Don´t tell me who you are show me

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  1. 1. dont tell mewho you are. Show me.
  2. 2. contentsp4 Culture branding: just another social recruiting fad?p6 Is this just another marketing exercise?p8 Culture brand: Rackspacep10 Sounds interesting how to begin2
  3. 3. It may be time to bump your perfectly coiffedemployer brand in favour of all thatsreal and human about your workplace.Sally Hunter, director of KellyOCGsEMEA practice, and Bill Boorman,founder of #Truevents, explain whyorganisations should consider peelingback their employer brand to reveal theculture brand hiding underneath.3
  4. 4. Culture Branding:Just another social recruiting fad?Just when everyone agrees strongand clear employer brandingis critical to entice high-valuecandidates, along comes a newterm: culture branding. Why?4
  5. 5. Many employer brands are simply machinations of marketing, or glossy representations Employer brandingof your brand that feel too scripted and too perfect. Most job candidatesparticularly constitutes what youthe intelligent, leading thinkers in high-demand fieldssee through those carefullythink about work,crafted messages in the same way consumers at large dont trust advertising andwhereas culture brandingmarketing. Dont tell me who you are. Show me. refers to what you feel about work.Culture branding is about rubbing off all that formality and polish, and discoveringwhat lies under the surface. What unites your most dedicated employees? What Bill Boorman, Founder of #Truevents and expertmakes working for your company different from others in your industrynot from the in social recruitingperspective of marketers and professional image-makers, but based on what youremployees feel about their daily routines and each other?Above all, your culture brand should be true and meaningful. Any workplace can befun and any workforce can have high integrity. If you look at your competitors, youllfind no shortage of banal phrases to describe their organisations. Your culture brandaims to capture some true, ineffable idea about your organisation and employeesone that both job seekers and current employees believe in, respect and want tocontinue to strive for.5
  6. 6. Is this just anothermarketing exercise?Why bother? Isnt culture brandingjust a different name foremployer branding? Just publishsome edgy, reality interviewsand call it a good effort?6
  7. 7. Culture branding is more than your employee reality channel for three big reasons:Culture branding is not simply documenting what your employees are doing day-to-day,like a security camera capturing unscripted moments. Culture branding must identify ahigher idea that your employees stand for, and find ways to illuminate it and enrich it.By presenting a truer picture of your company to job candidates, you are effectivelypre-screening them to find out who will fit in and succeed within your organisation.When culture branding is done well, you can predict who is going to get a job basedon which pieces of online content they look at and engage with.Culture branding asks you to capture the essence of work within your organisationin order to further enrich that ineffable thing within your workplace. A well-honedculture brand not only excites your future employees, but also rallies and motivatesyour current workforce.Would employees and future job candidates rally around an idea like FanaticalSupport? Lets look at the story of Rackspace and their team of fanatics 7
  8. 8. Culture Brand:RackspaceRackspace is a global IT hostingcompany that, like many technologycompanies, is continually in hot pursuitof talented developers, designersand engineers. They have a reputationas an excellent employer, with deepcommitment to customer service (orfanatical support as they refer to it).8
  9. 9. In 2010, at a time when most technology companies were expanding their social mediamachines using channels like Twitter and Facebook for recruiting, Rackspace decidedon a different tack. Says Michael Long, head of global employment branding initiatives,My gut told me to hold off The majority of [social media] approaches I witnessed hada lot to do with simply sharing jobs. While I can understand the natural inclination wouldbe to share opportunities, it just didnt seem to do justice for this much larger pursuit ofsharing our culture. Give that Culture Brand Some SpaceWhat Rackspace wanted to do was to capture such an authentic snapshot of what it (Online) Rackspace created ais to be a Racker (the nickname for Rackspace employees) that candidates would content-rich Rackspaceimmediately know whether they fit in.culture site separate from its career site. The career site offers all one would expect:We should always keep in mind that the most engaged and longest lasting contributors opportunities, how to apply,to our organisations are the ones who fit within our cultures, explains Long. Ourbenefits, etc. The brandgoal should be to accurately depict ourselves knowing good and well that for the right culture site offers a glimpse of real life at Rackspaceallperson, we will absolutely be their best place to work. the passion and enthusiasm of original Rackers. RackerTalent.com 9
