That’s a tough question to answer in a single 30-minute radio show. But this week’s #TChat guest came well prepared. China Gorman, CEO of Great Place to Work Institute, has been crunching numbers to create the 2014 best employers list — and her perspective reflects a lifetime of leadership and HR expertise.
• The 100 Best consistently perform 2x better financially than the stock market average • The 100 Best experience up to 65% less voluntary turnover than competitors • Companies returning to this year’s list saw unprecedented growth in 2013.
But even as China shared these facts, back-to-back tweets appeared on the Twitter stream. The first from #TChat regular, Donna Rogers:
In a follow-up book, How the Mighty Fall, Jim Collins (the author) revisited 11 of the 60 companies he had previously profiled as winners. These once “great companies” had stumbled for multiple reasons — from hubris, to overreach, to denial.
The sobering conclusion? Unless fallen companies return to the fundamentals that made them great, death is inevitable.
Two Implications for “Great” Employers Everywhere
1) Greatness can fade fast. Poor decision-making, heavy-handed micro-management, bad expansion bets, products that fail, fluctuating global economics, government regulation (or lack thereof) — many factors conspire to “kill” even the best companies. But the quickest road to ruin comes when organizations lose talent to competitors because employees lose “love” for what they do, who they do it with, and why they’re doing it.
2) Perpetual salvation requires rigorous work. The work that makes companies shine — a focused, flexible business model, a compelling value proposition, a workforce that feels fairly recognized and rewarded – is the same work that keeps them moving forward through peaks and valleys. Business is a non-stop gauntlet of no guarantees — and it never gets any easier.
So, what have we learned? Great is good, if you can get it. But good can also be great, if that’s where longevity lives.
#TChat Week-In-Review: Lessons From Great Workplaces
#TChat Twitter: Immediately following the radio show, Meghan, China and I joined the TalentCulture community on the #TChat Twitter stream for a dynamic open conversation, centered on 5 related questions. See highlights in the Storify slideshow below:
#TChat Insights: “Best” Employers: What Makes Them Work?
GRATITUDE: Thanks again to China Gorman for sharing your perspectives of effective workplace environments. We value your time, your expertise and your commitment to the TalentCulture community!
NOTE TO BLOGGERS: Did this week’s events prompt you to write about workplace culture issues? We welcome your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
https://talentculture.com/wp-content/uploads/2014/01/800px-Tightrope_walking.jpg351700Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2014-01-23 17:41:072020-05-27 16:59:14Workplace Greatness: No Guarantees #TChat Recap
We already know that social media is extremely powerful for business communication. Essentially, anyone with an internet connection has the potential to cultivate and grow a brand. Corporate brand, product brand, personal brand, employer brand — the possibilities are limitless.
It’s as easy as flipping on a light switch! Well maybe not that easy, but social channels have blown traditional media out of the water, and there’s no going back.
Of course, with its potential to drive brand development, social proliferation can also have a huge impact on talent acquisition and retention. How does that work? The idea in leveraging social media to grow a brand is through a fan base that we call “brand ambassadors.” Collectively, your ambassador group functions like a marketing and promotional team that amplifies the message for whatever it is that you’re trying to sell — products, services, yourself or your organization.
Employer Brand Ambassadors: What’s the Challenge?
If you’re an employer, which audience should be your biggest, most important source of brand ambassadors? Customers? Industry thought leaders? Local media outlets? Nope — it’s your employees. But do organizations currently view employees this way? Based on my experience in working with HR executives, I struggle to say yes.
We know that social media instantly connects you with the online world, and the most effective way to grow an employer brand is through social media channels — Facebook, Twitter, Google Plus, LinkedIn, blogs, Instagram, Pinterest — the list goes on. So ideally, if employees are your prime brand ambassadors, and social media is the best way to grow your brand, you should be able to say that, when your employees interact with others on social channels, they’re effectively promoting your organization as a great place to work.
Are you confident making that claim? Unfortunately for most employers, the answer seems to be NO!
My key prediction is a tad bold, but here goes: I think that organizations are ready to give their employees the right tools, so they can easily represent the company as brand ambassadors on social media. In other words, employers will actively explore and implement cloud-based solutions that make it simple for employees to curate and share high-quality, on-brand content with their connections.
Why Does This Shift Matter?
The biggest barrier organizations face when integrating social media across business functions is the inability to ensure a consistent, coherent brand message and voice. It’s about mitigating risk and ensuring that employee social media activity creates a net positive impact, and doesn’t result in PR fiascos. (Case in point: HMV employees react to firing on Twitter.)
Organizations that figure out how to remove these barriers so employees can comfortably operate as employer brand ambassadors will see huge gains in all facets of their business. Think about it — if your company has 500 employees, and each employee has an average social media network of 300 people, that’s a direct network of 150,000. All of these 150,000 connections have a network of their own, so before you know it, you’re reaching millions — all because you enabled your inner circle.
Mark my words: 2014 will be a watershed year of “employee enablement.” Organizations will gain momentum by creating and supporting brand ambassadors who come from within their ranks.
There are very few players in this space, but watch for momentum in the year ahead. You’ll want to look at platforms like PostBeyond, Jostle and EveryoneSocial to see how they help organizations support employees as brand ambassadors. Fasten your seat belts ladies and gentlemen, 2014 is going to be a milestone year for social HR business tools!
(Editor’s Note: To discuss World of Work topics like this with others in the TalentCulture community, join our online #TChat Events every Wednesday, from 6:30-8pm ET. Everyone is welcome at events, or join our ongoing Twitter conversation anytime. Learn more…)
https://talentculture.com/wp-content/uploads/2013/12/tree-200795.jpg349700Jeff Waldmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngJeff Waldman2013-12-19 15:39:312020-05-27 16:45:462014: Year of the Social Employer Brand Ambassador
(Editor’s Note: See #TChat highlights and resource links at the end of this post.)
Building Brand Advocates One Job Opening At A Time
What is candidate experience, anyway? Of course, it starts long before a potential employee ever arrives for an interview. In fact, some #TChat-ters say it’s smart to think of it as an ongoing brand experience that begins the moment an individual envisions a future with your organization, and continues throughout the recruitment process, and beyond.
Smart employers consider all the touch points in that process, not just the tone and content of a job description. Every interaction helps shape a candidate’s impression — from the way a company website portrays its workforce, and the way it engages with employees on social media, to the pace and flow of ongoing communication with applicants. No detail should be overlooked.
Why do details count? Because, according to our guests (and the 2013 Candidate Experience Survey Results), these factors make a lasting impression on job seekers. And cumulative impressions can determine a brand’s destiny.
