Category Archives: recruiting to a culture

360: Does Your Brand Have What It Takes To Go The Distance?

One Brand.

At Brandemix, it’s our vision. If you think it’s simple, think again.

Organizations, from healthcare non-profits to global financial firms, acutally convey different messages to different audiences. These companies have one mission statement and set of values for employees, another for customers, yet another for shareholders, and possiby a fourth for talent they’re trying to attract. But some customers become applicants; some applicants become employees. Employees are also investors.

Put this in the new marketing landscape, where brands communicate globally to audiences 24 hours a day. It soon becomes obvious that a single, focused brand improves marketing, retention, recruiting, and return to shareholder.

Here’s how the process works:

Most people in your audience are customers first. We all know the reasons why branding is important in the general marketplace: it creates awareness, distinguishes you from competitors, and makes an emotional connection with buyers. Advertising has gone beyond answering questions like “What does the product do?” and now addresses “How does this product me feel?” and “What does this product say about me?” Good branding creates loyalty and evangelism, as followers sing the brand’s praises to their friends through social networks. Look at the passion for Apple products, Ford Mustangs, or even Oreo cookies.

That love leads some customers to want to work for the brand.

Check your home page, then your careers page.
Is there a value proposition? Are the branding and messaging still the same? If not, that potential employee might wonder which identity is the “real” one – and suddenly the idea of working for your brand doesn’t soundso desirable. It’s crucial that the marketing and HR departments share the same vision and values; otherwise, job-seekers may feel like they’re applying for a position with Jekyll & Hyde.

You passed the first test, now what?
Let’s say that your careers site is branded perfectly and the employer value proposition is consistent with your corporate brand. The customer, who became an applicant, got the job and is now an employee. What happens now? Are they exposed to and trained with the same branding that made them love the company in the first place?

This is an important question; a recent study by Aon Hewitt showed that the companies with the most engaged employees outperformed the stock market in 2010, and the Harvard Service Profit Chain states that engaged employees result in a 22% increase in revenue. So the internal communications office must also be aligned with the HR and marketing departments.


“One Brand” ensures that your customers, employees, and business partners all share a core belief in your brand.

Did your brand go the distance—360 messaging consistent across internal, external, candidate, employee, investor, alumni, and vendor?

If your branding isn’t a singular, consistent message shared by your entire company, maybe it’s time to consider a re-branding effort. Brandemix can help.

The Navy Markets to, and Redefines, Women

I often give presentations on social media marketing, where I preach transparency, casual friendliness, and acceptance of negative feedback. One organization notknown for those qualities is the United States military. Which is why I was so surprised to see that the US Navy had a Facebook page that encouraged recruits, and potential recruits, to openly discuss their concerns and challenges.

Even more surprising is the fact that the page isn’t for everyone considering a career in the Navy; it’s specifically for women, who have had a difficult history in our country’s armed forces.
The page is called “Women Redefined,” and it provides an interesting example of gender branding and recruitment.
Women Redefined offers as its mission, “Applauding women who define life on their own terms. Intermingling the stereotypically feminine and masculine. Women in the Navy are amongst those paving the way in redefining femininity in the 21st Century. Show your support or share your story.” Clearly, the Navy isn’t shying away from women’s concerns that joining the military would make them less feminine.

They’re allowing women to ask some pretty tough questions, too. “How is it for you when you leave your boyfriend?”… “Did you have regrets in the beginning?”… “Do single mothers enlist in the navy?” Women in the service, or in training, reply to these queries, and the conversation is posted online for all the public – and all the world – to see.
It’s not just potential enlistees that are raising the questions. The page administrators recently posted on the Wall, “What are your biggest concerns when thinking about joining the Navy?” The query garnered 90 responses, such as “I’m too old” and “I won’t get the job that I want.” Interestingly, the administrators never responded; the question was most likely an exercise in market research. Perhaps soon we’ll see an ad that tells women “You’re not too old to join the Navy.”

