Employee Retention in a Digital World

Employees join companies and leave managers. But how they leave is up to them. Conversations that were once shared with friends are now shared with friends, friends of friends and the world. And people, especially Gen Xers, discuss bad experiences almost 4x as much as good ones.

Here are 3 things you should be doing to make sure that your Employer Brand is thriving in a digital world:

1. Bi-directional communications: Make sure that you are creating listening opportunities from the bottom up. Provide safe ways for employees to discuss manager and co-worker issues.

2. Exit interviews: To ensure complete and accurate information, they should be conducted by a third party company, not someone on your staff.

3. Training: Add social media guidelines to your ethics and compliance training. Are employees blogging about the workplace or "friending" their vendors? Create policies and consequences.

4. Manage your digital reputation: Glass Door, Jobvent, Vault-- the tools are there. Make the time to use them, or get some help from the outside.

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BRANDEMiX is a B2E agency- we connect brands to people- your people - the one's you care about- the talented employees that advance your business goals. The competitors that you wish worked on your team. The engaged ambassadors of your brand who keep your customers coming back.




Employer Brand Development
Benefit Communications
Change Management Communications
Event Marketing and Support
Internal Communications
Interactive Marketing
Media Planning and Placement
Qualitative Research
Recruitment Advertising
Social Marketing
Training and e-Learning
Workforce Communications
Website Development

Going Trendy on The Web

Today’s trends continue to strut their virtual stuff on the web. Keeping up with the social, mobile, and design trends that are taking the world by storm could actually reel in more potential clients and better employees than you’d think. If you’re thinking of redesigning, here are some things to keep in mind:

1. DESIGN TO YOUR DEMO: For the younger demographic (ages 18-30), minimalism is in; for the "older" ones (ages 30+) simple eases the hassle of finding exactly what they’re looking for without having to be redirected to different places.

2. HI, MY NAME IS: If simple is too simple for your company, there is an alternative; make it personal! First impressions are the most important so why not make one as soon as surfers see your site? Now, this doesn’t mean you need a full page biography about you or your company. Separate microsites that speak to a demographic, geographic or psychographic is a great way to engage your audience.

3. ROY G. BIV: Color is very important to a website. According to Pamil-Visions.net, color can really influence an audience. “Brands should choose their corporate color carefully. (To read the whole article click here!)

4. APPLY YOURSELF: Almost all cell phones today have the option of buying and downloading apps. Creating your own app is a great way to keep your company “hip to the jive”. If you design it, they will download. (If you need help, click here!)

Don’t be scared to get out there and get trendy. It's easier than you think.

EMPLOYER VALUE PROPOSITIONS: Is it time for employers to switch from demands to offerings?

According to today’s Wall Street Journal, some firms are still struggling to hire despite high unemployment. While many of these firms seek hourly employees, and compete against extended unemployment benefits, others are looking for needles in haystacks. The more skilled the applicant, the more the business has to offer to them.

Looking to save some money? This is where the employer value propositions come in handy. In order for your business to attract (and keep) the best potential employees, here are some free things to keep in mind as you seek to influence behavior:

1. Quality of Leadership: The better your leadership in operating your company, the more attractive your business becomes because it’s successful. The more attractive your business is, the higher number of applications you will receive. The higher the number of applicants, the greater a chance of finding the perfect person for your company. Strong leadership is not only extremely beneficial to your company’s success, but it is also a big deciding factor for your future employees.

2. Reputation: With a good reputation comes the willingness for employees to work more for less. People want stability within their jobs and if you and your company can ensure security for potential candidates, your inbox will be flooded with talented people who will be fighting to work for you.

3. J.O.B: Just Offer the Best; the workspace is very important to an employee. If your employees aren’t comfortable with their environment, they’re less eager to do their job with the same quality and effort as if they were somewhere more pleasant.

4. Benefits and Rewards: Here is where you have to think like the employee and ask what about this company makes this the job right for me?” Whether its in the job description, brochure, or in the interview itself, if these questions should be answered without them having to ask; promote yourself!

What most employers don't realize is that a poorly promoted Employment Value Proposition (EVP) costs them a significant amount of money each year, either through overpaying employees, costs of recruiting or not filling open positions.

Let BRANDEMiX help put your EVP to work for you.

Non Profit Branding- Whether You Are the Tail, The Dog or The Big Apple

NOTE: This month's focus is on
Branding Q and A. All Q's welcome- Jody

QUESTION:

I work for a division of a large, national non-profit organization. Do I need my own Employer Branding materials for recruitment marketing purposes, or should I just use the same materials as our national organization?

ANSWER:

While there's no one answer to your question, here are 4 considerations that can help you decide on your best course of action.

1. Organizational Alignment- How integrated is your chapter with the national organization and other member chapters from a talent management point-of-view? Are benefits, policies and services centralized? Do lateral opportunities and career mobility paths exist? Consider your answer and go to step 2.
   