Early results from nearly 50,000 former job candidates confirms what common sense tells us. Once candidates develop a perception of an organization, they’ll share their thoughts with others. And that word-of-mouth behavior can have a measurable impact on your business — for better or worse.
Roadmap For Improvement
Early next year, The Talent Board will publish a detailed survey report to help employers make meaningful changes to their candidate experience. But in the meantime, here are some self assessment questions:
• Have you walked a mile in your candidate’s shoes? (And documented that walk?)
• What kind of first impression does your company project?
• Do you acknowledge job seekers when they apply or submit a resume?
• What proportion of inquiries are completely ignored?
• Is information about your company culture available, accurate and complete?
• Are your employees empowered as brand ambassadors?
These actions leave a lasting positive impression – even when candidates aren’t hired. Even when they’ve invested significant time and energy to conduct company research, customize a resume, apply for the position, prepare for and participate in interviews, and follow-up with hiring managers.
Of course, word now travels incredibly fast on social channels. And with organizations like The Talent Board paying close attention, the voice of the candidate is getting louder all the time.
So, if you care about influencing the way your organization is perceived by candidates, consider the resources and highlights from this week’s #TChat conversation, below. Thanks to everyone who contributed opinions and ideas. This is how we can move the meter in a positive direction!
#TChat Twitter: Immediately following the radio show, Meghan, Kevin, Elaine and Gerry joined the TalentCulture community on the #TChat Twitter stream, for an open crowdsourcing conversation centered on 5 related questions. See highlights in the Storify slideshow below:
GRATITUDE: Thanks again to Elaine Orler andGerry Crispinfor sharing your perspectives on candidate experience trends and implications. We value your time and expertise!
NOTE TO BLOGGERS: Did this week’s events prompt you to write about how companies can offer a more effective job candidate experience? We welcome your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
Recruiting consultant Michael Marlatt says the staggering pace of mobile adoption shouldn’t surprise us, because mobile devices offer a very personal connection. “It’s one of three things we carry. We never leave home without it. It’s the keys, the wallet or purse, and the mobile device.”
Mobile Hiring: Moving Beyond First Impressions
In this landscape, it makes sense for employers to offer mobile-optimized career sites and application management processes. Mobile-friendly recruitment enhances the candidate experience and gives employers a competitive edge in the quest to find top talent.
What happens after a candidate is selected? In the critical timeframe between recruitment and onboarding, how can organizations leverage mobile tools to streamline hiring steps? And along the way, how can mobile engagement continue to solidify an employer’s relationship with new recruits?
Ignoring those questions can have costly consequences — for both employer brands and employee retention. So this week, our community expanded the recruiting discussion to look at how mobile technology can transform the entire transition from candidate to employee. To guide our conversation, we invited two experts in hiring process innovation:
Why is mobile increasingly vital for the hiring process? As Kyle recently noted, 22% of U.S. turnover occurs within 45 days of employment. If organizations aren’t fast and efficient at bringing new hires up to speed, they’re at risk of adding to those statistics. And with the average cost of turnover at about 20% of an employee’s salary, failure at this stage can have a significant impact on the bottom line.
So, how can HR organizations leverage the immediacy and reach of mobile to make the entire hiring process more efficient and effective? For wisdom from the crowd, check the resource links and highlights from this week’s events, below. Thanks to everyone who contributed ideas and opinions!
#TChat Week-In-Review: Mobile + Hiring = Good Match?
#TChat Twitter: Immediately following the radio show, Meghan, Kevin and guests joined the entire TalentCulture community on the #TChat Twitter stream, as I moderated an open conversation that centered on 5 related questions. For highlights, see the Storify slideshow below:
#TChat Insights: Mobile Hiring — HR Evolution or Revolution?
GRATITUDE: Thanks again to Todd Owensand Kyle Lagunas for sharing your perspectives on the increasingly vital role of mobile strategies throughout the employment lifecycle. We value your time and expertise.
NOTE TO BLOGGERS: Did this week’s events prompt you to write about hiring or mobile workforce issues? We welcome your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
WHAT’S AHEAD: Next week we celebrate “community” in a big way — as we look back on 3 years of #TChat at a very special anniversary double header with Hootsuite VP of Talent, Ambrosia Humphrey.
https://talentculture.com/wp-content/uploads/2013/11/abstract-164329_1280.jpg350700Nancy Rubinhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngNancy Rubin2013-11-15 09:40:342020-05-27 16:31:13Mobile Hiring Hits The Fast Lane #TChat Recap
“The greatest ability in business is to get along with others and influence their actions.” –John Hancock
Wherever you find people, you’ll find influence. The concept is as basic as civilization, itself.
John Hancock understood its importance in business contexts. But as business moves to the digital space, the way we gain, use and respond to influence is shifting into overdrive. How does this digitally-enhanced version of influence affect the way we engage and motivate others across organizations and in the world at-large? And why should it matter to everyone in today’s workplace? These questions were top-of-mind this week at #TChat Events, as the TalentCulture community welcomed two influence experts:
(Editor’s Note: See #TChat Twitter slideshow and resource links at the end of this post.)
Defining Social Influence
What is a “social influencer” anyway? If a static persona accumulates social media followers, is that enough? Or is it about behavior that attract the attention and interest of professional peers? Is it when your presence (or absence) affects the nature and flow of conversations on social channels? Or is it when you write blog posts that draw an extraordinary number of readers and comments?
Of course, it can involve all of these elements and more. Effective influencers use social tools as a means to an end. It’s not just about building an audience. It’s about engaging and interacting with people in ways that leave them enthused, passionate, and eager to tell others about that experience. As word spreads about influencers, word also spreads about their company, product or service.
Social Influence In Action
Take a look at some of today’s most prominent business influencers — people like Richard Branson and Arianna Huffington. They really put the “social” in social media. Unlike “image-first” personalities like the Gagas and Biebers of the world — social influencers invest in real community connections and conversations.
It’s smart to focus first on quality rather than quantity. (What would you prefer — 100 engaged industry peers, or 100,000 random followers, who may not even care about you or what you represent? Where can you add value, and get value in return? I would pick 100 targeted connections with whom I can have purposeful interactions. If those interactions create a gravitational pull that expands my sphere of influence, then I’ve done something right. As someone mentioned last night at #TChat — don’t be mislead into thinking that it’s a quick process.
Why Should We Care?
I think of social influencers as “go-to” resources. When I want advice or inspiration, I turn to my network. These are trusted professionals, and use their influence for broader purposes than self-promotion. They build relationships based on integrity, transparency, vulnerability and humor — all the best traits we look for in humans. No doubt that’s why TalentCulture CEO, Meghan Biro, encourages everyone to “live your brand.” It’s the most unique, powerful asset any of us can offer.
