DESIGNING THE BRAND AMBASSADOREMPLOYEE VALUE PROPOSITION

Gerardo García RojasInformation Solutions Leader Mexico& CoE Mercer College

Mercer

MERCER

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SECURITYUBIQUITY

HYPERCONECTIVITYIMMEDIACY

SOCIETYOPPORTUNITY

INTERDEPENDENCERIGHTS

ACCOUNTABILITY

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People between 18 and 34years old today–Millennials or

Gen Y – will spend together$200 billon annually from

2017 and $10 trillionthroughout their lives.

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MERCER 5

Top Rated Brand Attributes:

Trustworthy (31%);Creativity (29%);Intelligence (23%);Authentic (22%); yConfidence (21%).

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And in the Corporate World?Directors and CEOs increasingly concerned about the talentmanagement

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2

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4

5

Relationship with clients

TALENT

Innovation

Operational excellence

Brand and prestige

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0% 10% 20% 30% 40% 50% 60%

Ability to Identify high potential talent within theorganization

Problems to hire qualified talent

Adaptation to new generation´s demands

Embrace work-life blance initiatives

Ability to execute on HR strategy and initiatives

Improve employee productivity

Retain top talent

Improve employee engagement

Source: GOintegro – Research 2014

The most important challenges for HR Departments

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Talent Employers

Disparity between the offer and demand around theworld

13.3 million ofunemployed in

USA

205 million ofunemployedaround the

world

3.3 million ofvacant positions inthe USA

Worldwide, the 34%of employers cannotcover the availablepositions

Fuente: Ministerio de Trabajo de EE.UU. – Oficina de Estadísticas Laborales; Encuesta Laboral de Gallup 2011; Encuesta sobre Escasez de Talentos deManpower Group 2011

GAP btw.Talent & Skills

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Having the best world-class talentgenerates results

Fuente: Bersin & Associates. Talent Management Factbook, 2010.

26% + earnings byemployee.

17% - general voluntaryrotation.

40% - rotation between thehigh-performance staff.

87% + ability to hire better qualifiedstaff.

156% +ability to develop excellentleaders.

144% + ability to plan for answering future needs ofthe workforce.

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Global market challengesWhat we are dealing?

TALENTATRACTION

ENGAGEMENTBRAND

CULTURE

Pipeline a little bit weak

High expectations

the great challenge

Credibility from the inside

Congruence

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Engagement is a psychological condition of people related with their job,in which…

With Engagement WithoutEngagement

•Encourages a communityfeeling (enhance theexperience)

•Accepts the change and iswilling to take risks(innovates)

•Is tolerant to short-termdissatisfactions (continuity)

•Is proud and recommendsthe company and itsproducts

•Is willing to dedicate theextra mile (brand’s success)

•Strives only “what isfair and necessary”

•Is focused in theacquired rights

•Keeps an eye in thejob opportunities fromthe market

•Is resistant tochange

•Can become a“saboteur”

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MERCER 13

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THE BRANDA brand is an essential commercial identificationand/or the set of several identifiers with which isassociated and offers a product or service on the

market.

Is one of the most valuable company assets andis built over time through experience.

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Corporate brandDifferentiate the products andservices from the competition.

Builds up the image that theexternal stakeholders

have about the organization.

Employer BrandIndicates an organizationreputation as a job supplier. Isthe image of itself as a goodbuen (or not) place to work.

Brand experience is built external and internally

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• FLEXIBILITY• FUN• HORIZONTAL

• TRADITION• STABILITY• VALUES

INTERNALCLIENTS

EXTERNALCLIENTS INNOVATION COOLNESS AND

AVAILABILITY

• PROFESSIONALTRAINING

• SENIORITY

EXCELLENCE

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The Employer Brandis built from theEmployee Value

Proposal

The Employer Brandis built from theEmployee Value

Proposal

The Employee Value Proposal (EVP) is theset of tasks, opportunities, challenges,rewards, benefits (current and future) and theexperience that the organization provides totheir employees. These can be from differentorder and “level of needs” (security,economic, emotional, transcendence)

A EVP has to be unique, relevant andconvincing but also has to allow the co-worker to identify with the organization. Itsdesign and communication can act as a keyfactor in the talent attraction, building ofcommitment and staff retention.

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Every generation has needs and answers to different incentives.Therefore they perceive the company in a different way.

Fuente: Mercer. Entrevistas realizadas por Mercer a clientes.

§ Expect to change jobs forbuilding their skills.

