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HR Branding - E-continuus by Sâmara Irumé
- 1. HR Branding3oSeminárioInternacional de BrandingSão Paulo, Brasil 2010 SâmaraIrumé
- 2. Brasil Pré-sal Copa do Mundo 2014 JogosOlímpicos 2016 “The Economist” Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 3. Agenda HR Branding QuemParticipa? PeçaChave: EVP A ImportânciadaSustentabilidade Reputação Riscos Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 4. Valor Produzido Cradle to Cradle – Bill McDonough CALIFORNIA PROPOSITION 65 WARNING WARNING: This product contains chemicals known by the State of California to cause cancer and birth defects or other reproductive harm. Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 5. HR Branding Brand é um “Gut feeling” EMOÇÃO - REAÇÃO Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 6. HR Branding “Marca não é o que você diz que é, mas o que os outros dizem que é” Marty Neumeier 78% dos consumidoresconfiamnasrecomendações de seus pares Vocêsabe o queestãodizendodasuamarca de HR? Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 7. O queestãofalandodasuamarcade HR? Não é nenhumaCoca-Cola? Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 8. Brastemp? O queestãofalandodasuamarcade HR? Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 9. “Porqueodiamos HR”? Qualificação Buscaporeficiência X valor LIMBO (empregador/funcionário) “Eunãofalarseulíngua” Fonte: 2006 SHRM - Society for Human Resource Management Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 11. Envolveumaestratégia de longoprazoparaestabelecer a identidadedaorganizaçãocomoempregador
- 12. Diferencia a empresa de seuscompetidores no mercado de trabalhoCharlotte Housden, em Geneva 2007 Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 13. HR Branding – Porque? 67% dos ExecutivosnaAmérica do Norte, Europa e Ásiadizemque a dificuldade de atrair e reterosmelhorestalentosestá entre os 3 principaisdesafiospara o sucesso de suasorganizações Accenture on-line survey Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 15. Aumento da eficiência no processo de recrutamento;
- 16. Maior número de candidatos de alta qualidade;
- 17. Empregados com alta performance;
- 18. Aumento das taxas de retenção de empregados;
- 19. Forte reputação no mercado;Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 20. HR Branding – QuemParticipa HR? Marketing? Executivos? Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 23. Employee Value Proposition é o “set de atributospercebidopelomercado e osfuncionárioscomo valor ganhoatravés de umaorganização” Fonte: Corporate Leadership Council, 2008 Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 24. 58,000 entrevistados Consistente com estratégia Cadamensagemnutri a cultura… Impacto no negócio e nasociedade Compremetimento com talentos EVP – Employee Value Proposition Fonte: Corporate Leadership Council, 2008 Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 25. EVP –Employee Value Proposition Gestão de Talentos Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 26. EVP – Employee Value Proposition Confiança Flexibilidade Valores Text 2 Fonte: Corporate Leadership Council, 2008
- 31. Motivação
- 33. Manter o status quoIntegração Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 34. EVP – DesenvolverTalentos Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 35. CLC – pesquisarealizadaem 2008 EVP – ReterTalentos Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 36. Comprometidos NãoComprometidos AtivamenteDescomprometidos HR Branding -Gestão de Talentos Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 37. HR Branding - Gestão de Talentos 96% dageraçãomilenialsparticipa de alguma forma de mídia social Mais de 50% dapopulaçãomundial tem menos de 30 anos MilenialsGeração X Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 39. Senso de Missão
- 40. ComprometimentoDiversity Wellness Blog Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 41. HR Branding - Gestão de Talentos Criatividade: novas idéias Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 42. HR Branding - Gestão de Talentos Inovação Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 45. Engajamento
- 46. ProdutividadePropriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 47. 57%de gestores acreditam que o interesse dos empregados em sustentabilidade vai impactar suas organizações 37%das empresas esta do destaque a iniciativas de sustentabilidade durante o processo de recrutamento 57%das empreas estão dando destaque a iniciativas de sustentabilidade no processo de branding. Fonte: MIT Sloan, Fall 2009 Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 48. HR Branding - Reputação “Reputation é a peça central de qualquercampanha de branding” David Shore Stakeholders – ouvir o seuladodahistória! Atrair e retertalentos Fornecedores Investidores DisposiçãodaMídia Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 49. HR Branding - Reputação Top 10 Cia’sMaisRespeitadas do Mundo Apple Google Berkshire Hathaway Johnson & Johnson Amazon.com Procter & Gamble Toyota Motor Goldman Sachs Group Wal-Mart Stores Coca-cola Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 50. . HR Branding - Reputação BP Toyota Johnson & Johnson Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 52. Comprometimento e retenção dos melhorestalentosPropriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 53. Certascoisas a gentenaoesquece Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 54. Para Pensar O quevocêfará com essainformaçãoquandovoltarpara a empresa? Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
- 55. SâmaraIruméwww.e-continuus.comblog: http://irume.net Propriety & Confidential – 2010 E-continuus, Inc. All Rights Reserved
Editor's Notes
- Trêsgrandeseventosqueiraomudar o cenário de negocios do Brasil – sempreouvimosque o Brasil é o país do futuro, pois o futuro é agora, e estáemnossasmãodecidir se estaremosprontos.