Social media is an extraordinary tool that helps us establish immediate connections with business leaders, employees, customers, stakeholders and others. It can provide companies with valuable insight about market perceptions. It can be a powerful force that shapes business brands, cultures and communities — if organization are willing to show up, listen and participate. This is where leaders can make a difference. Committing to an active social presence is the first step toward empowering employees and customers as brand ambassadors. There’s nothing to lose, and everything to gain.
#TChat Week-In-Review: Social Influence as a Competitive Advantage
#TChat Twitter: Immediately following the radio show, Meghan, Kevin and guests joined the entire TalentCulture ommunity on the #TChat Twitter stream for an open conversation focused on 5 key questions. For highlights, check the Storify slideshow below:
#TChat Insights: Competitive Advantage of Social Influence
GRATITUDE: Thanks again to Mark Willaman and Mark Fidelman for sharing your insights on the evolving meaning and importance of influence in the social era. Your knowledge and experience are invaluable to our community.
NOTE TO BLOGGERS: Did this week’s events prompt you to write about influence-related issues or opportunities? We welcome your thoughts. Post a link on Twitter (include #TChat or @TalentCulture), or insert a comment below, and we’ll pass it along.
WHAT’S AHEAD: Next week, we take a closer look at how the social/mobile/cloud revolution is redefining the entire hiring process. So save the date (November 13) for another powerful #TChat double-header!
https://talentculture.com/wp-content/uploads/2013/11/32964_2936.jpg350700Chantal Bechervaisehttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngChantal Bechervaise2013-11-08 06:41:322020-05-27 16:30:12Can You Hear Me Now? Influence Goes Social #TChat Recap
Late last year, I had an eye-opening experience while visiting a high-tech industry client.
Their office space is very cool. At first glance, it’s exactly what we expect from organizations with edgy, innovative brand personalities. But on second thought, something seemed to be missing.
The design is full-on open concept — rows of modular worktables, very low partitions, no private offices. As I looked across this vast bullpen, I couldn’t help wondering how people find a useful corner for a private one-on-one conversation, a quick team huddle, or an escape from distractions when it’s time to concentrate and actually get things done. This just doesn’t feel like a fully functioning workplace, where people can be productive throughout the day.
What’s Wrong With This Engagement Picture?
Of course, there’s a large, sunny cafeteria and a designated gaming area, complete with foosball table. That clearly helps seal the deal with new recruits, right? Well, perhaps I’m a bit jaded, but something about this hip, techie environment seems more like the year 2000 to me, when business managers decided that in-house cafes and communal work areas were the recipe for a happy, high-performance workforce.
Even now, part of me remains unconvinced. Why?
As a talent strategist, I work with many organizations whose primary staffing requirements focus on “thinking” jobs in the software development realm. Top performers in these positions typically want and need time, space, peace and quiet to perform well.
Sure, they collaborate with team members. And they love games and free coffee, soda and popcorn — who doesn’t? But these perks aren’t some sort of “secret sauce” that produces employee engagement. Employers may hope that games, food and wide open spaces guarantee happy, productive employees, but that’s not how it works.
Engagement is forged with different tools — trust, loyalty, open communication, clearly-articulated goals and expectations, shared values and well-understood reward systems. It really isn’t about how the office is designed, or how many toys you offer as distractions. It’s about treating employees as humans who are worthy of respect.
When companies like the one I visited tell me that their workplace culture and trendy furniture build employee engagement, I try to help them see that they’re focusing on the wrong part of the equation. They’re focusing on what, not why. The “what” can reveal a lot about a company, but it’s the “why” that tells you it’s a good company to work with.
5 Employee Questions Every Company Should Answer
What factors contribute to the “why” of employee engagement? Here are the top 5 questions I ask business and HR leaders to answer. They’re intentionally written from an employee’s point-of-view. If you answer honestly, your organization’s engagement strengths and weaknesses should become more clear:
1) “Why am I here?” How can you expect an employee to “get it” if you don’t communicate a shared sense of mission, vision and goals? Tell people why you want them to work at your company, and why you think they’ll succeed. Then you can focus on how they can achieve those goals.
2) “Why should I trust your leadership?” Open communication builds trust, which is essential to engagement. Respect is essential to mutual trust, which also contributes to engagement. Clear, open communication matters. But follow-up matters, too. Do you lead by example? Are your words consistent with your actions? The stronger the alignment, the stronger the trust.
3) “Why should I be loyal to your company?” Engaged employees know why they’re loyal – they are treated with respect. Companies that focus first on procedural activities, such as time tracking, will never see strong workforce productivity or engagement. Demonstrate your commitment and trust in employees, and they’ll respond in kind.
4) “Why don’t you communicate your company values?” Fail to show employees why core values matter, and you might as well forget about engagement. Even worse, if you talk about values and then behave in a vastly different way, you’ll telegraph just how little management actually embraces those values. Explain why a value system is important to you, and the what — the actual list of values — will follow.
5) “Why aren’t you clear about the rewards of working here?” Even in this enlightened era, surprisingly few companies are open about their approach to compensation. Yet, employees want to know what to expect in return for their contributions. You have nothing to lose by being clear and open about your reward system — including everything from pay and benefits, to vacation and bonuses, to development opportunities and career paths. Explain the why and what of your reward structure, and people will sign-on. But of course, the proof is in the pudding. It’s essential to be clear, consistent and unambiguous in creating and sharing rewards, or engagement will go out the window.
Winning Hearts And Minds: Put “Why” Before “What”
Innovative workspaces certainly have a place in the engagement mix. But that’s not the whole package. If your employees can’t answer the five questions above, all the cool workplace culture in the universe will not make a difference. First focus on the “whys” of working for your company, and you’ll win hearts and minds — regardless of what desk, chair or computer equipment you offer.
What are your thoughts about the “whys” of employee engagement? Let me know. I’m listening…
(Editor’s Note: This is adapted from a post at Forbes.com, with permission.)
https://talentculture.com/wp-content/uploads/2013/10/5614813544_b480316fcd_b.jpg350700Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2013-10-31 12:10:572020-05-27 16:29:07Want Engaged Employees? Tell Them Why
If It Looks Like Marketing And Sounds Like Marketing, Is It?
As Kevin W. Grossman says, “Fact is, first impressions truly do make a difference. The recruiting process contributes greatly to employee engagement, productivity, retention and improved employment brand. And getting it right from the beginning makes all the difference in the end.”