§ Use mobility.§ Desire growth

opportunities/knowledge/innovation.

§ Enjoy social aspects atwork.

§ Demand meritocracy.§ Demand recognition,

feedback and flexibility.§ Establish clear criteria for

success.

§ Less focused onhierarchy/seniority.

§ Independent.§ Self-sufficient.§ Patient for

opportunities andrecognition.

§ Desire prizesaccording to risks.

§ Their slogan is “Showme the money.”

§ Loyal.§ Build careers for all

their lives.§ Deal face to face.§ Understand hierarchy.§ Expect to win better

wages through time.§ Focused on benefits.

Generation YGeneration of the millenniumGeneration X

Baby boomers

Gen ZGen Alfa

?

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Which aspects compose a EVP?

Long termassignments Type of work

Working at aprestigiousorganization

Careeropportunities

Flexibility

Remunerated freetime

WellnessprogramsEmployability

Health plan Education refundBonus and otherincentives

Base salary

Training

Private PensionPlan

Organizationalculture

Personalconditions

Environmentalconditions

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More valued aspects by employees and engagement promoterswithin Latin America

Fuente: Mercer. Inside Employees’ Minds, 2011.

Position Argentina Brazil Mexico Canada USA.

Professionalcareer advance

Training

Working for a highlyrespected organization

Bonus/otherincentives

Flexible workinghours

Wide coveragehealth care

Base salary

Type of work Health care lowcosts

Retirement savings orpension scheme

Professionalcareer advance

Professionalcareer advance

Base salary Base salary

Base salary Base salary

Training Training

Type of work

Type of work Type of work

Retirement savings orpension scheme

Retirement savings orpension scheme

Working for a highlyrespected organization

Bonus/otherincentives

Bonus/otherincentives

Bonus/otherincentives

Wide coveragehealth care Flexible working

hoursWorking for a highlyrespected organization

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Culture: Connecting Vision with the results

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The business resultsare derived from

common behavioralguidelines

Culture is defined based onthe common behavioral

patterns in an organization

The drivers influenceindividuals and groups tobehave of a certain way

Drivers Behaviours Results

§ Growth§ Profitability§ Positioning§ Reputation§ Quality

§ Competitively§ Long term results

§Personal§Social

§Organizational§Models Paternalist

Innovative

Hierarchy oriented

Process oriented

Risk-taking

Entrepreneur

Sales oriented

EmpoweredConsent creation

Quick

Cost oriented

Decisive

Competitives

ConservativeEfficient

Collaborative

Sense of urgency

Quality oriented

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BUSINESS IMPACT

Is built by:

• EVP personalrelevance

• Reward equity

• Communication

• Recognition

• Empowerment

• Suitability

• Leadership

Is built by:

• EVP personalrelevance

• Reward equity

• Communication

• Recognition

• Empowerment

• Suitability

• Leadership

Translates into:

• Brand equity

• Quality

• Productivity

• Sales growth

• Clientsatisfaction

Translates into:

• Brand equity

• Quality

• Productivity

• Sales growth

• Clientsatisfaction

Is measured by:

• Discretionary effort

• Attraction

• Lateral movements

• Promotions

• Rotation

• Innovation

Is measured by:

• Discretionary effort

• Attraction

• Lateral movements

• Promotions

• Rotation

• Innovation

RESULTSENGAGEMENTEVP

Consists of:

• Material rewards

• Intangiblerewards

• Careeropportunities

• Company’sreputation

• Employeeexperience

Consists of:

• Material rewards

• Intangiblerewards

• Careeropportunities

• Company’sreputation

• Employeeexperience

EVP generates engagement, affecting the talent indicators, thebrand image and the business results

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BrandHow my EVP is seenfrom out of mycompany?

How my employer brandis known?

What type of candidatesattracts our brand?

How my EVP is seenfrom out of mycompany?

How my employer brandis known?

What type of candidatesattracts our brand?

Key Takeaways

LeadershipHow our leadership supportsengagement and EVP?

Is our culture aligned to thevalues promoted by thebrand?

Our leaders support thecorrect messages to theemployees?

How our leadership supportsengagement and EVP?

Is our culture aligned to thevalues promoted by thebrand?

Our leaders support thecorrect messages to theemployees?

Brand promise

What makes differentthe work experience inour enterprise?

How our EVP affectsour external brand?

Which tangible benefitswe can get by ourEVP´s redesign?

What makes differentthe work experience inour enterprise?

How our EVP affectsour external brand?

Which tangible benefitswe can get by ourEVP´s redesign?