COVID-19 Series: Advice for Keeping Employees Engaged During a Crisis

As organisations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organisations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organisations are also now adapting to a newly virtual workforce.

In that spirit, in this episode, we are sharing insights from Andrea Brogger, TrueBlue’s Leader of the Global Human Resources team, on how to keep employees engaged when things are difficult.

Andrea is responsible for the overall HR strategy at PeopleScout, PeopleManagement and PeopleReady, including leadership development, diversity and inclusion, employee development, training and much more. She has more than 17 years of human resources experience and has changed the function, culture and impact of HR across TrueBlue to support its business goals and strategies, as well as the needs and aspirations of its 5,000 employees around the globe.

Andrea is passionate about talent management, engagement and development programmes that ensure that we have the right talent in the right roles at the right time. She holds a master’s degree in Business Administration as well as her executive master’s degree in Human Resources Management from Cornell University.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

COVID-19 Series: Advice for Working and Leading Teams from Home

As organisations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organisations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organisations are also now adapting to a newly virtual workforce.

In that spirit, this episode shares insights from PeopleScout Client Portfolio Leader Chris Gould on strategies for working from home and leading teams from home.

Chris has over 20 years of experience in RPO, global talent acquisition leadership and consulting. He has proven success driving talent strategies and operations; building and developing global, diverse teams; and working with business leaders developing cost and availability strategies in mature and emerging markets. Prior to PeopleScout, Chris was formally the Global Head of Talent Acquisition for Black & Veatch and the Aon Corporation and held senior leadership roles with Accenture, Hewitt Associates, and Aon Hewitt. His global teams have been responsible for permanent and contingent hires in over 100 countries. He is a requested speaker on topics related to global talent acquisition, leadership, social networking, and human resources.

At PeopleScout, we’re all dealing with the same changes—working from home and recording these podcasts from a distance, so things may sound a bit different than you’re used to hearing.

Building an Employer Brand From the Ground Up

How could one of the UK’s best known and most trusted brands have no employer brand presence? It might seem hard to believe, but that was the situation the AA faced when they approached PeopleScout’s Talent Advisory practice to develop a new employer brand.


In the past, the AA had been affected by inaccurate perceptions of who they’d be as an employer. With 15 million members and more than 7,000 colleagues, they’re the UK’s largest motoring and breakdown cover organisation. However, being known for doing one thing very well was proving to be a barrier to candidate attraction. People thought the only jobs they had to offer were their famous roadside roles. That was far from the truth, but the AA was struggling to attract the talent they needed for their wide range of career opportunities.


The AA needed to challenge misconceptions and engage a much broader audience. And, with a bold new employer brand message at the heart of an ongoing series of innovative attraction campaigns, this is how the AA and PeopleScout did just that – with award-winning, record-breaking results.

Ready for Change

Back in 2016, the AA’s talent acquisition team faced a number of challenges.

Before the arrival of Craig Morgans as their Director of Talent Acquisition, Emerging Talent & Employee Experience, they had no senior talent expert at an influential level. There was no robust workforce planning, a lack of innovation in
candidate generation, and an inconsistent approach to selection.

On top of that they had no discernible employer brand. And, at nearly four years’ old, their careers site suffered from a clunky candidate journey and outdated visuals, compounding their problems with engaging the right talent.

A change in thinking was needed. The AA had to find more imaginative ways to reach and engage with target audiences. At the heart of it all was a plan to develop the employer brand with a strong, authentic central message that would underpin all attraction and engagement activity.


The AA partnered with PeopleScout to develop their dynamic employer brand message. One that would challenge perceptions, do justice to their innovation as a business, and bring the AA culture and diversity of opportunity to life.

Getting The Message Right

We undertook in-depth research to analyse the AA’s culture, offering and opportunities, to articulate the “give” and “get.” Carrying out extensive employee interviews enabled us to understand the key differentiators of all roles in the contact centre, road operations and corporate job families. We also looked outside the company, to get a fuller idea of competitors’ market positions and understand what the public thought about the AA.

We developed the emerging themes into pillars that we could validate with real stories from the business, and that could support an engaging creative approach. We refined our thinking to a proposition that really encapsulated the spirit of the
AA. Leading everything was a message that we’d heard over and over.

Working for the AA, people thrived on going the extra mile to help customers with unexpected challenges – and across a surprising variety of opportunities.

This insight became the AA’s employer brand core message, Ready for ANYTHING? It also acted as the perfect counterpoint to their corporate brand message to customers and members, Because anything can happen.

Putting Our New Platform Into Practice

As the gateway for people to understand the opportunities that might be right for them within the AA, the careers site was the obvious starting point for rolling out the new employer brand. And by launching with this digital shop window, not only could we get the brand experience right, we could also give the site a much-needed technical and UX overhaul.

The new site was launched in February 2017. Creating an engaging, interactive and easily navigable user experience, it’s built around rich content, inclusive photography and video interviews – enhanced with numerous responsive, interactive elements.

The site has evolved, with new elements added over time. As well as showcasing the Almost every role you can imagine employer brand video, the site engages and informs visitors with stories of current employees and realistic job profiles. All of which combine to bring the story of being Ready for ANYTHING? and working with the AA to life. Meanwhile the AA social hub also brings the worlds of social media and blogs into the site, providing an at-a-glance, continuously updated feed of all things AA.