  10. 10. Culture Brand: RackspaceLong and others at Rackspace wanted to move beyond the idea that Rackspacealongwith hundreds of other technology companieswas simply a fun place to work. A quicksearch engine dive would, by and large, return pictures of Ping-Pong matches and festiveevents. While definitely a part of the work environment, this in no way encapsulated theentire picture, explains Long.In particular, the company wanted to highlight the essence of what makes Rackspacetick: the brilliant minds and eclectic personalities of Rackers. The company launchedRackerTalent.com, a microsite that takes a journalistic approach to defining what makesRackspace a great place to work. The site includes a blog with 60 contributors from fourcontinents, day-in-the-life videos and video interviews with employees. The goal: not toover-hype Rackspace, but to capture the essence of the company as it is.Rackspace operates RackerTalent as a content flash mobpublishing communitysolicited posts and videos without all the polish and oversight typical in a large corporateblogging endeavor. Culture branding in the castle (i.e. Rackspace global headquartersin Texas, inside a former shopping mall), is just as thoughtful and energetic. If its truethat physical environment shapes culture, then Rackspace is all about creative freedom10
  11. 11. Capturing the essence of the companyas it is. Read a racker blog here.and collaboration. The office has wide open spaces, communal dining rooms, plenty of The most engagedpersonalised work spaces, and absolutely no closed-off offices. The space is designed to and longest lastingfoster impromptu gatherings, accidental meetings and lots of togetherness. contributors to our organisations are theThe company has designed over 100 employee t-shirts and related swagall highly ones who fit withinvalued by the employeesto recognise celebrations and special contributions. Our our cultures. Our goalpersonal favourite? The takes one to know one shirt awarded to employees who should be to accuratelycontribute to the employee referral program. While these may seem like small details, depict ourselves.each reinforces the culture brand, energises employees and proudly positions the brandto the outside world.Michael Long, head of global employment branding initiatives at Rackspace11
  12. 12. Sounds interesting How to begin First, a company must figure out what higher idea or quality makes its workforce and workplace unique. It should be a concept people can be energised by, and should be employee-driven rather than marketing-driven. With this concept in mind, you must then ensure your shop window reflects the idea across every recruiting channel. Your culture brand should be reflected in your online materials, social media channels, brand advocates and every other activity related to recruiting. Next, ensure your culture brand is evident in the lived experience of your employees, every day. Reinforce your culture brand in the physical workplace, your organisational structure and workplace rituals. While your culture brand is defined by what already exists within your organisation, you must also nourish it and improve it to ensure its sustainable. Remember, if you want your employees to share their feelings about work across their network, you need to build an environment that encourages people to talk freely and12
  13. 13. share openly. Start by giving permission. Large corporations typically distribute policiesabout communications during onboarding. Communication and social media policiesusually advise employees that permission is always required before speaking on behalf ofthe company. These policies are born from fear, and should be rolled back to encourageyour employees to share your companys culture with their friends and peers.Finally, build an online community or content site where your employees can sharebrand culture; encourage employees to join and participate in activities like blogging orsocial media chatter. (Of course before creating and releasing content to your website,employees need guidelines and training). With a high-energy, authentic culture brand,and a framework in place for employees to share, they will tell the story of work betterthan any artfully crafted, shiny marketing message. 13
  14. 14. Ultimately, its not about changing your culture. Its about living with it and showing that culture to the world so future employees can make an informed choice about working with you.14
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  16. 16. About the AuthorsSally Hunter is RPO Practice lead EMEA for the Kelly Outsourcing &Consulting Group and is responsible for the RPO proposition from clientrelationships via the account management team to consulting on HRtransformation. Sally has extensive experience in the human capital sector,including leadership positions within strategic account management forstaffing providers to operational delivery.Bill Boorman is something of a recruitment veteran, having worked in theindustry for 25 years. He started as a front line recruiter, then became involvedin training, later becoming Director of Training. Now, as Managing Directorof the Bill Boorman Consultancy, he is specialising in training and businessconsultancy for a wide range of recruiters. Bill is organising and hosting #Tru(The Recruiting Unconference) events around the world.About KellyKelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions.Kelly offers a comprehensive array of outsourcing and consulting services as well as world-classstaffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients around the globe, Kellyprovides employment to more than 550,000 employees annually. Revenue in 2011 was $5.6 billion.Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter.This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party.All trademarks are property of their respective owners. An Equal Opportunity Employer. 2012 Kelly Services, Inc.