we explore in this book. While an employer brand articulates an experience, the talent brand is a marketing tool to secure and engage workers.

In this book we explore how a talent brand must:

• Appeal to the consumer who has been trained to make decisions by the brand

• Help a business market each touch point of its employee experience

• Position the leadership of the business to be key “poster children” of what the brand stands for

• Shape the products, services, and experience the business offers to workers

• Be a “lens” through which each product and service can be developed as well as marketed

• Be the strategic tool for a company to attract and retain people, and

• Survive social media

If you are a business leader, this book can help you turn an organization from being a victim in this new talent marketplace to being a player with a talent brand as famous as your consumer brand and your reputation for work as famous as your consumer experience. You will learn the important link between talented employees and delivering a brand promise. You will learn how to lead your business through this change by creating a brand for talent that will thrive in the new talent marketplace and with the new consumer of work.

Many people ask us, “What’s the secret to creating a great employer brand?” Our response is, “What makes a great employer brand is how it serves to attract and retain and engage talent.” That’s what this book is all about. Together, we describe how to attract, retain and engage the right people in the right work at the right time.

Thank you.

Mark Schumann and Libby Sartain

Part One

GET REAL

1

ESSENTIAL ONE: WAKE UP

He sits, with his earphones playing his favorite downloaded tunes, at a keyboard, staring at a screen filled with multiple pages, conversations, and links. He responds to each of them in a sequenced symphony of communication, as if starting one sentence in one place and ending it in another.

All the while, his eyes never leave the screen, and his focus never leaves the task at hand. He could be shopping for presents, downloading music, talking with friends, or even looking for and applying for a job. No matter the task, he brings a sensibility of a new consumer to his effort, with an attention span that, while short, can certainly multi-task with the best of them.