More recently, we’ve added new features, to give site visitors an even more immersive experience – including an insightful 360° tour and assessment tool, plus some interactive 3D imagery to add depth to the visual impression. theaacareers.co.uk is a site designed to surprise, inspire and educate.

The Chatbot That Shows the Human Side of the AA

The Ready for ANYTHING? tone of voice was woven into the site and became the voice of the first-ever appearance of the innovative AAbot – a cheeky, wisecracking chatbot that guides users on life at the AA. Demonstrating technological innovation as one of the first of its kind, AAbot was an efficient way to serve visitors the content they were after – and equally importantly, he represented the playful side of the business, showcasing the fun culture that people hadn’t associated with the AA before.

For visitors to the site, this was an unexpected and charming way of bringing the employer brand to life, and together with the improved candidate journey and overall experience, was a rousing success. Site traffic increased 320% and applications increased 266% over an 18-month period. Visitors are engaging with the site for longer too, with page views up 12%, bounce rates dropping 8% and a 10% increase in pages viewed per session.

Tapping the Energy of the Internal Audience

As important as it is to engage an external audience, an employer brand has to reconnect and be embraced internally to mobilise the existing employees as active advocates. AAbot’s charm was used internally, featured on the walls and windows of AA offices and reinforcing the expect the unexpected messaging of the EVP. ReadyforANYTHING? also became increasingly popular with employees who were supported to play an active role in bringing in great new colleagues.


Did You Say Canine Consultants

This new sense of playfulness and surprise would then underpin our next step towards changing perceptions. Having effectively used honest video of employees to convey job opportunities, we wanted to now use video to grab attention of passive audiences, entertain and educate them.

We developed a script that highlighted the diversity of roles the AA offers, creating pretend roles such as Canine Consultants, Rapid Response Pizza Officers and Outer Ozone Patrollers to interrupt the long list of real AA roles. We shot the entire video in a single, continuous take within an AA office, and made sure to feature real employees. AA colleagues were enthusiastic advocates of the content, with more than half of the entire AA workforce watching the video and sharing it widely. The result? The video increased careers site visits by 16%

Getting Out Into the Community

With the success of the video, we became bolder. We’d learned that pushing boundaries helped us succeed in changing the perceptions of passive audiences. So, we decided to take our message to the streets.

We suggested an experiential event for a number of reasons. We wanted a way of raising general community awareness of the AA easily, effectively and creatively. Using a broad brush public approach, we knew that that anyone we engaged might also know others who’d be suitable and interested. We wanted to create an event to take the AA’s employer brand message and see just who was Ready for ANYTHING?. Whatever we did would have to be a great fit with the AA’s fun and friendly culture.

In September 2018, we ran two live events in Birmingham and Newcastle, UK city centres, areas where the AA has a big presence as an employer and lots of roles to fill. We grabbed attention of passers-by in the proud tradition of game shows, inviting audience volunteers on stage to take on a series of increasingly messy mystery challenges. Wasabi toothpaste, a barefoot Lego walk and gallons of slime came together with a celebrity host
in a pop-up competition to bring the spirit of Ready for ANYTHING? to life.

There were lots of laughs, big prizes – and our strategy paid off. The communities local to our contact centres were made aware of the AA as an employer with a really fun culture, visits to the careers site surged, and month-over-month application numbers increased significantly. After the Newcastle event, applications rose from 576 to 1026, with 12 hires. In Birmingham, applications rose from 898 to 1341, with 13 hires. And this was all starting with completely passive audiences.

The Social Side of Talent Engagement

Before working with PeopleScout, the AA had no employment-specific social channels although research shows that candidates expect to be able to shop prospective employers on social. So, we launched separate social media channels for recruitment, recognising that both the audiences and messaging would be very different from the AA corporate and customer-oriented channels currently in place.

Based on the channel demographics and content structure, we initially selected Twitter and Instagram, and spent the early part of 2018 scoping out a launch programme with content pillars, content calendar, internal sponsors, and training for the PeopleScout social media team to give them full responsibility for managing and curating content.

The key advantage of having a team devoted to the AA careers social channels is being able to capture the immediacy that’s vital with any recruitment content – and with built-in knowledge of the AA’s employer brand and talent agend.

Social media has also played a key role in the promotion and delivery of our most recent projects: the augmented reality app-based #wheresbotbeen campaign and competition, as well as Ant Middleton’s 24-hour, live interactive challenge – our biggest, boldest campaign to date.

24 Hours to Prove You’re Ready for Anything

The Ant Middleton 24-hour, live interactive challenge was easily the most ambitious project of our partnership. Aligning with the AA’s long-lasting connection to the armed services, as well as embodying the Ready for ANYTHING? brand,
this campaign was boosted by a relevant celebrity influencer and engaged the general public through live streaming and social media voting.

Six brave employees were chosen to take part in this 24-hour challenge, living and breathing the Ready for ANYTHING?spirit – following the former Special Boat Service soldier through a series of grueling challenges in the Lake District wilderness.

The final lucky half-dozen were chosen from hundreds who responded to an internal communications campaign and applied to take part, in what was highest engagement level ever for a story on The Hub (the AA’s intranet).

We wanted the public and AA colleagues to really root for our chosen contenders during the event, so to get the interest level rising, we filmed their life stories, ready for sharing on social media. They spoke eloquently and compellingly on camera about their lives. We got first-hand stories of drama, heartbreak, courage and transformation.

