HR and Marketing functions aren't normally integrated.
And both functions can feel like 'fluff' to technical people, however, it's not just fluff - it's culture and it about branding. This presentation seeks to prove that what's good for HR is good for Marketing, and vice versa.
Culture and Employee or Employment Branding is becoming increasingly popular considerations as labor markets tighten.
Further, consumers increasingly seek to do business with companies who are good corporate citizens. Fortunately, by implementing culture improvement initiatives, employees will drive their companies to become better corporate citizens. Thus creating better work environments, better products, and happier customers, which in turn, grows the business.
Fluff is serious business.
Cooperative Network Services (CNS) works daily to foster a creative, fun culture - it's not a one-and-done operation though - it needs to be reinforced each day.
1. The HR + Marketing
Connection
Chris Castagneri, CNS Marketing Business Partner
Jenna Monse, CNS HR Business Partner
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2. The HR + Marketing Connection
In a social world, consumers aren't showing up
for traditional branding. Learn how your
company's vision and purpose is meaningful to
social crowds. Connect and they might
champion your brand.
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8. Fight the Fluff
• We have to overcome the finance
department saying“the fluff wasn’t budgeted
for this year”
• We have to overcome the marketing people
‘yelling’about what font to use.
• “Back in ’78 we tried that and it didn’t work”
• “That’ll take too long”
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9.
10. ROFI?
What is our Return on Fluff?
• Productivity
– Engagement
• Creativity
• Goodwill
• Healthy Work Force
• Loyalty
– Retention
A Brand / Culture that people want to be a part of.
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15. Best Places to Work
• Amazon
• Southwest Airlines
• Zappos
• Google
• Apple
• Costco
• Salesforce
• Trader Joe’s
Best Customer Service
• Amazon
• Trader Joe’s
• Southwest Airlines
• Costco
• Home Depot
• UPS
• FedEx
• Google
• Sony
• Apple
• Chick-Fil-A
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21. The Zappos Legends
• Employees Rate:
– "Awesome benefits, great people!"
– “Great place to work.”
– “Awesome.”
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22. CULTURE
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Zappos Cracks?
• Merging with Amazon
• "Great place to work until it went corporate“
• "Used to be amazing“
• Easier to start, more difficult to maintain
27. MasterCard Summer of 2014
• Conversation Suite is the social media hub
• Powered by research—tracks and monitors
conversations around MasterCard and its
competitors
• Allows to listen, analyze, engage & respond in
real time to millions of world-wide online
conversations.
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29. MasterCard Summer of 2016
• Launched an ambassador program
• For sharing brand info on personal social
• Attracted 400 Staffers + 200,000 brand
influencers
• Company Intranet: allows them to share that
content on their personal channels
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31. Plans for Programs
• Study in March of 2016 by Altimeter Group
• 90% of brands do or plan to have an
employee advocacy program
• Also found that about 21% of consumer’s
report‘liking’a post from an employee.
• Likely to outperform the engagement rates
for social ad campaigns for much less cost.
(Facebook average company .5% -1%, non-profit engagement 5%)
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32. Pitney Bowes
• Their program, called“The Insiders”
• Projects now nearly 1,000 participants
• Generated 42,000 shares, 166 M impressions
• Pretty cool. Measurable impact.
• How do they get participation? Give them
input—a chance to make their mark-- and
recognition.
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34. Centered Around Brand
Recognition
• At the strategy core, is brand recognition.
• Sales data takes a back seat.
• When does recognition become important for
telcos?
– Competition, limited activity, expanding, loyalty…
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35. Humana
• Now has 2900
employees in their advocacy program
• They way the content is curated, gives the
employee who shares‘an expert voice.’
• Part of what they create for their program is
branded,
• The other is health related content that helps
position employees as experts.
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36.
37. Key: Input and Ownership
• Helps employees build the company culture
organically.
• “You own it, you don’t like it, then do
something about it.”
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38. So How Does this Apply to Us
• How do these‘big’brands relate to our
stories?
• Especially considering limited resources?
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39. Limited Resources
• The best reason to explore this strategy.
• Helps to challenge employees to get
engaged and take ownership of it.
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40. Sponsorship
• That employees are
excited about
• Create authentic
internal enthusiasm
• As well as external
brand community
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41. Social Media 3-Step Approach
• Gather an employee
group likely already
interested in social
media
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42. Social Media 3-Step Approach
• Find some topics they
are interested in and
advocate for (authentic)
– A Social Cause
– Internet Security
– Technical Expertise
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43. Social Media 3-Step Approach
• Explore ways for
employees to develop
their image and
expertise digitally
– Document your day!
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45. Ugh! Exhausting!
Not Interested in Social?
• That’s okay. You can acknowledge that.
• Be interested in it. Show it. Encourage it.
• Demonstrate you understand the importance.
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