Culture Summit 2017 - Making the Business Case for Culture Initiatives
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Culture Summit 2017: Making the Business Case for Culture Initiatives Speaker: Marta Riggins, Global Director, Brand Marketing at LinkedIn Talent Solutions Learn more at http://www.culturesummit.co
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Culture Summit 2017 - Making the Business Case for Culture Initiatives
- 1. Making the Business Case for Culture Initiatives Marta Riggins Global Director, Brand Marketing, LinkedIn Talent Solutions
- 3. We Are Gathered Here Today… • What is Culture? • Why it Matters • Takeaways for Getting Buy-In
- 4. “Would the startup you were, be proud of the company you are becoming?” –Ed Martin
- 6. Culture: the customs, arts, social institutions, and achievements of a particular nation, people, or other social group.
- 7. Why Does Culture Matter?
- 8. “Everyone just needs to get their job done, we don’t need to waste money on culture.” -Executives Everywhere
- 9. Why is this Important? • Culture & employee experience is a differentiator • A strong culture makes you an “employer or choice” • Happy, engaged employees = strong performance & business results
- 10. Millennial Talent Landscape *From the 2016 Gallup Report “How Millennials Want to Work and Live” 38% Global Perspective Diverse $ Constraints “Job Switchers” Least Engaged
- 11. What Matters Most to Millennials? • Career development • Strength-based performance • Meaningful workplace connections • Personal well-being *From the 2016 Gallup Report “How Millennials Want to Work and Live”
- 12. B2E Marketing
- 14. 1. Do Your Homework
- 15. 2. Define What is Sacred at Your Company
- 16. 3. Outline Key Focus Areas
- 17. 4. Make the Case
- 18. Questions: What is at the end of a rainbow? Are or we human or are we dancer? Do you know the way to San Jose?
Notas do Editor
- -Hi, I’m Marta – 13+ years of mkt, media experience. Currently the Director Employee Experience & Mkt at Pandora -Wife, mother, marker, and proud Oaklander. -I recently joined LinkedIn, and was a client of LI’s for many years. I currently lead a team in the Talent Solutions Org which focuses on shaping LI’s B2B Brand, Original Content, Marketing Campaigns, Thought Leadership and the Talent Connect Conference, but ultimately we help to empower, elevate and celebrate the Talent and HR industry. -Started in entertainment, worked in B2B and B2C Marketing for most of my career and at my last company Pandora where I spent nearly years, and transferred internally into HR where I was for nearly 5 years, building out the employer branding and employee experience function. -At the time I joined HR, Pandora had 600 employees and was small, scrappy and felt like a start-up. When I joined HR, the company was about to it was about to double in size, had no careers site, no social handles, no internship program, no employer brand strategy and no one focused on the employee experience. When I left Pandora, they company had 2K+ employees and the company was viewed as a a top ‘employer of choice’ with great culture. -I was asked to come here today to speak and provide some insights on how you can make the case for culture at your company based on my previous experience at Pandora and my current experience at LinkedIn.
- Culture is a differentiator and makes your company a top employer of choice allowing you to engage, recruit and retain top talent You want to remove obstacles, make the environment meaningful so that employees can focus on their jobs (ex: of Lizzie and LA Office) When employees are engaged they aren’t looking for jobs, they are focused on theirs and acting as brand champions for the company
- *Definition from the Webster's dictionary -Company Mission -Values - Traditions -Social Events -Onboarding -Environment -Learning & Development -Goal Setting -The emotional feeling or “vibe” of an office What is your companies culture or employee experience? How does it manifest itself? What are the values? Do you view employees as people and not simply as resources? What words or descriptors to people use to define the people or environment at the company ? I would describe LinkedIn as “thoughtful, kind, open, intelligent, hard-working, and fun.” Words used to describe Pandora were “humble, kind, innovative, eclectic.”
- We are hearing about culture and we know people think it’s important but there is often a disconnect b/w the value of ”having good culture” and investmenting in it.
- Culture is a differentiator and makes your company a top employer of choice allowing you to engage, recruit and retain top talent You want to remove obstacles, make the environment meaningful so that employees can focus on their jobs (ex: of Lizzie and LA Office) When employees are engaged they aren’t looking for jobs, they are focused on theirs and acting as brand champions for the company
- Best thing about HR & Talent Professionals, we LOVE to best practice share! (Give example of Spotify and Pandora) Go take “culture tours” – key group across recruiting, HR, L&D, Facilities & Design) evaluated companies currently viewed as “employers of choice” in their respective industries (Zappos, Facebook, Twitter, Pixar, LinkedIn) Easier to make a case when you can highlight peers or competitors are doing something you want to do.
- Map out what is sacred at your company. Want events, traditions, values are most upheld by your employees and company and what should never go away even if you have to make budget trade-offs. At Pandora we decided early on that things that we would never compromise were our principles/values, giving back/VTO program, investment in people through L&D programs, monthly co. meeting, connection to music wherever possible and pizza at the HQ company meeting (tell story about pizza).
- Outline what your key focus areas are and initiatives that have the biggest impact or if working with $ constraints, are low investment with “high-perceived value.” Volunteering is one example of this. Costs your company nothing, but the impact is strong and unites/brings ppl together. Figure out how you can scale initiatives and bring in passionate employees to help (ex: Pandora EE Regional Committees, LI Culture Champions)
- Have an open discussion with leaders that while culture may manifest itself organically, it is not maintained organically Focus on larger impact “low cost-high perceived value initiatives. Give Sally Struthers example. (Give Examples of Small Investments of we made) Start small and measure the impact. Combination of quantitative measurement like making lists/awards, employee testimonials/feedback and qualitative –employee survey data, LI engagement metrics for InMail, brand interactions, engagement index compared to peer set, social chatter. Pandora made the LI Top Companies list 2 years in a row-all based on the engagement metrics and data.