These videos were posted across Instagram, Facebook and Twitter, and they clearly made a connection with people. At the start of the event, colleagues and strangers alike were rooting for particular contenders.

The event began at 4 p.m. on July 25, 2019. The next 24 hours were packed with unpredictable drama. Events were live-streamed, the pace was relentless, and the AA people got into it just as much as the watching public – commenting, voting, watching and sharing across social media.

We decided to involve the audience throughout. In an unusual twist, viewers could select tasks for the contestants while watching the live stream on Twitter, Facebook, Instagram or on the dedicated site we built for the campaign, Ant24Live.com. Selections varied by type and toughness of tasks such as rafting versus quad biking, or a swim
at dawn versus a planking marathon – keeping audiences engaged throughout the 24 hours (although we did allow the participants to sleep!).

The whole show was streamed to AA contact centres, garages and the corporate office, and thousands of AA employees tuned in, acting as social media cheerleaders and social media amplifiers.

Venturing Into Another Dimension

Using 3D animation and augmented reality (AR) technology, our next project took Ready for ANYTHING? into new territory, with a fun-packed, bespoke-built AR app launched at experiential events.

Keen to embrace new technology to develop innovative ways of boosting brand engagement, the AA asked us to create a fun, unexpected and interactive experience that would help them reach a new audience.

So, we looked at the increasing use of AR to change the way audiences connect with brands. And, we considered how we could use it to engage a passive audience – mainly families, as flexible working patterns at AA contact centres can work around their lives – and increase the AA’s potential talent pool.

When it came to what we’d build our AR experience around, there was a clear direction to take – the AA chatbot, aka AABot, seemed like the perfect character to take us to the next level. Until now, AABot had existed only as a 2D cartoon head. So, we gave him a 3D animated body and made him the star of his own AR app – AABot Drop – compatible with both iOS and Android devices.

We created a fun, interactive installation featuring the AR trigger images, in the form of postcards from AABot, at the Manchester Trafford Centre and Birmingham Bullring shopping centres – close to the AA’s Cheadle and Oldbury contact centres.

Using the AABot Drop app, people could see AABot’s animated postcards come to life – either on their own phones, or the iPads we supplied. AABot lives up to the spirit of the AA’s EVP, Ready for ANYTHING? in six animated AR adventures, from
space and deep-sea exploration to crowd-surfing his own rock gig. Animations end on a careers message, driving to theaacareers.co.uk.

Downloading AABot Drop also gives users interactive, animated images of Bot to play with and position in fun and unexpected places. Sharing their images using #wheresbotbeen, people could enter a competition to win holiday vouchers. Promoting the app and competition across social media got more people involved – and amplified our message. Bot’s postcard trigger images and #wheresbotbeen photo gallery are now housed on the AA careers site –along with app download links – supporting longer term engagement beyond the initial competition.

Both events saw good interaction with both young people and families – two key AA contact centre demographics. The Manchester event boosted careers site visits by 869%, with applications up 40% week-over-week. After the Birmingham event, careers site visits increased by 535%, with applications up 820% week-over-week.

With hundreds of app downloads and ready for more, we plan to run further AABot Drop-based campaigns with updated AABot scenarios. So, much more than a one-off AR adventure, this can help promote the AA’s employer brand and opportunities to an even wider audience during a longer period of time.

Taking the EVP 2,620 Miles Further

The AA also sponsored adventurer and influencer Anna McNuff’s Barefoot Britain challenge. As someone who champions the idea of being Ready for ANYTHING?, Anna undertook the mammoth task of running the equivalent of 100 marathons barefoot through all kinds of terrain, weather and unexpected challenges to inspire young women. She wants to encourage them to have the confidence to step out of their comfort zone – to see just how much they can achieve when they reach for what seems impossible.

A series of short videos sharing her adventures, along with Anna’s own social posts and support from PeopleScout, have helped to raise brand awareness and promote AA careers to more female talent.

Groundbreaking Activity Leads to Record-Breaking Results

Since the launch of Ready for ANYTHING?, the AA’s internal employee and social media engagement, site visits and application numbers have soared across all brand-led activity. This strong employer brand, combined with a desire to innovate and brave campaign execution, has enabled the AA to move from 60% agency use to less than 5% in 30 months, saving nearly $9 million per year. Meanwhile, the AA’s Ready for ANYTHING? attitude helped it to win 17 recruitment industry awards in two years, including Best Employer Brand at the Recruitment Marketing Awards 2019. And, of course, the AA is always ready to do more.

“This is transforming how we engage candidates, and it wouldn’t have been possible without a true partnership. PeopleScout has risen to our challenges with some genius, wacky thinking!”

– Craig Morgans, Director of Talent Acquisition, Emerging Talent & Employee Experience

Putting the Cult in Company Culture

Hi. My name is Vanessa, and I have an addiction to 1Rebel. 

Despite having no real desire to exercise five years ago (beyond a very self-indulgent, free yoga class at the Hoxton hotel every Saturday), I joined 1Rebel as a founding member after just a handful of classes.

The triple concept gym that offers Ride (spinning), Reshape (weights and running) and Rumble (boxing) from 6 a.m. each day was – and still is – the only thing that gets me up before dawn. When you consider how unmotivated I was before, this is no small feat. So, what is the attraction? While the next-level equipment and the opportunity to take your morning shower with the Spice Girls blaring through the surround sound was noteworthy, the real pull was the employees. From a front of house team who remember your name and sign you in before you get to the front desk to the instructors who can make you feel like you’re the only person in the room, there’s a real sense of belonging.