Of course, this increasing interdependence between marketing and HR functions raises some challenging questions about roles, responsibilities and best practices. That’s why we’re tackling this topic at #TChat events on Wednesday, September 4th.
David Bernstein and Chris Fields join hosts, Meghan M. Biro and Kevin W. Grossman to discuss what it takes to drive recruiting like a marketing professional — and why it make sense for marketing and HR professionals to work in alignment. Listen LIVE and dial-in with your questions and input!
Immediately following the radio show, we’ll move the discussion to the #TChat Twitter stream, where HR marketing expert Cyndy Trivella will moderate an open chat with the entire TalentCulture community. Anyone with a Twitter account is invited to participate, as we address these questions:
Q1: Why don’t recruiters market companies more accurately? Q2: What should companies measure to align recruiting with talent retention? Q3: Do you think most job titles & descriptions are deceiving? Q4: Should employment branding be a function of marketing or HR? Q5: How can technology better support recruitment marketing and HR analysis?
It’s creepy, this shadow employer and personal brand combo world.
A company that you can set up with as little as $600, with no proper identification, one that you can then rent a board and faux investors for, creating a shell company that you can run, anonymously, and sell whatever products and services you want — without paying corporate taxes in the United States — the proverbial offshore tax shelter we hear about in Belize or Seychelles or Cyprus or the Cayman Islands that we loathe yet secretly envy, without legal repercussions unless you’re investigated and subpoenaed by the very country that allows, some would argue encourages, these kinds of shady yet perfectly legal business entities.
Breathe — wait for it — the United States of America. According to a recent report from NPR Planet Money and a New York Times editorial by Adam Davidson, the United States is the easiest place to set up a shadow company, with at least four states requiring no proper identification at all, which is against international law established by the United States and Europe.
This isn’t a political indictment per se; this is an unfortunate reality check that the best of business brands will do anything it can to play an overly complex and outdated tax and regulatory system, as opposed to transforming the economic climate into a more transparent interaction that improves global commerce and job creation.
But as I wrote last week, if it wasn’t for those pesky, messy, meddling humans, the world of work would actually work flawlessly. We’d work together happily and collaboratively, without deceit, harassment or discrimination. We’d all be accountable and personally responsible and have each other’s backs, we’d have reciprocal respect with our leaders, and reality TV would not be a reality.
However, that’s not our reality, although we spend an awful lot of progressive thought leadership time focused on enlightened and aligned personal and employer brands. Not a bad thing, mind you — but is being a maligned employment brand all that bad, especially if you’re legitimately conducting business via offshore accounts instead of being what’s called a “shelf company,” which is nothing more than a name and a URL sitting on a shelf to protect money transactions later?
If you’re employing folks who would otherwise not be employed, who you’re paying so in turn they’re keeping shelter over head and food on the table, and maybe even paying them under the table so even they’re skirting taxation, their personal brands will somewhat align with their employers’ because basic needs are satiated. Yes, it helps if they’re okay with the work they do too, but even then we forgo much happiness and ethical considerations when survival is critical.
Sorry to bring you down, kids, but the international community could do much to alleviate these shadow woes, again improving our progressive goals of ever-enlightened and aligned employer and personal brands while improving the way we conduct business and our global economic practices. That dirty little tango secret starts with us.
Speaking of us, all of us, thank you for joining the TalentCulture #TChat conversation yesterday. As usual, your tweets were smart and inspired. Following is a slide show of Top 20 Tweet Tango. We’ll see you next week!
Companies spend a huge chunk of time, marketing investment and human capital in building a brand. For people building personal brands the investment ratios might be different, but for both employer and individual, brand is an asset, a form of intellectual capital. In the HR, talent management and leadership realm we often are first to see fault lines emerging between employers and employees, and what’s becoming apparent is the possibility for conflict between employer and personal brands.
Before it happens — before employers feel cheated by employees building personal brands on the clock, before employers lose followers to employees who feel their brand is more important than the company’s, and before employees feel coerced into the role of brand advocate — it’s time to have an adult discussion about how to create an environment where employer and personal brands can coexist and complement each other.
This week, the TalentCulture community will explore the boundaries separating and areas of overlap between employer and personal brands. We’ll review the essence of employer brand and propose best–practices for promoting and protecting employer brands. As well, we’ll look at how technology has changed the landscape for employee and employer brands alike.
I often don’t think it’s hard to determine when employer brand trumps personal brand, but for some it’s an open question, so we’ll add that to the discussion. My goal is to unearth insight into how personal and employer brands can coexist to mutual benefit. It’s possible, too, that a toxic workplace may be revealed by employees active in social media, so we’ll discuss strategies for identifying bad vibes and containing the damage (and learning from the experience.)
Let’s build our brands! It’s fun.
Here are this week’s questions for the #TChat forum:
Q1: What is the essence of an employer brand?
Q2: How have innovations in technologies altered employees’ relationships with their employers’ brands?
Q3: Which needs the other more, employee personal brands or the employer brand? Why?
Q4: What does it look like when employers’ brands exist dynamically & positively with employees’ personal brands?
Q5: How can leadership right an employer brand when employees’ personal brands reveal a toxic workplace culture?
We’re happy and honored to have Susan leading the #TChat tweets on Wednesday, Aug. 29, from 7-8pm ET (6-7pm CT, 4-5pm PT, or wherever you are), to talk shop with us about employer brands and personal brands doing the tango.
If you ride in on your white unicorn shooting trust arrows and sprinkling culture glitter, are you the magical Chief Culture Officer?
Probably not — someone will call security or dial 911, and you’ll be hauled away quicker than most of your management colleagues can tell you how poorly you’ve been collaborating and knowledge-sharing, both of which contribute to quality workplace cultures.
And, unfortunately, that means HR folks are the not-so-magical professionals in whom management folks usually place responsibility for cultural onboarding – from recruiting, to hiring. to training, to retaining. And yet, according to a recent study by global business consultants The Hackett Group, 79% of executives were dissatisfied with HR’s collaboration and knowledge-sharing.
That was just one of many criticisms of HR, the best of the worst coming from recruiting colleagues who said their HR leaders were kinda okay, but not really. What surprises me about all of this is that organizations have decimated the people management and development budgets of the past five years, with little or no support being given to the growing number of progressive HR leaders and other executives who actually want to better facilitate cultures of trust, sharing, collaboration and learning (sans the unicorn, arrows and glitter).
Most of us in talent acquisition and management know that culture and trust fuel productivity, retention and unified business growth. And even if you don’t buy the culture line, if I don’t have anything beyond short-term affinity, then productivity will wane quickly, killing business growth.
