Integrating Employment Communications

INTEGRATING EMPLOYME COMMUNICATIONS
NT

JA N 2008 / re v . JU L 09

copyright © 2009 - david a. greenway

PURPOSE
“ Integrating Employment Communications” takes a look at how organizations
manage the conversation with individuals. We begin with a new perspective -
looking at the individual as part of the ‘ candidate-employee-alumni’ continuum,
rather than inviduals within static, discrete, and unconnected markets.
2
Part Two identifies the typical organizatonal structure that supports
employment (brand) communications. We examine how the current structure
leads to missed opportunities and creates inefficiencies in the dialog between
organizations and individuals.

Lastly, we propose a new vision and structure. One that acknowldges the
complexity of the challenges, the variety of stakeholders within an organization,
and the need for effectiveness and efficiancy in a global marketplace.


PART ONE THE CONTINUUM
: 3


CONSUME AND PRODUCE
RS RS
as cus t o m e rs, people evaluate value and share experiences

as candidat e s, people investigate fit and talk about opportunity 4
as e m plo ye e s, people emulate brand values and align behaviors with objectives

as alum ni, people follow company news and maintain personal connections


CANDIDATE MPLOYE -ALUMNI
-E E
the relationship to an organization (and brand) starts long before
the resume is sent and continues long after the formal employment
relationship ends

candidates, employees and alumni/ are each viewed as
ae 5
monolithic and static while individuals are often one or more of
these to an organization during the span of their career

as candidate, employe, or alumni (and early on as customer), the
messages received from across the organzation may be
experienced as uncoordinated and inconsistent


QUESTIONS
how can individual employees change the customers’ brand experience?

what can employees do to better prepare themselves for future opportunities?

how could knowledge of an upcoming new product change how they evaluate 6
a competitor’ s job offer?

how can a candidate’ s hot off the street insights add insights to the branding
conversation?

what can the company learn from alumni infuse new ideas and energy into the
marketing plan?


PART TWO: A CLOSE LOOKAT E
R C 7


SE CHANGE
A
sunday classifieds > > perfect market / imperfect people

killer app > > social networking

silos > > integration
8
technology as tool > > technology “ baked in” (ubiquity)

” gut” > > strategy driving metrics

recruiting as ‘ one stop shop’ > > recruiting as complex enterprise

the age of technology > > the age of talent


E TODAY
C
E as stand alone discipline, separate form it marketing (XC - external
C
communications) and internal communications (IC- internal comms) cousins

organizational- and systems-driven processes

ownership and accountabilities scattered across organization
9
conflict of interest between recruiting and brand goals, resources and priorities

lack of infrastructure that supports the business of the employment brand

missing central repository of employment brand assets and learnings

talent acquisition metrics drive strategy, instead of strategy driving metrics


XC-IC-E CONNE
C CTIONS
“Cust o m e “Em plo ye “Candidat e ”
r” e”

XC IC EC
EXTERNAL INTERNAL EMPLOYMENT
Communications Communications Communications

“Brand Assets” “Relevant Content” “ Employment Brand”

MARK TING
E
Advertising
MAR/ COMM
-Investor relations
RE CRUITING
-Employment brand 10
Interactive -Shareholder reporting -Recruitment advertising
Social /E dgework -Internal communications -Sourcing
PR -Senior management -Staffing coordination
Direct -Intranet -Alumni communications
Research
HR COMMS
-Benefits
-Development
-Employee relations

Creative Services Creative Services External Agency

Brand Managers Mar/Comm Managers Recruiters /Project Managers

Agency(ies) of Record


E STRUCTURE
C
HUMAN RESOURCES

“Candidat “Em plo ye “A lum ni”
e” e”

HR COMMS
RECRUITING RECRUITING
MAR/COMM

RE
-E
CRUITING
mployment brand
HR COMM
-Benefits
RE
-E
CRUITING
mployment
11
-Recruitment advertising -Development brand
-Sourcing and screening -Employee relations -Recruitment
-Staffing coordination advertising
-Alumni communications MAR/ COMM -Sourcing
-Investor relations -Staffing
-Shareholder reporting coordination
-Internal communications -Alumni
-Senior management communications
-Intranet