Over the years, instructors have become friends and the space itself has become a place of emotional significance – especially for my sister and I, who, with busy and often conflicting schedules, sometimes only find time to sit next to each other on a bike on a dark Wednesday morning.

I should note that in 2015, Casper ter Kuile, a Ministry of Innovation Fellow at Harvard Divinity School, co-authored a report titled “How We Gather,” which looked at how brands like SoulCycle and CrossFit have replaced the role of traditional religious institutions, particularly among younger people who feel isolated in their digital lives. I get it. 1Rebel trainers have changed over the years (I still mourn the loss of some of my favorites), but the brand ethos and loyal community have remained constant, and that’s what makes it works.

A recent study by the research firm YouGov found that one in five millennials believed they had no friends. Similarly, a new report published by the American Psychological Association showed that depression in 18- to 21-year-olds had climbed more than 46% between 2009 and 2017. Brands are wise to be aware and tap into this, and it explains why inclusive group exercise is leaving exclusive “no pain, no gain” gyms in the dust. “Don’t side-eye the person on the bike next to you; you don’t know what their journey was to get here,” said a 1Rebel trainer in one of her classes.

I am confident that 1Rebel will continue to be a success as the brand lives and breathes its values. But, what happens when the brands we feel a deep-seated connection to behave “off-brand”? 

There are plenty of examples of companies that rally the troops through their brand . For instance, there are the Chinese makers of air conditioners, Broad Group, who still chant their daily anthem, “I love our clients and help them grow their value,” and Japan’s Yamaha with their 1980s company song.

Along the same lines, the 2019 article “Is Your Corporate Culture Cultish?” published in Harvard Business Review described the weekly get-together of a leading U.S. tech company. Company-imposed “cheer” pops up again here – although, this time, it was a bit more contrived, with employees chanting the name of the company three times, all dressed (like the CEO) in matching black and gray. The author, curious about the employees’ enthusiasm, was prompted to explore the lived reality of the people working there. It became clear that people didn’t really have a life outside of their work. Many were divorced or separated. “One executive said that he only went home to change clothes, adding that he might just as well stay at work using the facilities in the wellness center,” the author wrote.

It’s the perfect example of a company that is externally portrayed as an employer of choice, but the internal the reality is something quite different.

If a brand is leveraging an emotional connection, it needs to practice what it preaches. 

This is possibly even more important for employees of a brand than it is for their consumers. After all, they are the people influencing, creating and building your product. There’s no shortage of research proving the relationship between company culture and performance. By hiring employees based on their ideological alignment to your company mission rather than their raw skill set, you can begin to build a brand loyalty seen in the consumer world.

This is something that IBM has a legacy of doing well. A 1973 global survey of IBM found that, despite national and regional nuance, employees had more in common than they had expected; they behaved and acted similarly. The researcher Geert Hofstede concluded that organisations had a personality, meaning that the character of the organisation was constant even when employees come and go. This “character” – which exists to a greater or lesser extent at all organisations – is what we now refer to as company culture, which, in its simplest form, describes “the way things are done around here.”

So, what can employers learn about company culture from cult brands?

Develop an employer value proposition (EVP) that shows everyone the give and the get for being part of your mission, as well as an employer brand that brings it all together.

This helps candidates and employees understand the emotional contract of your organisation and get a feel for your company culture. It helps the wrong people self-select out of applying and gives your employees something to believe in – whether that’s encouraging more people to exercise, bringing healthcare to millions or developing the technology solutions of the future.

Assess candidates against the company vision and values, rather than just competency. 

When values are well-embedded in an organisation, they help people make decisions that are right for the business and encourage the behaviors that will help you achieve your mission. It’s easier to up-skill employees than to change what they believe in, so recruit those who have the right behaviors to succeed, rather than those who have done a role before. Even though colleagues and managers will move on and new people will join, if the ethos and values are embraced, the company culture will remain.

Shape your incentives and benefits to reward mission-related achievement, reinforcing the behavior. 

Benefits and rewards typically recognise individuals for personal achievement. If your business success is reliant on entrepreneurship or collaboration, find ways to identify and recognise those behaviors instead of arbitrary targets.

Build a community around your brand. 

At a time when trust in corporations is declining and social media algorithms make it more difficult for your followers to see your content, employee advocacy is vital. On average, employees have a network that’s 10 times larger than your company’s follower base. What’s more, brand messages are shared 24 times more frequently when distributed by employees as opposed to the business account. Engaging employees throughout your EVP process naturally builds brand champions who can leverage your brand. Encourage them to share examples of your brand values on social media and be advocates when talking to suppliers or clients, or attending conferences and events.

But, above all …

If you are going to stand for something as an organisation, make sure your actions align with your words.

Just as believers can build a brand, they can also tear it apart.

Increasing Retention: Through the First 90 Days & Beyond

If you’re only focused on recruitment but not retention, you’re throwing away money.

According to Forbes, the cost of replacing an employee can range anywhere from 50% of the salary of an entry-level employee to more than 200% of the salary of a senior executive. Increasing retention – even by just a couple of percentage points – can save millions of dollars each year.