- Marca – não é um logo,não é um produto – nao é umaidentidade – não é um serviçoMarcanão é o quevocêdizque é, mas o queosoutrosdizemquevocê é” (Marty Neumayer)
- Se apresentam assim no website:“Eficiência, praticidade, elegância e, pode apostar, inteligência são minhas principais qualidades”“Inapiração em tudo o que faz”.
- Em uma época de diminuição demográfica, empresas e organizações estão tentando atrair as pessoas e convencê-los a tornar-se empregados. Eles tendem a usar muitas técnicas de Recursos Humanos Marketing para o fazer.Employer Branding é um conceito central em HR Marketing. Ele define a personalidade de uma empresa como um empregador preferencial. Este processo é semelhante ao gerenciamento de uma marca em produtos ou serviços de marketing. Ele geralmente responde a uma pergunta básica: por que alguém deveria se juntar à empresa (ao invés de qualquer outra empresa). Ele fornece potenciais empregados com informações sobre negócios, cultura e benefícios de trabalhar para esta empresa.O conceito de branding empregador tem vindo a expandir. Não só ele é usado para orientar o esforço de recrutamento, também é líder na geração de estratégias para retenção e motivação. A marca durante o período de contratação deve ser confirmada assim que o candidato torna-se um empregado. Quando o empregado percebe no entanto a divergência entre o que muito foi dito e aquilo que ele experimenta, o contrato chamado psicológico é interrompido. Coerência entre as experiências ao longo do processo irá apoiar e fortalecer a marca do empregador.
- CIPD 2006 recruitment, retention and turnover survey:82% of organisations reported difficulties in recruiting69% reporting difficulties in retainingRightCoutts 2006, in Management Issues 200641% of Senior HR professionals thought retention of key staff was their most critical HR issueAccenture on-line survey 2006 67% of senior directors in N. America, Europe and Asia think the inability to attract and retain the best talent is one of their top 3 threats to success
- Diageo - Diminuição de conflito de 18% - custo de £4 milhõespara 7% - - retorno de 30 vezes do valorinvestido no programaGSK - aceitação de propostas de 83% para 96%Philips - aumento de 10 vezes no número de candidatos com MBAs
- Tríadecolaborativa entre – recursoshumanos, marketing e liderança – todosfalando a mesmalínguaYour Brand: HR - David Ulrich – book: The HR Transformation - design the HR from the outside – entender o mercado, o negócio e principalmente a estruturadaempresaparaescolher as melhorespráticas de acordocomoperfildaempresa.Marketing - Scot Davis – livro: “The Shift” faladaimportancia do departamento de Marketing tomarlugarna mesa de decisoes, naosomentena parte final de campanha do produto, masem parte do design do produto, do posicionamentodaempresa no mercado (alinhado com estratégia)... CIPD 2006 recruitment, retention and turnover survey:82% of organisations reported difficulties in recruiting69% reporting difficulties in retainingRightCoutts 2006, in Management Issues 200641% of Senior HR professionals thought retention of key staff was their most critical HR issueAccenture on-line survey 2006 67% of senior directors in N. America, Europe and Asia think the inability to attract and retain the best talent is one of their top 3 threats to success
- - Knowledge Management: How the information flows inside the company - learn and tap into the creative potential of all the employees and their knowledge about customers, competitors, and processes, and the key is to establish the right organization climateTalent Management: How the company attracts, develops and retains its talentsSystems that support Innovation: - IT Strategies (how the company utilizes IT resources – internal, external
- Significant decreases in cost per hireReduced cost of recruitment - efficiencies maximised throughout the recruitment processReduction in recruitment marketing costs over timeGreater numbers of higher quality applicantsHigher performing employeesIncreased retention ratesStronger reputation in the marketplaceIncreased ability to attract specialist talent in a difficult market
- Para osmaisvelhospodeficar o medo de perderespaço a essageraçaoquequertudo “aqui e agora”, mas é importantefazerumareflexao de como as geracoespodeminteragir de forma a complementarem-se. Os maisvelhosprecisamentender o seupapelcomo coaches, e pensaremquetipo de legadoelesgostariam de deixaraosmaisnovos, orientandoemtermos de valores, de processos de tomadas de decisoesavaliando as consequencias, masaomesmo tempo, deixandoespaçopara um novo modelo de negocios ser desenhado. Como um coach… quepermiteaoatletaproduzir o seumelhor, maslheorienta e lhe protégé de lesoesatravés de technica e praticaorientada, mas com liberdadepara o proprioatletaultrapassarseuslimites. Assimtodosganham.