External agency Creative Services External Agency

Recruiters / HR COMMS Recruiters /
Project Managers Mar/Comm Managers Project Managers

Agency(ies) of Record


XC-IC-E GAPS
C
“Cust o m e “Em plo ye “Candidat e ”
r” e”
Integration
- Brand
- People XC IC EC
- Organization EXTERNAL INTERNAL EMPLOYMENT
- Systems Communications Communications Communications
- Knowledge
“Brand Assets” “Relevant Content” “ Employment Brand”
MARK TING
E MAR/ COMM RECRUITING
Advertising -Investor relations
-Shareholder reporting
-Employment brand 12
Interactive -Recruitment advertising
Social /E dgework -Internal communications -Sourcing
PR -Senior management -Staffing coordination
Direct -Intranet -Alumni communications
Research
HR COMM
-Benefits
Infrastructure -Development
-Employee relations
- Processes
- Resources Creative Services Creative Services External Agency
- Production
Brand Managers Mar/Comm Managers Recruiters / Project Managers
Ownership
- Oversight
- Authority
- Accountability Agency(ies) of Record
- Alignment


INE F NCIE
F ICIE S
recruitment and alumni communications are owned by staffing, while employee
communications responsibilities are shared by HR and internal communications

recruiting and alumni communications are often part-time jobs, shared with an
equally critical job - recruiting

a variety of stakeholders have common messages, content and channels, but
different agendas and accountabilities make collaboration challenging
13

what we learn from project to project, and year to year, is rarely shared across
owner and stakeholder lines and institutional knowledge stays within silos and
vanishes with turnover

the corporate brand and the employment brand have unexplored potential, but
are separated by tradition

dollars are lost due to duplicated efforts and uncordinated strategies


AS A RESULT
unconnected and sometimes conflicting messages.

underutilized knowledge, processes and relationships

unexamined brand building opportunities
14
allocations to research, creative events, public relations, etc. are anemic

very few organizations take advantage of shared resources or leverage
investments made in advertising assets

only a handful of organizations have any type of infrastructure to support
employment advertising


PART THRE : A NE E
E W C 15


NE VISION
W
E views candidates, employees and alumni as a continuum. an individual’ s
C
relationship with an organization changes throughout their career

E is organized to enhance the employment experience at contact points across
C
the candidate-employee-alumni continuum

E includes the spectrum of messages, tools and channels to communicate the
C
organizations employment value proposition or employment bran

E is organized to craft memorable and measurable experiences at touch points
C 16
along the candidate-employee-alumni continuum

E integrates organizational assests (brand, resources, systems, knowledge and
C
people) which primary function is to define, collect, enhance, communicate the
employment experience

E facilitiatess a thoughtful and consistent engagement of the entire organization
C
in correctly defining problems and developing integrated solutions

E enhances organizational communications so that employees can support
C
organizational objectives to the best of their talents and ability


NE CONNE
W CTIONS
Trade/ Creative Employee
Conferences Services Functions
PR Shareholder
Verbal Communications
Identity
Community
Product Sponsorships
Management

Employee
Marketing Newsletter

Research Benefits

Print /
Traditional XC MC Corporate
Giving
17
Internet BRA N D Intranet

New Media Coaching &
Leadership
Development
Sales/Service
/Distribution
E xit
Interviews
Career Site
EC Onboarding/
J Postings
ob Orientation
J Descriptions
ob
Sourcing
Strategy Performance
Reviews
College J F
ob airs
Recruiting Print / Employee Referral
Traditional Program


NE STRUCTURE
W
HUMAN RESOURCES

“EMPLOYME B
NT RAND MANAGER”

E mployment Branding
Marketing Internal Communications Brand Managers Agency(ies)
AOR Recruitment Advertising Project Managers Creative Services
Alumni Communications

18
“Candidat “Em plo ye “A lum ni”
e” e”

HR COMMS
RECRUITING RECRUITING
MAR/COMM

RE CRUITING HR COMM RECRUITING
Relationship -Benefits -Sourcing
Management -Development -Staffing
Sourcing and screening -Employee relations coordination
-Staffing coordination
HR COMMS &
MAR/ COMM
-Investor relations
INTERNAL
-Shareholder reporting
COMMS
-Senior management
-Intranet

N EW ROLE
as e m plo ym e nt brand m anage r :

lead branding and marketing activities for all employment
communications initiatives

implement marketing plans and programs in order to identify and
attract talent as well engaging employees in meeting organizational
objectives
19
advocate for E with peer marketing teams within organization
C

supervise the development of brand appropriate materials and
promotions

develop cross-organizational relationships with key business partners in
hr and client groups

develop strategies for recruiting top caliber employees in a high-growth
environment.