In my opinion, this takes engagement of job candidates to a new level. By allowing women to ask each other questions, share their stories, and support each other, the Navy is fostering a community like any other brand. And they’re doing it well.

Women Redefined points those seeking more information to navy.com/women, whose front page offers a live chat feature, where women can speak online to a recruiter. Such open and proactive communication would have been unheard of a few years ago. In fact, navy.com/women also features over a dozen individual Facebook pages for the Navy, including one titled “Navy Latinos.”

That
branding deserves an article of its own.

Recruiting Goes Social? Not So Fast!


I took my recent Social Recruiting presentation out from the virtual closet to freshen it up, since I’ll be presenting it again on June 23.

As it turned out, I really didn’t have much to update.

Surfing to see if there was anything new I may have missed over the past few months, I came across the newly released Arbita-Recruitment-Genome-Report. According to the Executive Summary, 80 percent of the 482 respondent companies still do not have an effective strategy for using SEM, and less than half have an effective strategy for social networks.

Developed by Arbita to delineate the best practices in recruitment, the survey is chock full of other kernels such as:

* Only 38% of survey participants feel they have the right metrics and reports to support their recruitment marketing decisions.
* 81 % feel Internet sourcing is a major part of their recruitment strategy, yet almost half confess feel their team has inadequate training on Internet research and sourcing.
* Slightly over half (55%) of respondents conduct direct marketing to candidates. What are the other half doing?

Slightly discouraged, I downloaded Deloitte LLP’s 2009 survey entitled “Social networking and reputational risk in the workplace.” From the Executive Summary I learned that almost 70% of participating companies still haven’t integrated social networking with their business strategy. 58% of executives agree that reputational risk and social networking should be a board room issue, but only 15% say it actually is. No matter. The study goes on to say that 49% of employees admit that a company policy would not change how they behave online anyway.

Surely YouTube must have some great examples of companies using streaming videos to recruit talent. But when I went there to find some samples I had no luck- I put in “jobs” as a search key. My results came back with Steve Jobs, Family Guy and a bit on Barrack. “Recruiting” got me football, a Google Recruitment Video from 3 years ago and the Czech Army’s recruitment message.

You will argue that there are a lot of new recruiting methods available such as utilizing LinkedIn and Facebook to market opportunities. And yes, I agree. LinkedIn offers free and paid products that make it easy to network in and among your circles of choice. On it, I’ve seen such selfless acts as HR professionals using their profiles to promote openings instead of themselves. And Facebook offers inexpensive “buys” to reach target groups. I also agree that Twitter is a great way to broadcast job opps as well. Assuming you have a following who has a following.

But to truly excel at Social Recruiting, one needs to build relationships. It requires a commitment and investment– one person tasked to “making it happen” instead of a “happenstance” method. And there needs to be a continuous, brand-aligned, multi-tiered approach. Unlike a job board, you can’t get traction in a day.

How many are doing this? I bounced onto Indeed.com to do a national job search of company’s looking to hire such a person. Under “Social Network Community Managers” I found 2 openings; under “Social Media Marketing Manager” there was 1. However, there were more than a few Social Media Intern opportunities. Draw your own conclusions.

In another recent survey, JobVite said that 66 % of their surveyed respondents who used social networks for recruiting reported that they had successfully hired a candidate who was identified or introduced through an online social network.

Hired a candidate? Hope they didn’t need to hire 2 of them.

I do know there are great companies doing wonderful work in building support through blogging, tweeting, alumni groups and employee generated Facebook pages. They are providing experiential connections and building brand equity that will serve them well.
But for those who may not have taken their first small steps yet, don’t worry. You’re not alone.

As it turned out, I really didn’t have much to update in my presentation.

Take the poll:

Recruiting on Social Networks has been very effective for my organization(survey)

Send a Salami to your dog in the Army

Armed Forces go Social

For Lt. Gen. Benjamin Freakley and other Army brass, a new era has brought a new language — and new tools like online social networks Twitter and Facebook — for seeking out young recruits and spreading the military’s message.