Think about organizations today — the greater cultural ecosystem of the business is made up of full-time employees, part-time employees, flex-time employees, temporary employees, contractors, vendors, service providers, alumni, new applicants — and let’s not forget the customers. This morning on Facebook my friend Bryan Wempen, from DriveThruHR, wrote:
Just pointing out that social networking is powerful; the two way conversation is happening WITH or without you corporate america. American Airlines did a great job today being in the conversation, very nice. I always try to balance my bitchin’ and compliments about 20/80 if possible. Just kidding….LOL
Kidding aside he then shared the Twitter exchange between himself and American Airlines. Today businesses are big, messy melting pots of talent communities that spill over onto one another constantly — true talent communities in every sense of the words, offering professionals and organizations the ability to connect, communicate and collaborate.
All three activities take place not just around employer brands for the sake of branding and marketing, but also around customer service exchanges, relevant learning and developing opportunities for an organization’s entire cultural ecosystem. The bulk of it helps to elevate the 21st-century value of long-tail engagement, learning and all different kinds of growth — again, with cultures of trust fueling productivity, retention and unified business growth.
Let’s give back the tools, resources, the quivers of arrows and, yes, the glitter to the Chief Culture Officers, HR, executive management and anybody and everybody who executes on cultures of trust and fuels team-slash-work learning and loyalty. Again, thank you, Matt Monge, for your guest moderation of this important topic on #TChat. Already, we can barely wait for next week’s #TChat World of Work. Check out the slideshow below of your tweets from yesterday. Did you miss the preview? Go here.
#TCHAT RECAP: THE CHIEF CULTURE OFFICER, ONBOARDING & BEYOND
Storified by TalentCulture · Wed, Aug 15 2012 17:37:58
Snapshot of the #Tchat talk about the CCO today, via @SayZu @MattMonge @MeghanMBiro @Grant27 http://pic.twitter.com/m4tj2XMKAvi Lambert
RT @TalentCulture: .@MattMonge is moderating #TChat today at 7pmET – Who’s excited?! http://pic.twitter.com/i2gkLWyI Preview: http://su.pr/AG6XnVCathryn Perfetti
Q1: What is a Chief Culture Officer? Do they exist? If so, what is their role & why? #tchatMatt Monge
A1: CEO is de facto CCO if nobody else is appointed. Prob spreads that job too thin and disservice to org. #TChatTom Bolt
A1: It must be an incognito role meshed w/ HR Business Partner, etc. I’d like to see that advertised though! #tchatPlatinum Resource
A1 I think the CCO has to exist somewhere in the middle of HR and the C-Suite- The role cannot exclusively belong to one or the other #TChatJanine Truitt
A1 Manage message, inside/out; deep understanding of business mission, product and people; overlay on policy, assure consistency. #TChatMary E. Wright
A1: CEO of Evernote, @plibin says culture is directly tied into how the product is made and used internally #TChatSean Charles
A1 Every company has a CCO but does not necessarily go by that title. #TChatRedge
A1: The CCO bridges creative, IT and finance : the role is a master of finding patterns in the chaos of fast and slow culture #TchatAvi Lambert
A1: A CCO would be somewhat useless without a CEO/Founders and Leaders that embodies the principles/values/etc #tchatGeorge LaRocque
A1: The CCO has to be someone with power and influence. #TchatRobert Rojo
A1. Every employee should also work to keep a positive culture. #TChatInsperity Jobs
#TChat A1: Love what u r doing here. My version of CCO concentrates on culture outside the corp. U r working on culture inside? Combine em?Grant McCracken
A1 Think Google does have a CCO – responsible for various employee-centered programs. #TchatMarla Gottschalk PhD
A1: Jim Senegal, CEO of Costco. Excellent example of CEO and CCO. #TchatCatherine Chambers
Q1: What is a Chief Culture Officer? A1: A person who drives and owns the culture of an organisation, combo of HR and IC #tchatAdobe Careers APAC
A1 Culture is driven from the top – shared values. Positive or negative, it starts with the CEO #tchatMargaret Ruvoldt
A1. Hopefully someone who takes the time to listen to employees at all levels to determine what culture track would work for the co #tchatAshley Lauren Perez
A1: Where there’s culture, there’s someone “chief”ly responsible for it; CCO exists everywhere, officially or not. #TChatBrent Skinner
YOU are the Chief Culture Officer behind everything you say online & off. Take responsibility for your words & actions #tchat a1Garick Chan
a1. Couldn’t anyone in the org be the Cheif Culture Officer? #Tchat #JustSayingDave Ryan, SPHR
A1: Ideally, CCO responsibilities should be shared by all within an org. More of a behaviour than a position. #tchatCatherine Chambers
A1 Judging by the gross injustices that go on in orgs there should be many more CCO’s to make sure orgs are doing right by their EE’s #TChatJanine Truitt
A1: Chief Culture Officer is responsible for setting tone, behaviors and attitudes for the organization #TChatSean Charles
A1. CCO makes sure your cultural “fabric” is strong and helps the company’s culture shift with change. #tchatAshley Lauren Perez
A1. Agreed, the CEO should definitely be the culture champion of the company. #TChatInsperity Jobs
A1 Instigator, facilitator and regulator of the living ecosystem of values, beliefs & behaviours we call org culture #tchatSalima Nathoo
A1: Whilst CCO sounds like the top of the tree; ultimately everyone in an org is a Chief Culture Officer #tchatMelissa Bowden
A1: Culture starts with the CEO/Founders – whether they like it or not. IMO culture should be a concern for leaders in a company #tchatGeorge LaRocque
A1: The individual or collective responsible for recruiting, hiring and retaining, baby. Could be C, VP or D. But better be. #tchatKevin W. Grossman
A1: Chief Culture Officer as a “Vulnerable Visionary” or no? We are still defining! Exciting. #leadership #TChatMeghan M. Biro
A1: CCO do exist, in larger orgs, generally they are the CEO who sets the culture who is the source. #tchatJen Olney
A1. Yes they do exist, I wished more companies realized their importance though. I just spoke to a friend who dealt with bad culture. #tchatAshley Lauren Perez
A1: The culture is set by the person at the top. #tchatRob McGahen
A1: Head of HR should be CCO w/ or w/o that title. Culture is the means by which talent gets business results. #tchatJon Tveten
A1: I think the CEO is the Chief Culture Officer #TChatChina Gorman
Here’s Q2! How should the CCO facilitate and maintain employee connections, communications & collaborations from day 1? #tchatMatt Monge
A2 Think of what you want to say then what you actually tweet. Now apply the same rule to your site. #TChatRedge
