Employer Branding:

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Employer Branding A Nedbank Case Study
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Branding

• Branding has become an integral element in our
  daily lives. From deciding which brand of soft
  drink to purchase, to which restaurant to visit
  or sports shoes to buy, branding plays an
  influential role in our decision making. With the
  power of branding so persuasive, it is no
  surprise it also plays a role in which company we
  choose to work for.
• Source Hays Specialist Recruitment

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The Power of Brands

• Who would you like to work for?

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Influence of Corporate Brand on Employer Brand

• The strength of the corporate/ product brand has
  an immediate impact on the employer brand. An
  organisation with a weaker corporate/product
  brand will have to do a lot more work on its
  employer brand to attract and retain key talent.

People Brand Management
Employment Brand and its components
Source Corporate Leadership Council
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What is Employer Branding?

• Employment branding is the package of
  functional, economic and psychological benefits
  provided by employment and identified with the
  employing organisation
• (Barrow, in Corporate Executive Board, 2001).
• It communicates your identity as an organisation
  to others. It is the essence of what your
  organisation stands for and should typify the
  fundamental nature of the organisation.
  Essentially, it is the process of placing an
  image of being a great place to work in the
  minds of existing and prospective employees.

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Employee Value Proposition

• At the heart of employment branding is the
  employee value proposition
• The compelling and unique value of what the
  organisation offers to the employee.
• Brand images can be built around a variety of
  offerings, including a fun place to work, a
  place where people are invested in and a
  company that cares for people. Whatever the
  image projected by the employment brand, it must
  engage the hearts and minds of the target group.
  It should generate a vision of what is possible
  in this company the Whats in it for me?
  factor. It must also match the experience of
  existing employees
• Source Ann Sherry, Put some branding Iron into
  Your Image, Business review Weekly (21 July
  2000).

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Brand Integration
Organisation
Capital, leadership, vision, etc.
Brand
Perceived customer value
Product Brand
EVP
CVP
alignment
Attitude, discretionary effort, creativity,
enthusiasm, innovation, commitment, etc.
Employees

• Its employees who make brands come alive for
  their organisations

Adapted from the Bangkok Medical Centers
Employer Branding Case Study
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Why Focus on Employer Branding?

• As skills shortages continue to test candidate
  sourcing and attraction strategies, and
  competition for the best possible staff remains
  high, the issue of employment branding continues
  to gain attention.
• This war for the right talent is placing pressure
  on organisations to become an employer of choice.
  
• In addition to this
• Changing aspirations of employees.
• Changing nature of the workforce.

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Why Focus on Employer Branding?

• Generational Theory
• Different generations want different things and
  have different expectations of an employer of
  choice.

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Key Benefits of Employer Branding?

• Recruiting the right people is essential for any
  business success and is a significant competitive
  advantage.
• A strong employer brand will help to
  differentiate your organisation in the
  marketplace and attract the best people.
• All businesses are unique, so by identifying and
  communicating your organisations employer brand,
  you are more likely to attract candidates who are
  an ideal 'fit'.
• Employees with the right 'fit' or match to your
  company's culture will be more likely to thrive
  in your organisation and are likely to have a
  higher retention potential.
• When used successfully, a strong employment brand
  should lower turnover and reduce hiring costs. It
  should also, by association, increase
  productivity.
• A strong employer brand creates a sense of pride
  in people working for the organisation.

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The Nedbank Context

• Merger
• Bringing together several organisations with
  different brands and cultures. Challenge to
  create an integrated organisation with one single
  brand.
• Retrenchments had a negative impact on staff
  morale.
• Period of poor financial performance following
  the merger.
• Limited external recruitment, including graduate
  recruitment.
• Very limited advertising.

Damage to the employer brand negative impact on
our ability to attract and retain the right
talent.
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Our New Organisation

• A significant amount of time was spent on
  crafting the new vision. Staff were engaged in a
  series of strategy, brand and values workshops in
  order to gather their input and suggestions on
  the future direction that the organisation should
  be taking.
• The new vision has been widely communicated
  across the organisation and all divisions are
  aligning their business plans to the vision.

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Our Strategy
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Launch of our New Corporate Brand

• The new brand campaign was approved in mid 2005
  Make Things Happen.
• In addition to our strategic direction, this
  gives people a clearer indication of what we
  aspire to and believe in.
• Focus groups were run with branch staff and an
  internal brand campaign was launched.
• Once staff had been informed, our external brand
  campaign was launched. This is an important
  factor in establishing presence and the
  associated familiarity with our brand.