I think “engagement” and “retention” are just different words for the same thing. If you want to retain people, you need to engage them, and you should start as early as possible. Recent surveys have found that about 30% of job-seekers have left a job within the first 90 days of hiring. Despite this, most onboarding programmes are too short. According to SHRM, nearly 40% of onboarding programmes last one week or less.

This is important across the talent spectrum. In extreme-burnout, high-volume roles, culture counts. Rather than just dealing with unwanted turnover, you need to onboard employees to your culture early. You need them to be invested with you so they have a reason to stay.

On the other end of the spectrum, I consistently see specialised, rock-star candidates deflate when they become new employees. During the recruitment process, they are engaged and excited for a new role. But, when there is no onboarding process, they are left on their own – unengaged and more likely to respond to the next recruiter that pops into their inbox.

In this article, I’ll walk you through how to set up an onboarding programme that builds engagement from day one. Then, I’ll share strategies on how you can continue to measure that engagement and build it further.

The 90-Day Onboarding Programme

A well-developed onboarding programme for the first 90 days makes all the difference in the world when it comes to engagement and retention. When new employees start on day one, they have a lot of expectations, and they’re excited. However, many employers forget how critical the first impression is to a new hire.

For many organisations, the onboarding programme starts and ends an employee’s first day with HR basics. Employees fill out paperwork, get a badge, find their desks, complete a training and often receive some sort of handbook. That’s it. Employees are left without any idea of what their first 90 days will look like. In some cases, employees go home from that first day not even knowing what’s in store for day two. These programmes are set up by default. They’re easy, and they’ve often been in place for a long time.

I recommend a 90-day programme that is designed to give the employee control over their onboarding experience. When a person owns their career experience and expectations are clear from the beginning, they are more likely to stay. They will be set up for success in those first 90 days and beyond.

The Background

I like to think of a new employee’s first 90 days in three phases.

Phase 1: Shadowing

Phase one is often the first 30 days a new employee is at an organisation. They are integrating themselves into your organisation and absorbing your company culture, structure and processes. They’re learning what their own role entails and what’s expected of them.

Phase 2: Reflecting Back

Phase two takes place during days 30 through 60. The new employee is taking the information they learned in the first 30 days to start developing and sharing their own ideas. However, they are doing this cautiously, looking for feedback and checking to see how their role fits in the organisation.

Phase 3: Starting to Soar

In phase three, or days 60 through 90, the employee is taking more freedom and action on their own, but still checking in with some regularity. As they transition out of this phase, they have a base where they know who to go to and how the organisation operates, but they are taking control over their own career.

Building the Programme

As employers build an onboarding programme, I encourage them to think of it as a 360, where they introduce the employee to everything they will touch and be touched by at an organisation. To do this, employers need to ask two questions:

What tools, technology and equipment does the new hire need to do their job?

Most organisations have some sort of onboarding programme to get a new employee acquainted with the tools they need, but they fall short on the second question:

What processes and people does the new hire need to know to do their job?

We can break this question down into more pieces. Who is the new employee going to interact with? Who are they going to learn from? Will they have a mentor? Who will they go to for what kinds of information or resources? What is the operating philosophy at this organisation and in different departments? What are the fastest and most efficient ways to navigate this organisation?

Your onboarding programme should provide a new hire with the answers to both of these questions and empower them to take control of their role.

A Programme That Empowers

In many organisations, it’s unusual for companies to give a new hire control of their onboarding process, but I recommend creating an onboarding plan and handing it over. With that plan and the right guidance, employees will be engaged in their own career success from day one.

However, that doesn’t mean they are on their own. There’s a lot of hand-to-hand or shoulder-to-shoulder work that has to take place. If you have people working virtually, video is important. You can gauge someone’s total emotional responses. You can see if they’re learning and absorbing. Make sure you can see each other more than once or twice in the first 90 days. It makes new virtual employees feel like part of the team.

As a best practice, I encourage one-on-one, short meetings with key team members. This can be as short as 15 minutes. Managers should provide a new hire with a guide to what their first 90 days will look like – who they are going to meet with, where they are going to get the things they are going to need, and access to people’s calendars. In these meetings, the new hire can learn team members’ responsibilities, processes and philosophies, and can also share information about themselves. These conversations help facilitate better working relationships.

Instead of relying on traditional trainings for critical material, I encourage different interactive teaching styles so the new hire can absorb and apply the knowledge. This could be training on technology, best practices for outward-facing roles, or company culture – things that are tempting to stick in a guidebook or slide deck. However, because people often don’t retain information well from passive, instructor-led training, challenge the status quo and explore better ways to deliver training.

Transitioning Out

The transition out of the formal onboarding period should also be included in the onboarding plan you provide new employees. When you empower them to take control of the process, it should be simple. In the last 30 days, the new employee should already be starting to soar in their role, and check-ins will be less frequent. However, for some strategic roles, the process may take longer than 90 days. 

What About New Promotions?

I also recommend using this same approach with people who are promoted from within. While most employers typically have at least a very basic onboarding programme, newly promoted employees are rarely given any onboarding support. You can use the same strategies, but I recommend – at the very minimum – an abbreviated version.

How to Measure Engagement & What to Do With the Numbers

We know what engagement feels like. When you walk into a workplace with an engaged workforce, you can feel the positive energy. When you walk into a workplace with a disengaged workforce, you want to turn around and walk back out the door.

