Ginger L. Gregory Ph.D.

Employer Value Proposition

July 9, 2013

My background

YEARS OF BRAND

HERITAGE

60+ SYSTEMWIDE SALES

Who is Dunkin’ Brands?

174,000 EMPLOYEES IN SYSTEM

1,190 CORPORATE EMPLOYEES

$8.8 billion

17,400+ LOCATIONS WORLDWIDE

Who are we for?

Our Franchisees and Restaurant

Crew

Our Employees Our Fans =

YOU!

The Goal: Engage & Have Fun!

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Employee Engagement

Developed & Implemented

Employer Value Propositions

Conducted Employee

Engagement Survey

Follow-up

Actions

2010-12 2012 2012-13

What is an Employment Value Proposition?

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An EVP is a set of attributes that the labor market and

employees perceive as the value they gain through employment in an organization.

What makes

your company

different?

Why should I

join your

company?

Why should I

stay?

What does an EVP do?

Corporate Leadership Council research

EVP

Attract Employees

Increase Employee

Commitment

Align to Company

Goals

Distinguish from the

Competition

Why should you have an EVP?

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42% of high-performing companies have EVPs.

Higher engagement translates into stronger financial

performance.

70% of customer brand perception is determined by

experiences with people.

Every company is battling for top talent, and an EVP helps

you attract and retain employees.

Cool Beans! I want an EVP - How do I develop one?

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ASK YOUR EMPLOYEES!

They’ll tell you what sets you apart from

the competition.

Focus

Groups

Surveys

Be

simple &

clear

An EVP should:

Be

aspirational

yet grounded

in reality

Reflect

company

values &

culture

EVP and the Employee Lifecycle

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“Baskin-Robbins offers fun, flexible jobs

where crew members can bring their

positive attitude, passion for guest interaction,

and great smile to serve up good times – and

everyone’s favorite ice cream treats – in a

truly uplifting environment.”

Dunkin’ Brands EVPs: A Case Study

It began in our restaurants...

“Dunkin’ Donuts offers fun, fast-paced

jobs where crew members can use

their people skills, patience and

positively upbeat attitude to make

someone’s day – every day – serving

the world’s favorite coffee and

donuts.”

Bringing the EVP to life

EVP for Dunkin’ Brands Employees

“Dunkin’ Brands offers the unique opportunity to work with two

iconic brands alongside results-oriented employees who share a passion

for our business working in a collaborative, fun, high-growth

organization”

Engagement capital refers to amount of commitment, discretionary effort, and intent to stay that employees exhibit given combination of their past

events, present expectations, and expectations about future.

Employee Engagement

Past Events

Employees’ emotional and rational commitment based on their perception of previous events with their employer

Present Experiences

Employees’ emotional and rational commitment based on their perception of present experiences

Future Expectations

Employees’ emotional and rational commitment based on their expectations of their future employment experience

Engagement Capital Score

Overall Score Dunkin' Brands, Inc Benchmark

Engagement Capital 68% (n=915) 63% (n=22,349)

Percent Favorable

Engagement Capital score is average of Engagement Capital Past, Present, and Future questions. This metric designed to give you an overall score of

amount of commitment, discretionary effort, and intent to stay that employees exhibit.

Summary

Top Engagement Strengths Top Engagement Strengths refers to Dunkin’ Brands two highest engagement scores.

Engagement Metric Dunkin' Brands, IncDifference From

Benchmark

Discretionary Effort 90% (n=915) 3%

Culture/Values 82% (n=915) 22%

Top Engagement Gaps Top Engagement Gaps refers to Dunkin’ Brands two lowest engagement scores.

Engagement Metric Dunkin' Brands, IncDifference From

Benchmark

Communication* 37% (n=915) -7%

Compensation & Rewards* 51% (n=915) 16%

Engagement Actions

• Highly variable at departmental level

• For corporate – emphasis on:

Communication

Leadership Team effectiveness (common accountability)

Total Rewards design & communication

• 2013 Focus on individual feedback and development of leaders via

360s etc.

• are U in? focus throughout

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Summary

• Define who you are – build on strengths

• Measure how you are doing in eyes of employees

• Communicate, communicate, communicate – and

everything communicates

• Questions?

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