2. Brand Reputation and Tools- Let’s take a tip from Occam and presume the simplest path is the best. Consider whether or not there is a downside to piggybacking on the national brand. If you answered “yes” to question 1, and your national parent already has strong, positive brand awareness and great recruitment marketing materials, then alignment is advised. If there no alignment and there are some skeletons hiding in the closet (a story of embezzlement, bamboozlement or other) then cut the cord and go semi-solo.
   
3. Unique Differentiators- Your answer may not be A or B, but rather A & B. In creating the employer brand architecture, you may find that there are some common elements to your culture and unique drivers as well. In that case, go for a brand-blend and highlight the positives of the co-brand and the unique benefits inherent only within your chapter.
   
4. Competition for Talent: Are you competing for talent with your parent organization? If so, suit up and separate. You’re already competing for talent with other companies and non-profits in your area code, and I presume that compensation will not be the tipping point in candidate’s favorable decision to join you. Now what? Go back to number 2 and build your brand on your unique differentiators. The word differentiator is key.
   

Consider this ad campaign created by BRANDEMiX for Legal Aid Society of New York. In it, the city, not the organization, is the star. Talented professionals will always have choices of where to devote their time and/or money, but there is only one New York City. And giving back to a city that gives so much, and has been through so much, is powerful and pleasure-ful incentive that no other chapter could duplicate.

Complex Employer Branding of Large Organizations- The "Nobody Gets It" Syndrome

NOTE: This month's focus is on
Branding Q and A. All Q's welcome- Jody

QUESTION:

I’m trying to create an employment brand for a company that houses several well-branded independent brands. What are your thoughts on that? It seems unrealistic to maintain so many different brands in an employment space, however, we’ve been totally ineffective trying to collect the group under the segment name – nobody gets it. I’d love to hear your thoughts on how to attract and retain talent in a segment with so many personalities!

ANSWER:

Unfortunately, it’s a prevailing conundrum -- one that we've heard before. People tell us that their organizations are too entrenched with big-named sub-brands to really benefit from one holistic branding effort. Of course, nothing is further from the truth.

The good news is that in reality, you can pick from 3 strategic approaches. Each with their own risks and rewards. To help guide you through the process, think about how the company operates from a Talent Management perspective. If there is trending evidence that rewards mobility throughout the brands, ie critical inter-brand experiences are required for progressively more senior opportunities, then option one is the best choice.

Option 1: Master Brand- unite all sub-brands (and all their employees) under one cohesive, motivating, strong brand.

This approach hinges upon finding the fundamental similarities, and success factors of employees (and the employee experience) across all sub-brands and creating a brand architecture that leverages them.

This isn't about tangible similarities like "they all pay well," but rather the cultural, psychological similarities that exist (if any).

For example, "all successful employees are out of the box thinkers and share a passion for pushing the creative envelope." Conduct research to find the core insights on which you can build and operationalize an authentic and unifying brand (culture).

Note: It’s critical to do qualitative research, regardless of how well you know the organizations, because connecting all sub-brands will require very keen insights that will not yet be apparent to the naked eye, ie not functional similarities. Furthermore, involving executives and employees in your brand discovery process is actually a great way of generating buy-in at the onset. How can anyone not get it if they were a significant part of making it happen?

Option 2: Sub-brands
You may find that there are no cultural themes that extend throughout all the brands.

In that case you can identify and embrace the individual cultures of each of the sub-brands. Certainly this is the consumer's view of the world -- -- so it makes some sense to build off the individual identity that each already has.

You would then go through the exercise of defining the employer brand for each property, and showing the stakeholders at each how to "use" and maintain the brand. Defining the brands isn't the hard part, it's finding the right people to make it work on the ground level for each brand, so it's not up to you to do this for all of them. You'd need to identify the right stakeholder for each to take the brand and make it happen.

You might also find that there are key pillars of the brand architecture that are shared, and tie things together tangently. I suspect this will be the case.

Option 3: Change Management

Start from the beginning, whereby you identify the traits that you (and management) would like to extend across all brands, and start hiring according to the new brand ideals. Slowly over time your brand would grow stronger.

The important thing to remember is that whichever option you move forward with, the fundamental operational alignment to the brand will bring about the change you wish to see.

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Are You Too Booked for a Social Life?

Based on the growing number of invitations I receive to veet-ups (webinars), meet-ups, workshops and conferences, I know that social media marketing has captured everyone's attention in a big way. We have truly embraced the concept of creating dialogues with our fans, and relationship building with our key interest groups.

I say above that "we have embraced" but it really isn't "us", is it?

Have you "down-sourced" the project to the summer intern you hired? Have you "out-sourced" it to your agency partner?

Search a job aggregator and you will find a handful of Social Media Marketing Directors, Strategists and Managers but more frequently, interns.

It is not surprising that we are unwilling to commit dollars to the ownership of communications that we can't measure the value of, but at the same time, the stewardship must be held by someone with vested interest in success of the program.

Your agency/PR partner can help you with the learning curve and messaging but actions need to happen within the company, not outside of it. The voice needs to be framed authenticity, and a person we can engage with. That person needs to be a permanent member of your team.

Your intern may be gone in September but your Digital Brand is forever.

Join the conversation and the Linked In group Your Digital Brand.