Your battle for engagement may start with the onboarding process, but it doesn’t end there. Once, I took over a company for a founder and morale was really low. We measured it, and it was a three out of 10. Within six months, we scored it again and we were at a seven out of 10. When engagement is low, you need to measure and then act.

Measuring Engagement Effectively

There are so many engagement tools out there, but I say: just keep it simple. Measure engagement consistently, do it on a frequency that makes sense for your organisation, share the results, and share what you’re willing to do about the results.

Most companies have some form of employee survey, and tons will do these surveys once a year like clockwork, but they don’t do anything with the results. If you’re going to survey people and do nothing with it, don’t survey at all. You actually do more harm to yourself and to your employees because you’re demonstrating that their wants, needs and engagement don’t matter.

First, ask for the right information. There are three areas I always recommend:

  1. Do you know what is expected of you at work?
  2. Do you have the tools that you need to do your work?
  3. Do you have the opportunity to do what you do best at work?

From there, you can ask more specific questions related to your organisation or changes you are considering making, but only ask about areas where you are willing to make changes. You can ask more simple questions to make early wins. For instance, you could ask about upward mobility, career pathing or development – if you’re prepared to put something in place to address it.

Then, publish your results. You don’t have to share every detail, but you do have to publish the themes, and you do have to be authentic. If the results aren’t great, people already know that. However, it gives you an opportunity to demonstrate that you hear your employees and are willing to make changes to address their concerns.

Building a Pulse Team

I also like to create what is called a pulse team – the culture team for your company. The team should be a cross-functional group of key stakeholders – not executives. The group can pulse what’s going on, how people are feeling, if they are supported, if they are happy and if they are productive.

The pulse team reports up and out to the executive team on a frequent basis – many do it quarterly, but some companies even have it monthly. This gives everybody a pulse on what’s happening on the ground, especially if an organisation is virtual or global. Then, leaders have a chance to understand when something isn’t going well and address it.

Organisational Influences

When you take time to follow these steps – building an onboarding program, measuring for engagement and responding, your people are more likely to become invested in your organisation. They can see their career path. They can see that your organisation cares. There’s depth and predictability. All of that increases engagement, which increases retention.

Recall what I said at the start of this article: engagement and retention are just different words for the same thing. To increase both, you need to start with the first 90days, and you can’t stop.

About the Expert

Dana Look-Arimoto is a mentor, speaker and change agent. Dana has more than 20 years of experience in the talent ecosystem. She’s created Phoenix5 to evangelise a new mindset: Stop Settling™. She coaches executives and leaders of all kinds to become their all in every part of their life: work, home, community and giving back. Dana also recently released the book, “Stop Settling, Settle Smart: Rethinking Work-life Balance, Redesign Your Busy Life.”

Employer Value Proposition and Employer Branding: Time for Change Is Here

In talent acquisition, we’re hearing a lot about the importance of a strong employer value proposition (EVP) and a well-managed employer brand platform. It’s true – taking control of your employer brand will help your organisation stand out in the current, tight-talent market. However, the approach many organisations have taken to building an EVP is dated. To be effective, an EVP and employer brand platform needs to be built for the rapidly changing world we live in today.

There are many definitions of employer brand, but at PeopleScout, we define employer brand, employer value proposition and employer brand platform as the following:

Employer brand: Your employer brand is the perception and lived experiences of what it’s like to work for your organisation.

Employer value proposition: Your employer value proposition, or EVP, captures the essence of your uniqueness as an employer and the give and get between you and your employees.

Employer brand platform: The creative communications you create and distribute based on your employer value proposition that guide the perception of your employer brand in the marketplace.

In this series of articles, we dig into how to build an EVP and employer brand platform that stands out in the current candidate landscape. We’ll describe how to make sure it is unique and authentic to where your organisation is today. We’ll also show you how to make it aspirational to share where you want your organisation to go while keeping it dynamic enough to appeal to different candidates and keep up with the changing talent landscape. In this section, we will cover the process from beginning to end – from gathering the insights needed to define an EVP to integrating that EVP into every step of your candidate experience.

Traditionally, employer value propositions have been developed at one moment in time. They have not kept pace with the changing world, the multi-generational workforce and evolving workplace and candidate behavior. These EVPs are generally created with only input from executives, and without insights from employees throughout the organisation. Then, that EVP is used for years before it is updated using the same process.

These traditionally formulated EVPs are often generalised with the aim of speaking to the widest audience. What really happens is that these statements feel meaningless to candidates because the EVP doesn’t speak directly to the different types of candidates an employer wants to recruit – either based on skills or demographics.

This means that in the current economic conditions, employers with poorly defined and managed EVPs are left behind in the competition for talent. Candidates are drawn to organisations with EVPs that align with their own personal values.

These factors all combine to shift the goal for employers. Traditionally, employers have aimed for quantity – looking for large numbers of applicants with the theory that they could find top candidates. Now, to stay ahead, employers should focus on attracting the best candidates with a growth mindset whose passion and purpose align with the organisation’s mission. Employers should look for fewer applicants in total, but more people who fit the culture of the organisation and who possess the skills needed to drive a company into the future. A well-defined EVP and well-managed employer brand can help accomplish this.

In this series of articles, PeopleScout’s experts guide you through the process of developing an employer value proposition and employer branding platform that speaks to the candidates your organisation wants to hire and can keep up with the rapidly changing landscape.