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Employer Branding Objectives

• One of our deep green aspirations is to become a
  great place to work- the employer brand unpacks
  and defines this so that it resonates with our
  existing staff, and also appeals to prospective
  new staff members
• The employer brand creates a common theme so that
  staff can tell friends and family a similar story
  about what it is like to to work for Nedbank we
  want our staff to become ambassadors for Nedbank
• Through consistent positive stories, the employer
  brand builds and positively shapes the publics
  image of the organisations culture, work
  practices, management style and growth
  opportunities
• The employer brand supports our talent attraction
  and retention goals and will help us to win the
  war for talent

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Our Methodology
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Internal Research

• Data was gathered from a number of staff surveys
  
• Barrett Culture Transformation Tool
• Nedbank Staff Survey
• Employment Equity Survey
• Snapshot Preference Ranking Survey
• Suggestion boxes on what makes Nedbank a great
  place to work.
• Structured interviews were conducted with a
  random selection of new employees (maximum of 6
  months tenure).
• A turnover analysis was conducted in order to
  gather intelligence on who was leaving the
  organisation.
• Exit interview data was analysed.
• Telephonic interviews were conducted with people
  who had left to determine their actual reasons
  for leaving.
• Interviews were held with the members of the
  Group Exco - required EVP to deliver on the
  business strategy.

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External Research

• Structured interviews were conducted with a
  number of our preferred supplier recruitment
  agencies
• We participated in a number of external surveys/
  research initiatives in order to get an
  indication as to how our employer brand is
  perceived in the market and our positioning as an
  employer of choice. It also helps us to
  benchmark our people management practices against
  other organisations so that we can ensure
  continuous improvement.
• Deloitte Best Company to Work for in SA
• Magnet Graduate Survey
• Corporate Research Foundation Best Companies to
  Work for in SA.

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Understanding our Offering, the Brand, Strategic
and Transformation Objectives

• Review of business strategy transformation
  objectives to determine our future offering the
  type of people required to take the business into
  the future.
• Brainstorming sessions held within HR to map out
  the HR Offering and to determine what makes us a
  great place to work from a people management
  perspective.
• Data gathered on all CSI programmes and the value
  thereof to prospective employees (key link to our
  strategy).
• Continuous engagement with the brand team to
  determine the intent behind the brand and the
  call for action required to deliver on the brand
  promise
• Corporate identity, look and feel

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The Employee Value Proposition

• Essentially the research revealed what attracts
  people to Nedbank, why people like working for
  Nedbank and what they think that we should aspire
  to as an employer.
• The research also helped us to articulate our
  understanding of talent.
• Trend analysis conducted across all forms of
  research culminating in a proposed EVP.
• The EVP has nine key dimensions, each of which is
  described in detail in order to ensure that there
  is a consistent understanding of what we mean by
  each dimension.
• Once the draft EVP was articulated, it was tested
  in a series of focus groups with different
  categories of employees (generations, tenure,
  race gender groupings)

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Packaging the Employer Brand

• Brand agency was presented with the EVP and asked
  to come up with ideas for a packaged employer
  brand that flows as an extension of our corporate
  brand.
• In reviewing the EVP one clear message stood out
  Great things begin with great people.
• Everything we do in terms of our people
  management practices now needs to have a common
  look and feel.
• Consistent image for HR initiatives.
• HR-related websites
• Print material, etc.

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The Challenge Ahead

• Several components of our EVP are aspirational
  we now need to make these come alive in order to
  base our branding on the truth ensure that
  experiences measure up to the employer brand.
• Internal soft launch
• We do not want to tell our people how great
  Nedbank is, instead we want them to feel and
  experience it.
• Communication of the employer brand and the EVP
  to all HR people, communications people and line
  managers.
• Need to actively work on all components on our
  EVP. Steercom to be setup in order to share
  ideas and learnings across clusters.
• Weave the employer brand into internal
  communications, HR-related websites and
  documentation.
• Once we are happy that sufficient work has been
  done internally, only then will we go external
  with our employer brand.

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Monitor Evaluate

• EVP is an ever evolving concept and needs to be
  continuously reviewed for relevance resonance.
• Monitor the EVP through
• staff surveys,
• interviews (new hire and exit interviews)
• focus groups
• turnover analyses
• participation in employer of choice research
• continuous engagement with preferred supplier
  recruitment agencies.
• engagement with graduates

Internal
External
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Key Learnings

• Work closely with the marketing/ brand team.
• Work closely with internal communications team.
• Every HR professional and line manager has a role
  to play in driving the employer brand and making
  the EVP come to life education is critical.
• Key to define what talent means to your
  organisation, so that the employer brand is
  relevant and acts as a key attraction/retention
  factor the EVP cannot appeal to everyone.

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