HR is a function that needs to reinvent itself. During the special reinvention learning event organised by Leaderonomics, Roshan Thiran presented a new way for CEOs to view HR folks - as their No. 1 marketing leaders. To enable HR to become really strategic, CEOs must enable HR leaders to be internal marketers of their culture, values, organisational practices and rituals.
4. Clearly, because of:
• Leadership
• And/or the “CEO” brand
• Great process/structures in place
• And/or “the stories” and perception of the organisational
practices
• Amazing culture
• And/or “the stories” about their culture and rituals and
testimonials
• Great business model & products
• And/or the “marketing” efforts of their model
5. Being an Employer of Choice (EOC): 1 consistent Story
“Cool office, great
work environment,
free food!” “We will make you a
great leader”
12. Self fulfillment &
to be part of something
great
“Loving my job!”
“Doing what I love”
“Engage and interact”
“To be in a company that makes
a statement about something”
13. The TENSION - Employees vs. employers:
Profit,
competency,
skill-based,
long-term
commitment
Self fulfillment,
personal growth
& be part of
something great
Old values/standards applied
in a new 21st century world
Employers Employees
16. We spend MILLIONS on product branding &
stories about products and services...
Brands spend billions of $$$, time, effort,
with the hope that you get the value of
purchasing their product over other brands.
Its not about that!
It’s all about the stories we tell others and
each other.
17. INTERNAL INITIATIVES
Talent Assessments
EXTERNAL MEASURES
Training & Development
Talent Acceleration
Holistic Employee/Family Engagement
Best Practice Strategy, Structure
Employer Branding
Leadership/CEO Branding
Awareness of Internal Measures
Impactful Community Engagement
Media Coverage
CULTURE
Reinventing the “employer of choice" Framework
PROCESS
18. INTERNAL INITIATIVES
Talent Assessments
Training & Development
Talent Acceleration
Holistic Employee/Family Engagement
Best Practice Strategy, Structure
A WINNING
CULTURE
So how do create “stories to tell” which will excite our
customers and employees?
PROCESS &
STRUCTURES
Start with creating
Then talk and brand your culture
Build your internal infrastructure fully
19. Principle
Talent needs to be BRANDED
and made to feel like they are
special and mean something to
the organisation and its
mission. They also want to
work for someone that is
known and stands for
something
Process and Tools
External Branding initiatives
Stories about the organisation
that includes them
External Perception of the
Organisation & Leadership
External brand of the
CEO/leaders in the company
Principle
Talent needs to be MANAGED
& DEVELOPED. This includes
enabling talents to maximise
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development
Programmes
Learning Curriculum
Talent Acceleration
Programmes
Feedback & Reflection
Principle
Identify & select leaders that
have the passion, desire and
ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership
Program
Competency Model/Values
Enterprise Assessment
System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To engage talent, 2 key factors:
1. Internal motivations
(comp/ben, feeling a part of a
bigger purpose, etc)
2. External factors (including
their family and important
elements that are significant to
them)
Process and Tools
Family Events – eg youth camps
for employee kids
Involvement in university
campuses/events
Engagement Programmes
Total Rewards Structure
(Comp & Ben)
Culture of Organisation
Internal Infrastructure – Are you building
the Internal Measures needed to be EOC?
Employee
Acquisition
Employee
Development
Employee
Engagement
Employee
Branding
20. EXTERNAL MEASURES
Employer Branding
Leadership/CEO Branding
Awareness of Internal Measures
Impactful Community Engagement
Media Coverage
Focus on the right side of the “employers of choice”
Framework
1. Reinvent your HR person into your chief
marketer of your internal initiatives and stories.
2. Focus on one key area you would like to
consistently talk/brand about your organisation
(like GE, Google).
3. Brand your CEO/leaders – Ensure they are
human and accessible to all.
4. Tell stories about the roles and jobs in your
organisation – you have cool jobs! Yes you do.
5. Highlight lessons learn (good and bad) that your
organisation has learnt from.
6. Really impact the community and families so
more stories are told.
21. Your Story – how do you tell it and
ensure it’s shared?
Real stories
branding employee initiatives,
leadership, culture in your
organisation
23. External Processes – Kids Camps for Employees’ Children
For Employees’ Children
Enhance employee engagement & appreciation to you – children are their treasures.
Platform for youth leadership & building brand engagement with future generations.
DoingGood & nation building… and still adding value to your employee brand.
24. External Processes – Employee involvement in Universities
Leadership Clubs in universities
Building your employer brand and presence in campus by simply funding a leadership
club in a university
25. External Processes – Employee Branding & Storytelling Campaign
Highlight your employee
brand and theme
Be clear about your what your
employee brand and themes are and
keep highlighting them
Brand Your Roles
“A Day in the Life of”
Brand Your CEO and
what he/she stands for
“My First Job”
“Dare to Fail”
Brand Your Culture
“Life @ YourOrganisation”
Brand Your People
Highlight promos and top
talent
Brand HR initiatives
Showcase the good work that
you and your team are doing