A2: On Day One, #leadbyexample loudly & appropriately. Then, engage with & exercise respect for org’s employees. #TChatBrent Skinner
A2: Ensuring that employees feel like their contributions count #tchatAdobe Careers APAC
A2. CCOs should welcome employees that speak up and challenge things. Be willing to consider a change for the better. #tchatAshley Lauren Perez
A2 Culture is multi-dimensional – not always healthy. CCO would have a challenging role. #TchatMarla Gottschalk PhD
A2 There needs to be a directive that the CCO is to report any red flags in the culture no matter what. No politics or smoke screens. #TChatJanine Truitt
A2 I can teach you anything, except culture fit. Find employees who share your values and passion. #tchatMargaret Ruvoldt
A2: Leadership that is open, engaged, passionate, interested, and available will spread culture like wildfire. #tchatMark Salke
A2: Measure and communicate the impact of engagement. Make sure people know how their input has influenced outcomes. #tchatCatherine Chambers
A2 Part of the job might be monitoring the culture for changes in culture “momentum”. #TchatMarla Gottschalk PhD
A2. Hire people that are passionate about your company, culture, and/or product/service. They’ll MAKE and RETAIN positive environment #tchatAshley Lauren Perez
#Tchat A2 Combine social listening with cultural buy-in from the C-Suite 2 enable employees to be social, and respond authentically @Grant27Avi Lambert
A2 CCO’s would support the intended vision& be sure that HR can bring in new employees that would meld with the “vibe”. #TchatMarla Gottschalk PhD
A2 Be present, engage directly (walk & talk), meetings, news letters, web site #TChatRedge
A2. Stick to what you say: vision and mission. Its frustrating and confusing when a co says one thing and then does something else. #tchatAshley Lauren Perez
A2 Hold “real” town halls with the EE’s that are designed to elicit info about the state of affairs in the org. Then take action! #TChatJanine Truitt
A2 Speak with a genuine and original voice. G. Stein praised community with a “There” to it. CCO comm foster community build. #TChatMary E. Wright
A2: Lead by example, actively engage everyday and reward positive behaviors #TChatSean Charles
A2-by deeply understanding the organization and it’s contributors. that, and by being brilliant. #TChatFrank Zupan
A2 I believe the “founder” / top leaders persona and work ethic are integral to the culture – Welch, Gates, Jobs #TChat .Redge
A2: Culture is chiseled out of raw marble of peoples’ collective ambition, innovation and communication. #TChatTom Bolt
A2 Transparency in communicating. Let people make mistakes. Listen, listen, listen. #tchatMargaret Ruvoldt
A2: Facilitate employee engagement – doesn’t need to be formal, informal groups and interactions work best and probably better #tchatJen Olney
@MattMonge A2: Ask for feedback. It is all about communication and it goes both ways. Oh and LISTEN #TChatLori King
A2. Absolutely a day 1 strategy. Can be very to chg cultures (esp bad 2 better). Start right foot is key. #TChatJeremy Schmidt
A2: CCO is the silo buster! Using mission/customer as the tie that binds across functions & promoting collaboration on their behalf #tchatJon Tveten
A2 A holistic onboarding program focused on engaging, aligning & socializing new EEs #tchatcfactor Works Inc.
A2 Promote an environment where communication is wide open. Nothing kills morale more quickly than fear of saying what you know. #tchatMark Salke
A2. I also am a big believer in participative leadership style- it really opens up two-way communication #tchatAshley Lauren Perez
@MattMonge A2: Be out there. Engage. Open dialogue. Take feedback! Make things happen. #tchatChristoph Trappe
A2 Mantra: How does this communication express the culture and affect the brand. #TChatMary E. Wright
A2 The CCO has to spend a lot of time in the trenches getting to know the EE’s and understanding the culture from their perspective #TChatJanine Truitt
A2 Actions speak louder than words! #TchatDave Ryan, SPHR
A2: By leaving their office, interacting with everyone, asking questions, but more importantly, listening to the answers. #TchatRobert Rojo
A2: keep the conversation going. don’t let the “honeymoon” period end, & keep ppl engaged #tchatPlatinum Resource
A2: I think it’s as simple as communicating through all mediums: email, web, intranet, internet, social media, in person. #tchatMelissa Fairman
A2: Build trust, be genuine, LISTEN, provide structure (but not pressure), eliminate ambiguity, clarify decision making framework. #tchatKatelin Holloway
A2: By actually facilitating emp connections, communications & collaborations from day 1 formally and informally. To know is to do. #tchatKevin W. Grossman
@MattMonge A2: empower their employees and allow them to take ownership #tchatMelissa Bowden
@MattMonge A2-As a brand ambassador its important that culture is clearly defined&communicated 2me so I can convey as spokesperson #tchatEmily Kaufman
A2. CCO = Chief Conversation Officer. Ignite the conversation to influence sustainable behaviour & engagement. Let’s talk people. #tchatSalima Nathoo
#tchat A2 Business leaders should leave their desks and wonder around so they can not only catch people doing things right but also LISTEN!Bruno Coelho
A2 With sincerity. Be honest with yourself about the culture you’ve created. #tchatMargaret Ruvoldt
Q3: Cultural ecosystems of biz = employees, contractors, vendors, service providers, alumni, new applicants. True or False? #tchatMatt Monge
A3) And culture is how founder’s vision stays intact once co grows and he/she deligates control to others #tchatJonathan Kreindler
A3 Agreed. Cant be “directed” Nor constantly in committee. Created internally, by vested, talented ppl managed by smaller grp #TChatMary E. Wright
Makes sense. Then, when u think about it, makes LOTS of sense @MRGottschalk: A3 You can learn a lot about ur culture from a customer. #tchatBrent Skinner
A3) culture is the glue that controls the chaos and ensures everyone is striving for the same goal. #tchatJonathan Kreindler
#Tchat A3 The CCO and the CIO work closely together, so too with the head of HR and the CMO – Culture broadly affects the C-SuiteAvi Lambert
A3 That ecosystem has a hand in promoting your org. If it’s great they’ll champion your company and if not here comes the bad PR #tChatJanine Truitt
@avilambert @grant27 #Tchat, A3: its that inbetweenness that makes the CCO so good at employee engagement. We can speak all the languagesGrant McCracken
#Tchat A3 via @Grant27 ” The CCO’s job is to insinuate cultural knowledge into the CEO’s head.” Advancing social and digital collaborationAvi Lambert
A3: Cultural ecosystem is what you make it. Inspire your EE’s and your culture will spill over to the rest #TChatSean Charles