NE HOME
W

“ In d e pe n de n t ”
XC EC IC • La r g e S c a l e Hir in g Ne e d s
• In d e pe n d e n t Le a d e r s h ip
EXTERNAL EMPLOYMEN INTERNAL • Ow n e r s h ip o f De l ive r y
O
Co mmun ic at io n T Co mmun ic at io n
s Co mmun ic at io n s
s
“ De pa r t me n t ”

XC EC -o r - EC IC • S ma l l -Me d ium Hir in g 20
• Re po r t in g S t r uc t ur e
• Co mbin e d S e r vic e s
EXTERNAL INTERNAL C
Co mmun ic at io n Co mmun ic at io n
s s

“Above all, I found I had to
accept that effective brand
com unication… involves
m
“ Hybr id ”

processes w hich are XC IC • S ma l l -Me d ium Hir in g
uncontrolled, disordered,
abstract, intuitive… and EC • In d e pe n d e n t Le a d e r s h ip
frequently im possible to explain EXTERNAL INTERNAL • S h a r e d S e r vic e s
other than w the benefit of
ith Co mmun ic at io n Co mmun ic at io n
hindsight.” s s
“Posh Spice & Persil”
Apples, Insights and M ad
Inventors
Jerem Bullm
y ore
Re c r uit in
g

NE QUE
W STIONS
what are the ways we can engage employees in achieving marketing objectives

how can the on-boarding experience increase productivity faster?

what can we learn form those not hired (or interviewed)?

how can the individual accomplishments of our people enhance the brand 21
message?

how can company news be leveraged to increase employee retention?

how can we use social networking to create a strong community and
encourage learning across departments and geography?

what are the ways we can piggy-back of existing relationships, channels and
knowledge to increase marketing effectiveness?


IMPLE NTATION
ME
• Tactical Coordination of Marketing Communications

• Redefining the Scope of Marketing Communications
22
• Application of IT / Incorporation of Data

• Financial and Strategic Integration

(Adapted: F Stages of Internal Communications, K
our itchen et.al., Shultz and Schultz)


OPPORTUNITIES
integrate people into branding strategy early and often

create employment communications strategies that support brand objectives 23
leverage content and channels across candidate-employee-alumni continuum

identify channels to upload ideas and feedback


WHEN
new or re-brand

growth / downsizing
24
acquisition / divestiture

change in strategy / positioning

competitive / global challenges


OUTCOMES
increased resonance of the brand

improved ability of candidates self-identify

knowledge that will help navigate any employment conditions 25
truly begin to leverage people as brand

enhanced value to employees

greater involvement with the brand

broadened employee engagement

25


FINAL THOUGHTS
employment communications today must be frictionless, immediate and
personal. the successful brand is not simply a concoction of stellar
creative, laser strategy, website dazzle or rocket science technology but
rather the integration of all these working in unison with the
organization’ s brand, resources, systems, knowledge and people.

bringing employment communications into brand thinking is smart for
organizations, but it’ s even smarter for their agency partners. ad agencies 26
are in a unique position to help their clients leverage brand assets and
compete for brand-building talent.

The job responsibilities of an E mployment Brand Manager may exist
informally, but most likely are shared among a variety of individuals
across an organization. While a few organizations have made advances
in formalizing the importance and oversight of the E mployment Brand,
the purpose of this document is to begin discussion around how to best
structure the management of the E mployment B rand and outline the
nature of the E mployment B rand Manager role.


CONTACT
David Greenway
27
781-913-6698

david@ choristepartners.com

“Perfection is achieved, not when there is nothing m to add, but w
ore hen there is nothing left to take
away..”

A n t o in e d e S a in t - E x u p e r y


Integrating Employment Communications

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