Talking Talent: Building an Employer Value Proposition and Employer Brand for the Future, Part Two

This is the second Talking Talent episode in a two-part conversation about employer value propositions and employer branding. You can listen to the first part of our conversation here. 

After building a strong EVP and employer brand, employers face the challenge of effectively promoting and marketing that brand to candidates and employees. The roll-out and management of an employer brand platform are just as important as the care taken to research and craft that positioning.

For many organizations, it’s easy to show enthusiasm while developing a new EVP, but that same enthusiasm needs to continue through the internal and external launches.

To talk about this, joining us is Simon Wright, Managing Partner of Talent Advisory here at PeopleScout.

With more 20 years of experience in RPO and talent management consulting, Simon brings a global perspective to talent acquisition and engagement—having spent time living and working across the EMEA and Asia-Pacific regions.

As Managing Partner for our Talent Advisory practice, Simon is a trusted advisor to HR and talent leaders. Operating at a strategic level, Simon has a proven track record of building and driving creative and innovative strategic talent programs that positively impact business performance. 

Simon leads an industry-leading (and award-winning) multi-disciplinary team of subject matter experts across the talent lifecycle – including employer brand and EVP, assessment and development, and diversity and inclusion – who deliver impressive outcomes for clients across a range of industries and sectors.

In this episode, Simon explains the importance of an effective internal roll-out and he provides practical advice on how to manage sharing your EVP internally. Then, he explains how to infuse your EVP through every step of the candidate experience. Finally, Simon lays out how you can find a talent advisory partner to help you develop a strong EVP and employer brand for the future. You can listen to the first Talking Talent episode on EVP and employer brand here.

Talking Talent: Building an Employer Value Proposition and Employer Brand for the Future, Part One

This is the first Talking Talent episode in a two-part conversation about employer value propositions and employer branding.

As employers face increasing competition for the best talent, a well-defined employer value proposition (EVP) and employer brand strategy have become more important than ever. In a candidate-driven market, employers need to stand out to their target talent audiences through a unified EVP and employer brand. High-quality candidates know what they want out of a future employer, and organizations that don’t effectively show their value to candidates risk losing them to the competition.

To talk about this, joining us is Simon Wright, Managing Partner of Talent Advisory here at PeopleScout.

With more than 20 years of experience in RPO and talent management consulting, Simon brings a global perspective to talent acquisition and engagement—having spent time living and working across the EMEA and Asia-Pacific regions.

As Managing Partner for our Talent Advisory practice, Simon is a trusted advisor to HR and talent leaders. Operating at a strategic level, Simon has a proven track record of building and driving creative and innovative strategic talent programs that positively impact business performance. 

Simon leads an industry-leading (and award-winning) multi-disciplinary team of subject matter experts across the talent lifecycle – including employer brand and EVP, assessment and development, and diversity and inclusion – who deliver impressive outcomes for clients across a range of industries and sectors.

In this episode, Simon makes the business case for investing in EVP and employer brand development. He explains what makes a strong EVP and what steps you need to take to build one at your organization. Simon also walks us through an EVP and employer branding platform built by his team for Linklaters, a global law firm, sharing the background and the impact it made for the organization.

Part two is available here:https://www.peoplescout.co.uk/insights/talking-talent-building-an-employer-value-proposition-and-employer-brand-for-the-future-part-two/

Sellafield: Transforming an Employer Brand to Engage Entry-Level Talent

As part of a new vision and strategy, Sellafield Ltd had redefined and expanded their Graduate and Industrial Placement schemes, and they needed to hire more graduates and placement students than ever before. To help them do this, we developed a new brand messaging and visual approach that told their story across a range of channels – and significantly increased applications.

SOLUTION HIGHLIGHTS
• TRANSFORMATIVE BRAND MESSAGING
• COMPREHENSIVE ATTRACTION STRATEGY
• WIDER AUDIENCE
• INCREASED APPLICATIONS

SCOPE AND SCALE

We’ve worked with Sellafield Ltd for several years, supporting their annual Graduate and Industrial Placement schemes. As part of an ongoing transformational journey, the organisation
had repurposed its values and strategy for the future. In response to this, they also redefined and expanded their schemes to attract and hire more graduates and placement
students than ever before.

SITUATION

Sellafield Ltd needed to hire 55 graduates and 50 students. And, with a new vision and strategy, they were keen to develop their existing brand messaging to reflect the opportunities that these changes would bring. They agreed with us that a re-launch of the Graduate and Industrial Placement schemes was required, to tell the story of their transformation and engage candidates across the breadth of disciplines.

SOLUTION

ENGAGING BRAND MESSAGING
We worked with Sellafield Ltd to develop an engaging recruitment value proposition (RVP). Using the RVP as a platform, our brand messaging and design conveyed the new vision and strategy, and what that meant for our target audiences, across a range of attraction materials.

COMPREHENSIVE ATTRACTION STRATEGY
This included careers fair materials, such as stands, leaflets and posters, and collateral for their online attraction strategy – graduate media, search engine Pay Per Click and assets for
their careers website. We also supported our client with their approach to media channels and the purchase of relevant job boards.

RESULTS

A WIDER AUDIENCE
The new Sellafield Ltd RVP messaging has been seen by an audience of just under 1 million across all channels.