- Importanteentender a necessidade de encontrarmultiploscanais de comunicação com osfuncionários – respeitaroscanaispreferidos e disponibilizar as midiassociaisaosda generation Y – enquantoaospoucosos das geracoes X e baby boomers irao se acostumando as mídiassociais, evitandoassimumaresistencia.
- the specific collection of values, beliefs and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organizationSymbols that frame the organizational culture.
- É
- Attraction and Retention of Talents – people want to work for companies they can feel proud of. The Corporate Leadership Council, in a recent survey responded by 58,000 employers, shows that an organization can save up to 51% in recruitment costs by having a strong EVP - Employee Value Proposition. On other words, people want to work for a company with a good reputation; employers don’t have to spend a great amount of time and resources (personnel/adds/outreach) to attract and retain talents and it enable a pipeline of talents that otherwise would be very expansive to get and maintain. Nevertheless, the ability to attract and retain talent in such a competitive business world may be critical for survival. In addition, the survey points out three cornerstones to built a strong EVP: trust, flexibility and values. Suppliers – Ben W. Heineman, GE’s former senior vice-president for law and public affairs and author of the book “High Performance with High Integrity” points out the fundamental and ever increasing role of ethics on every single negotiation in a global market. For instance, international power houses such as GE manage different ethical challenges to select their suppliers and manage the relationship with their suppliers. many times investing to develop suppliers who will follow the corporation ethical guidelines. There is too much at stake to risk a bad reputation for having business with unethical suppliers. On the other hand, by working with partners they can trust leads to lower contractual hazard and loyalty, what can be a great differentiator in periods of shortage of resources. How to build Corporate Reputation Though reputation takes years to be established, it can be ruined in an instant. To build a solid company reputation actions and behaviors must be aligned with the company’s mission (purpose and promises) and values. Decisions that can influence the company’s reputation must be discussed at the board level but also it need to be managed as everyone’s responsibility. Corporate Leadership Council, Employee Value Proposition, 2008Heineman, Ben W. “High Performance with High Integrity” Harvard Business Press, June, 2008
- Posted Sep 16, 2010 11:32am EDT by Aaron Task in Products and Trends, Banking, Mobile Related: KO, AAPL, BP, GS, C, HPQ, XLFBrand consultant Interbrand is out with its annual top 100 "Best Global Brands" ranking, with Coca-Cola topping the list for the eleventh straight year."They are ruthlessly consistent in the way they deliver their brand," says Jez Frampton, group CEO at Interbrand. "They are a fantastic case study about how to do it properly. "On the other hand, BP could be a case study in what not to do when it comes to managing a brand. In the wake of the Gulf spill, BP fell out of the top 100 rankings after being on the list for nine years.". "We all know how they handled the tactical issues around the spill itself. What they really haven't given us is a clear view to where BP is going in the longer term," Frampton says. "How would you feel right now as a BP employee? Companies are only as good as the people that work for them. Giving a clear vision to people inside and out is very important to them right now."
- In contrast to BP, Toyota was able to better manage its recall scandal, he notes, although the carmaker did drop to number 11 in the rankings vs. number 8 in 2009. (Click here for information on Interbrand's methodology.)In the accompanying clip, Frampton and I discuss these and other trends in the brand ranking, including:Tech Rules: Technology firms -- IBM, Microsoft, Google, Intel, Nokia and HP -- comprise six of the top 10 global brands. Apple is "only" number 17, which seems low given its mindshare (and growing market share). But Apple is the "fastest-grower in terms of brand value" among the Top 100 firms, and should continue to rise in the years ahead, Frampton predicts; barring any issues with iconic CEO Steve Jobs, that is. Yahoo! made the list at No. 66, ahead of names like Porsche and Gap.Financial Follies: The credit crisis and its aftermath -- big bailouts and big bonuses -- did great damage to the brand value of firms like Citigroup and UBS, Frampton says. Amazingly, Goldman Sachs' actually moved up in the top 100 rankings (to number 37 vs. 38 in 2009) despite all the negative press it received last year. "Brands take time to react," Frampton says. "This has certainly affected Goldman's reputation and its brand. How this plays out in the future will depend largely on them. They have an opportunity to take a much stronger lead in the rebuilding of the financial services market." Watch the accompanying video for Frampton's predictions on which emerging market-based companies are most likely to make the list in the future, how HP's brand looks after the scandalous departure of Mark Hurd and which company was the biggest surprise in this year's top 100.___ Follow Yahoo! Finance on Twitter; become a fan on Facebook
- O que a suaempresarepresenta?VocêconheceosValores e Cultura de suaempresa?Quemsãoseuscompetidores? São osquevocêachaquedeveriam ser?Vocêestáatraindo o tipocerto de talentos?Vocêestáajudando a desenvolverostalentos de suaempresa?Qual o seu “gut feeling?”Quemgerencia – HR or Marketing?