A3 One of our team goals was to become an employer of choice! Got problems hiring? Need to change o/s perceptions. #TChatRedge
A3) and also customers, advocates, brand champions, and influencers. #TChatFreshTransition
A3: I say True. No organization is completely self-reliant. #tchatMark Salke
#Tchat A3 via @Grant27 the CCO is an innovation agent embedded in the org, engaging slow and fast cultures, mainstream and avant-gardeAvi Lambert
A3 You can learn a lot about your culture from a customer. #TchatMarla Gottschalk PhD
A3 TRUE, I want people who visit in any capacity to wish they worked here! #TChatRedge
A3: Employees, contractors, vendors, service providers, alumni, new applicants all have an impact on the culture. #TchatRobert Rojo
A3 True! Everyone of those stakeholders affect the biz & their exp w/ the org good bad or indifferent can shatter the orgs reputation #tChatJanine Truitt
A3. I hate these T/F answers I always get them wrong (F) #TchatDave Ryan, SPHR
A3: True. Healthy high-performing culture fosters relationships, internal and external, that help get great things done #tchatJon Tveten
A3. True. Each element is important for business survival. #tchatAshley Lauren Perez
A3: T And I would add customers, prospective customers, etc. #tchatGeorge LaRocque
A3: I’m not sure I would include external biz as part of internal cultural ecosystem… #tchatTL Frasqueri-Molina
A3: Customers as well part of the ecosystems – very true. All are connected to culture #tchatJen Olney
A3 Absolutely – all groups contribute to the eco system. #TchatMarla Gottschalk PhD
A3 More true words were never spoken. #tchatMargaret Ruvoldt
A3: Can it be true and false? Culture is stirred up internally (employees) but usually spills out into the environment. #TChatTom Bolt
#tchat A3. Sure there are subcultures around the company’s context. It’s what connects everyone inside that context.Bruno Coelho
A3: True #TchatRobert Rojo
A3. It’s the present & potential. Every connection an organization has with the community is a reflection of culture in some form. #tchatSalima Nathoo
A3: Yes. #TChatTom Bolt
Q4: Who should the CCO report to & why? Who should report to them? #tchatMatt Monge
A4: The CCO reports to *everyone*. #TChatBrent Skinner
A4 The ROI for a CCO would hopefully be decreased turnover, improved morale and maybe more loyalty towards the company. #winning #tChatJanine Truitt
A4: Whatever technology keeps communication channels open, honest, interactive, and flowing! #TChatJon M
A4 I think anyone who touches employee issues or complaints needs to report into the CCO. Catch issues before the exit interview… #tChatJanine Truitt
A4 Reports to Board. Works with Dir Level HR, Mktg, R&D. Dotted line rpts are Recruiting, Marketing, HR staff Outside PR/Mkt ven
dor #TChatMary E. Wright
A4: 2 be effective CCO should report 2 the board with oversight over everyone 2 include CEO. If he reports 2 CEO might be influenced. #TchatRobert Rojo
A4. To the CEO. Why is it less important than finance, legal or comms? #tchatSelena Cameron
A4 More importantly they have to understand that they work for the employees. Not even HR can say they do this consistently. #tChatJanine Truitt
A4: CCO reports to CEO due to impact of culture across all metrics of company #tchatJen Olney
If culture is not cared about at the Board table, isn’t it just gossip? @TalentCulture: @GuyDavis02 A4 Report to the CEO #TChatEmily Gayle Aitken
A4 – CCO should report to the workforce, the dept Execs should report to the CCO #tchatcfactor Works Inc.
A4: CCO reports to #Business #Leadership and everybody else executes on the culture of trust and reports via team/work loyalty. #tchatKevin W. Grossman
A4 There is that component of remaining neutral that seems important to the role of CCO. #TchatMarla Gottschalk PhD
A4: if a distinct role – to the CEO #tchatGeorge LaRocque
A4: Everyone and Everyone #TChatSean Charles
A4 The CCO should report to the CEO. Together they must have a vested interest in creating/preserving a healthy & productive culture #TChatJanine Truitt
A4: If CCO = head of HR, then reports to CEO and manages HR dept, but influence should far outweigh reporting relationships #TChatJon Tveten
A4 Such a tricky question. Almost seems a CCO should be a conservator. Independent somehow. #TchatMarla Gottschalk PhD
A4: CCO absolutely MUST have seat at the table [forgive me for that] so should have knowledge of CEO’s thoughts, dreams & nightmares #TChatTom Bolt
A4. Certain HR prof, L&D, Org. Dev, dept. managers, and leaders should report to CCO #tchatAshley Lauren Perez
A4: CCO report to: CEO! #TChatJon M
A4 Report to the CEO because all depts make up the culture of the org #TchatGuy Davis
A4: The “CCO” (#CEO in my example) should report to the board. #TChatFrank Zupan
a4 Everyone in the organization #TchatDave Ryan, SPHR
Q5: What social HR technologies should the CCO implement to their cultural ecosystems & why? #tchatMatt Monge
A5: #SoMe tech will add horsepower to a culture that’s already good, but won’t conjure culture from scratch. #TChatBrent Skinner
A5 Simple internal comm. platform can assist w engaging ee’s The issue is getting ee’s to engage when their voice has been dismissed #tChatJanine Truitt
A5: products in the new “work management” category that drive collaboration and are truly social would be a great place to start #tchatGeorge LaRocque
A5: An electronic scorecard/impact map. Something that facilitates dialogue in addition to reporting. #tchatCatherine Chambers
A5 For me it’s less about the tech and more about the environment. Stick me with smart people who energize and watch what happens. #tchatAJ Fournier
A5 Where r UR E/Es? What has multiuse (text, media, sound, art) capabilities? Ppl integrate info differently. Need adaptable tech #TChatMary E. Wright
A5 I think it’s always about the people, before choosing tech/social platforms, and purpose/goals. Are you innovating, collaborating? #TchatCathryn Hrudicka
A5: Stop the roadblocks and embrace tech, so many cos are fearful of tech as a distraction embrace it not fear it #tchatJen Olney
A5: Mobile social technology for maximum engagement with your people. #TChatSean Charles
A5: Enterprise Social Media to promote and support cultural diffusion. #tchatMark Salke
A5: With so many to choose from, ensure that it is a platform that all if not most, employees are willing to engage in #tchatMelissa Bowden
A5: Social Gamification for sure. An #HRTech engagement helper. #TChatMeghan M. Biro
A5. I like co’s that are set up to be mobile & have different/interesting workspaces. it can really open up communication #tchatAshley Lauren Perez
A5: Tech that open pathway to clear communication, and keep the conversations flowing without interruptions. Collaborative tech #tchatJen Olney
A5 : Stronger social media referral programs 4 employees. So many untapped “talent pools” People are attracted to like minded people #TchatMichael!