GREATER RESPONSE
With almost 30,000 people clicking to their website from media channels, Sellafield Ltd now has a higher number of visitors to their website – 8% up on the previous year. And, with around 1500 applications, we’ve enabled them to gain a greater breadth of response across all disciplines.

The Importance of an Employer Value Proposition and Employer Brand Strategy

As employers face increasing competition for the best talent, a well-defined employer value proposition (EVP) and employer brand strategy have become more important than ever. In a candidate-driven market, employers need to stand out to their target talent audiences through a unified EVP and employer brand. High-quality candidates know what they want out of a future employer, and organisations that don’t effectively show their value to candidates risk losing them to the competition.

If you google EVP and employer brand, you’re likely to find thousands of definitions. At PeopleScout we define EVP and employer brand as the following:

  • Employer Brand: The perception and lived experiences of what it’s like to work for your organisation.
  • Employer Value Proposition: Captures the essence of your uniqueness as an employer and the give and the get between you and your employees.

Both concepts revolve around the qualities that make a company a great place to work, as well as the benefits, career growth opportunities, work-life balance and company culture that attract top talent.

EVPs are particularly important in today’s job market, as a majority of candidates heavily evaluate companies before they even consider applying for open positions, and it can be a critical differentiator in a company’s ability to attract talent.

Key Elements of a Successful EVP

As HR Technologist explains, “An employee value proposition must be thoughtfully designed since it has a direct impact on behavior. It must look into the tangible and intangible elements of the psychological contracts between the employer and the employee. It must start way before the employee joins, even before the person is a job candidate; it must appeal to the person irrespective of whether the person intends to work with the organisation or not.”

A successful EVP articulates the value that you offer to your employees. At PeopleScout, we establish three elements to support a successful EVP:

  • Pillars: Pillars are the core components of your EVP and are informed by insights into your cultural DNA and your audience’s motivations. Pillars are used to define the relevance of your EVP and are based on research.
  • Narrative: The narrative is usually a single, manifesto-style paragraph – it’s the emotive “sell” of what you offer. The narrative defines consistency throughout your EVP and employer brand strategies.
  • Strapline: Finally, the strapline is a concise phrase that summarises your overall offering – it focuses on being memorable rather than detailed. The strapline defines a point of focus throughout your EVP materials.

By creating pillars, a narrative and a strapline to support your EVP and employer brand strategy, employers will be set up for a successful deployment both internally to current employees and externally to candidates and the broader marketplace.

For example, we recently completed an EVP and employer brand project for a global law firm based in the UK called Linklaters. Here are the pillars, narrative and strapline that we created to bring the project to life.

Linklaters employment brand pillars
Linklaters employer brand narrative
Linklaters employer brand strapline

Benefits of a Well-Managed Employer Value Proposition and Employer Brand Platform

Organisations that effectively deliver on their EVP can enjoy a host of benefits, including decreased annual employee turnover and increased new hire commitment, according to Gartner research. Other benefits include improved brand sentiment, increased reach to target audiences, a greater sense of commitment from current employees and cost savings related to compensation.

Improved Brand Sentiment

Organisations with effective EVPs are more attractive to candidates and are considered employers of choice – organisations where candidates want to work. In order to make yourself an employer of choice, you have to be able to appeal to your ideal candidates by differentiating your company from your competitors.

A compelling EVP and employer brand can move your brand sentiment in a positive direction. A clearly defined EVP creates the foundation on which to build your internal and external employer brand messaging, which allows you to have greater influence over what you are known for and how you are perceived.

Increased Reach

A thoroughly researched and tested EVP is designed to speak more effectively to your target talent audiences. When you are able to tailor the core of your message to individual audiences, while keeping your narrative and strapline consistent throughout, more diverse groups of candidates will respond favorably. This has real business impact. According to a Morgan Stanley study in The Atlantic, there is a positive relationship between equity returns and the gender composition of an organisation’s employee base, as an example.

We work with an organisation in the UK that was once an online automobile magazine but is now a digital publication. The organisation struggled with brand perception. Many candidates thought the company was old-fashioned, and they struggled to attract women to their open positions. We developed an “adventures in awesomeness” EVP that spoke to the digital transformation that had already happened at the employer. This EVP not only increased brand attractiveness and shifted sentiment, but also increased the number of women visiting the careers site by 300 percent.

Greater Employee Commitment

Organisations with strong EVPs enjoy significantly higher levels of engagement from employees. In one example studied by Cornell University, a beverage bottling and distribution company launched an initiative to develop an integrated employer brand. Around the same time, the company decreased headcount by more than 6 percent and maintained tight control over salary raises. Despite these difficulties, employee engagement grew at the company from 36 percent to 55 percent over a five-year period.

This study suggests that when you clearly articulate your EVP and the behaviors you’re looking for from employees, it can be a factor in successfully attracting and retaining employees with the right cultural fit for your organisation. This yields more engaged employees.

Compensation Savings

Organisations with effective EVPs are able to reduce the compensation premium required to attract new candidates. Another example highlighted in the Cornell paper found that organisations with a well-managed employer brand had a 26 percent economic advantage in terms of labor cost.

Key Considerations When Creating an EVP and Employer Brand Programme

There is ample data that shows that effective EVPs generate real business benefits. To realise those benefits, there is a lot of work that goes into creating a successful EVP and employer brand. Before launching an EVP internally or externally, it’s critical that companies spend time researching, defining, developing, optimising and deploying an EVP that accurately represents the company’s value to employees.