Showing off the videos during an interview at his office at Fort Monroe, Freakley said some of the questions were surprising: Can I have a dog in the Army?

The Army isn’t the only branch of the military with Facebook friends or that has a following on Twitter. The Air Force has also established a Facebook page, Twitter feeds and a blog, while the Marine Corps is using various networking sites mainly for recruiting purposes. The Navy is “experimenting” with several forms of online media, and some of its commands are using Twitter, a spokesman said. Even the Coast Guard commandant regularly updates his Facebook status while traveling.

Earlier this year, the Army established an online and social media division within its public affairs office. The division’s director, Lt. Col. Kevin Arata, said the search is on every day to find new avenues online to reach not only soldiers, but their families and the general public.The Army has also added to its Web site video games, a virtual recruiter and clips that answer commonly asked questions about life in uniform.

With a Name Like Best, You’ve Got to be Good.


It’s no surprise that certain names keep blogging up all the time on the BRANDEMiX BRANDEblog. These are the ones that continue to push both the creative envelope and choice of messaging. So, here we again write about Best Buy.

I’ve been following Best Buy’s internal buzz for a while and continue to be impressed with their efforts- from internal operational ROWE (results-oriented workplace) to hologram mall messages, their internal employee community named “Blue Shirt Nation” (influential in affecting changes to the email policy, improving enrollments in the 401k program and setting up systems for employees to communicate between shifts) and now today’s subject Best Buy Connect, they seem to have it all going on.

Best Buy Connect is an external site – its purpose to showcase the people, behavior and unedited perspectives/ideas of those who power Best Buy– their employees. It personalizes the brand, increases accessibility and affects current and future customer and employee perceptions. No small feat.

“If people outside of this company could really feel the culture and drive that makes this place what it is, we can strengthen our reputation, goodwill, and ultimately grow our talent and grow the company. The beauty of that is that we didn’t need to create anything new, people are doing it and we don’t want to control it, we simply want to make it easier for the rest of the world to find the energy and human-ness”. This from Dawn Bryant, Best Buy PR.

The site aggregates employee blogs, Twitter, YouTube and other sources including Tweets and blog posts from Barry Judge, Best Buy’s CMO. Best Buy employees are already active with the social web, aggregating sources is good for many reasons including creating a central location for employee insights in different media as well as providing additional flavor for the personality of the people that make up the company – at all levels.

A few tips of advice from Best Buy on a social media aggregator:

* A legal team can help with traditional concerns but it can be tricky since most companies aren’t approaching social media with an aggregator mentality. Many are still focused on controlling the message.
* Organizations will lose credibility pretty quickly if they persist in trying to control electronic mediums. ”If you don’t like what you see out there as a company, you need to make changes on the inside”. The truth will manifest outside.
* Don’t mess with the authenticity of the medium (thus, aggregate and don’t try to control)
* This kind of project brings some risk, so think it through and update your PR crisis plan as necessary
* Spread the word grassroots style – promotion via social media using traditional PR tactics doesn’t work
* Revisit with those involved to stay relevant and up to speed with the technology
* Make guidelines public and easy to find – it’s about transparency

During the current economic situation, this kind of transparency is particularly interesting since most companies are probably tempted to control “the message” more now than ever as they deal with lower sales, staff changes & layoffs and inevitable belt tightening. I think by aggregating multiple sources, Best Buy is giving interested readers multiple stories to consider, which gives a broader picture of the organization.

These insights provided by Lee Odden in his Online Marketing Blog were summed up as follows:
“I can say from those interactions and the social participation by corporate and employees, Best Buy really appears to be one of those companies that’s walking the talk both in terms of their public social media projects and the culture of the organization.”

And so I praise Best Buy on the weekend that their former competitor Circuit City is going dark. Coincidence? I think not.