A5: Social recognition and internal social media tech 100% #TChatSean Charles
A5: Start “simple” with collaboration and communication platforms/tools.. social is foundation of that #tchatGeorge LaRocque
A5: Social for collaboration and BigDataAnalytics for monitoring/managing org performance #tchatJon Tveten
A5 I think the CCO should implement #culturechat once a week as a place for open honest convo keep the compny/org real #TchatGuy Davis
A5. Go where your employees are already. #tchatJustin Mass
A5. Events or alternative workspaces to allow employees to easily come together cross-departmentally and talk to one another #tchatAshley Lauren Perez
A5 True #TchatDave Ryan, SPHR
A5. Tech such as workplace social media and gamification #tchatAshley Lauren Perez
Hashtag I Love You #TChat http://pic.twitter.com/l5cwvD2u [Pic]SocialMediaSean
**WAVES** to all you #TChat-ers out there! http://pic.twitter.com/PqlIca0ZTalentCulture
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2012-08-16 11:25:192020-05-22 14:45:33Cultures of Trust = Productivity, Retention and Business Growth: #TChat Recap
A talent community is a collection of social cliques (or talent networks) of people that are part of the job seeking process. These people may be seeking a job themselves, offering career advice to others, recruitment professionals, college campus recruiters, sourcers, and friends seeking jobs or advice. Talent communities inherently provide 2-way interaction between the individuals.
A talent community is not a list of candidates on a web page or in a spreadsheet; it is an environment consisting of people who can share ideas for the purpose of career networking or social recruiting of candidates.
Employers can interact and communicate with prospective employees as well as inform candidates about employment opportunities, receive referrals, and handpick qualified individuals from inside the group. A talent community can include prospective candidates, past applicants, current employees, and past employees. Talent Communities are managed by recruiters and/or hiring managers.
The benefits of building a talent community
Qualified candidates at your fingertips
Less dependence on expensive, ineffective job boards
Less money spent on job advertisements
Increased interaction with potential candidates in order to help them understand what your organization does
Better quality of applicants to job openings
Creates a talent pipeline for future job openings
Attracts passive candidates
How to build your talent community
Turn your “careers” page into a central hub for past (“alumni”) employees, interested candidates, recruiters, hiring managers and current employees. Incorporate tools for communication and interaction to drive conversations in your talent community. Provide an exclusive look into your organization, its employees and the culture behind the company. Use video, multimedia, photos, testimonials, etc.
Create smaller talent “networks” within your talent community to target specific audiences.
Social recruiting solutions (such as Cachinko) provide separate plugins or an overall solution for managing talent.
Maintaining your talent community
When you start engaging candidates through a talent community, it’s important to continue to provide value on a regular basis. There are a variety of ways to do so, such as sending updates or an e-newsletter, providing additional information on new job openings and internship programs, creating contests, writing blog posts, or connecting via social media.
ERE.net author Kevin Wheeler said in an article about talent communities, “Communities of candidates are powerful and reduce the need for special sourcing or the use of outside recruiters. They can increase the number of positions a single recruiter can handle and provide higher quality candidates in a shorter time. They always trump databases.”
What do you think? Ready to start building your talent community today?
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png2011-02-11 08:52:382020-05-20 16:48:59HOW TO: Build & Maintain A Talent Community
Brand is something that cuts both ways in the recruiting business. Candidates have personal brands – we talk about that a lot on the TalentCulture blog – and companies have brands. A company’s brand directly relates to it’s workplace culture. An excellent (and disturbing) article by David Lee on ERE.net has me thinking about the perils of brand abandonment – those moments when people, or companies, stop paying attention to the messages they’re sending out when they are hiring and retaining talent.
Brand, the way I talk about it with candidates, is a shorthand way of presenting yourself to others. It’s more than an elevator pitch, but it relies on the same idea: a condensed and polished presentation of a few key facts about you and why you’d be a good employee. As I’ve written here, a personal brand should present your skills, interests, personality attributes and values in a coherent manner that will be compelling and authentic to recruiters and hiring managers.
For companies the process isn’t that different. An organization/workplace may start with a mission statement, then move on to values and objectives, but the point of the exercise is the same: to create a compelling, credible, and authentic collective persona – a culture brand – that is compelling to customers, investors and valuable employees. Of course, we know workplace culture is so much more than a mere mission statement. Healthy organizations strive to make their brand consistent on all angles.
But sometimes, when you’ve worked to establish your brand, you start to believe the shorthand version. You drink the Kool-Aid. You stop listening, stop monitoring how people react, and stop thinking about the value of your brand.
Lee’s article describes a survey in which candidates describe horrific, dispiriting experiences they had with prospective employers. Read the article for particulars, but the net is this: treating candidates poorly at any point in the recruiting process leaves them with a bad impression of your company. It’s brand abandonment, and it’s completely avoidable.
Brand abandonment is a real risk for career seeking candidates as well.
Here are a few points of risk:
Social Media and TMI
Social media can be the enemy of brand for a job seeker. We’ve all heard the stories of candidates being screened out for Facebook and Twitter posts. Don’t put anything on social media you wouldn’t tell your grandmother. The not-cool grandmother. I’m not saying do not be authentic and interesting. If your not-cool grandmother does not accept your unique personality well then – perhaps we can ignore her. I want you to be you! Just be thoughtful. Protect yourself here.
Poor Interview Technique
Talk about what you can do for the employer. In an interview situation you need to reinforce the links between your brand value and the company’s brand, without being narcissistic. Don’t reveal details that aren’t relevant. You may have been an Eagle Scout, but that was then and this is now. Listen, don’t just talk.
Improper (or no) Follow up
It is absolutely imperative to follow up with a thank you note. Unless part of your personal brand is being rude, there’s no excuse for not saying thank you. No scented pink paper, check your spelling, sum up the key takeaway of the interview – What you learned about the company, why you’d be the right candidate, why it’s the right company/fit.
Check Your References Before the Interviewer Does
Don’t count on the boss you had three jobs ago for a great reference – make sure you’ll get one by making a call and running through what you need in a reference and what he or she is comfortable saying. Don’t trust your brand to someone else: make sure you’re on the same page before you hand out names and phone numbers.
Brand is a responsibility. It takes care, constant monitoring and periodic refreshes. You are your personal brand. And companies need to stay present and take full responsibility for their brand behaviors by being consistent and sensitive to the messages they are sending career seekers about their workplace culture. Bottom line: Use what you’ve got to keep it shiny and fresh.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2010-10-22 10:02:122020-05-20 16:33:47Perils of Brand Abandonment: Strive for Shiny, Fresh and Authentic
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