Talent Wars- Part 1

In a new, ongoing series- BRANDEblog will look at talent rivalries from the HR perspective. Here is the first, with help from a recent NY Times article:

MICROSOFT vs YAHOO
You Decide

Stanford’s College Recruiting event last fall saw crowds everywhere, but only lookers at the Microsoft and Yahoo tables, versus the lingerers at Facebook and Google.

Tomorrow’s workforce is looking for more than money- particularly in the realm of engineering, where the battle for talent is fierce. They want an opportunity to work on tomorrow’s technology, along with the risk/rewards of young start-ups where the payout if the company is sold could be huge.

One soon-to-be engineer said that the potential buyout of Yahoo by Microsoft reduced his interest in either, and chose to pursue opportunities with Mozilla, creator of the Firefox browser.

Josh Becker, a venture capitalist with New Cycle Capital in San Francisco, said Microsoft’s profile in the Valley would be significantly raised “if they took over an iconic company like Yahoo.” But, he added, “whether that would translate into a sense that Microsoft is a cool place to work remains to be seen.”

Some of Yahoo’s current employees would be opposed to working for an even larger organization, where corporate was more than 850 miles away.
Others saw a Microsoft deal as a greater way to beat Google- the arch enemy.

Microsoft’s culture has been described as the 3 E’s Embrace, Extend, Exterminate and that could mean very bad things for the employees who had options to work for Microsoft before joining Yahoo. Recognizing this, here’s what CEO Steve Ballmer had to say: We hope to have the Yahoo employees be very, very excited about (the deal),” “When you combine the strengths of our two companies, the result will be an incredibly efficient and competitive offering for consumers, for advertisers and for publishers.”

So, what will happen and how do YOU vote?

All I can say is that I hope if there is a buy-out, they choose BRANDEMiX, for their change management communications.

*current number of jobs aggregated by Simplyhired

Culture Eats Strategy for Lunch

I’m not yet on my four hour work week so I still indulge at reading emails at all times throughout the day. One phrase from one friend caught my attention and upon further investigation, I’ve uncovered, not the source, but an expert. Here is some background and 7 ways to make sure that your positive culture radiates throughout your organization.

Ed Horrell, a Memphis-based speaker and author, was speaking to group in Atlanta the phrase ”Culture eats strategy for lunch” was offered by one of his attendees.

Simply put, the statement implies that companies who establish a particular culture in their business will be superior in practice than those who forsake culture for strategy or process. Culture will win every time.

Take a look at the finest companies in providing service, such as LL Bean, Nordstrom, The Ritz-Carlton, Chick-fil-A and others. A close look will reflect an actual culture that permeates throughout the entire organization from top to bottom. It is not their process that sets them apart, it is the way that they deliver their product or service; it is their culture.

You buy the same stuff at Nordstrom that you do anywhere else; their culture sets them apart. You get fast food at Chick-fil-A, cooked on the spot, served with a Coke, but it’s not the cooking process or the food that sets them apart; its their culture. The Ritz-Carlton checks you in, gives you a room, and feeds you just like hundreds of other hotels; their culture of service sets them apart. Note that the process and strategy of each of these companies is the same as their competition. It is their culture, their people, which separates them.

The question here is “How does a company establish a culture?” You show by example, discuss what is going on, compassionately correct and encourage when things are right. This creates a culture. The result is what is called “constancy of purpose”, a never-ending focus on an end-result.

Here are some ways to make that happen.

1) Establish in detail how you want your customers to be treated. Make it clear and concise, remembering that your employees have internal customers as well as external customers.
2) Make sure your managers understand these basics down pat. Clearly. Also make sure they know the importance of this employee/customer treatment.
3) Reinforce these with management constantly. This results in the above described “constancy of purpose”.
4) Teach the basics to all employees and require management to coach and enforce the practices.
5) Hire employees who “fit” the new culture.
6) Remember that the way we treat employees is the way they will treat our customers.
7) Talk about the culture every day.

The result will be a shift towards a culture that will be observable.