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On October 3rd, 2013, 5th business premiered our marketing strategy speaker series, Inspiration Inc. The event, hosted at the Living Arts Centre in Mississauga, focused on strategies to develop employee brand champions. 5th business Vice President, Margo Hunnisett, discussed the need to brand from the inside out, creating employee brand champions who live and breathe your brand in everything they do.
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creating brand champions
Margo Hunnisett
Vice President, Client Services, 5th business
outline• inside out branding – what it isn’t – and what it is
• who gets it?
• who doesn’t?
• why it matters
• where to start
• top10 list for building your tribe
what it isn’twhat it isn’t
what it is
making promises and keeping them.
what it looks like
• the promise comes to life in every customer interaction,
whether in person, online, by phone
• your employees believe in the brand
• they live the brand
• they sell the brand
• they ARE the brand
what it really means to deliver
your brand promise
• they know how to interact with internal and external stakeholders
• they are engaged, energized, productive
• they are brand champions
• they are also:
– more satisfied
– stay longer
– and tell their friends
what it really means to deliver
your brand promise
who gets it
who doesn’t
why it matters
(show me the money)
increased growth and profitability
• organizations with higher than average levels of employee
engagement realized 27% higher profits, 50% higher sales and
38% above average productivity (Gallup)
• 68% of customers leave because of poor employee attitude
(Parkinton and Buston Study)
• 70% of customers brand perception is determined by
experience with its people (Ken Irons, Market leader)
• 5% increase in employee retention can generate up to an 85%
increase in profitability (Harvard Business Review)
and there’s more
• companies with a highly engaged workforce improved
operating income by 19.2% over a 12 month period;
those with low engagement scores saw operating
income decline over the same period by 32.7% (Towers
Watson)
• engaged organizations grow profits as much as three
times faster than their competitors
• highly engaged organizations have the potential to
reduce staff turnover by 87% and improve performance
by 20% (Corporate Leadership Council)
the bottom line
• companies are investing in Business-to-Employee (B2E)
branding for the same reasons they invest in Business-to-
Consumer (B2C) or Business-to-Business (B2B) branding
• helping employees consistently deliver a brand promise and
values to customers
– strengthens the brand
– impacts customer experience
– creates customer brand advocates
– improves the bottom line
the reality:employees are in charge of your brand
all the advertisements,
brochures, point of sale
materials, PR and digital
marketing you do has less
impact on your brand than one
customer encounter
with one employee.
how it used to be
• brands were determined by mass advertising
• customers had life-long loyalty to one company
• employees often did, too
• less competition
what’s changed
1. generation Ynot ‘employees for life’
work to live, not other way around
2. social mediaone customer has one bad experience - everyone knows about it
3. fierce competitionnot just from a group of well known, local competitors
but from the whole world
who’s delivering your brand promise?
meet your new marketing manager. Peter.
where to start
breaking through to reach your
toughest audience: the KN story
be creative
be unexpected
make it fun and relatable
tie activities to specific behaviours
be consistent
be authentic
building your tribe
top 10 list for building your tribe
1. include every employeeif your receptionist doesn’t smile, no logo in the world will change what your
customers think about what your company stands for
2. be specificdefine behaviours: Walmart - “Look every customer within 12 feet in the eye,
and greet them”
3. be consistentregular employee communication is essential – it’s not a one-meeting deal
4. keep it simpledon’t over complicate – use simple processes on a regular basis to engage
employees
5. define your brand’s purpose, not just its
promisehelp employees understand why they’re here - “we outperform so your
business can, too”
6. your brand should be everywheremake your brand’s message, purpose, philosophy and behavior impossible to
avoid!
top 10 list for building your tribe
7. tell them why they should care create an emotional and a rational reason employees should make the
effort to represent your brand the right way
8. be passionateif you aren’t passionate about the brand, no one else will be
9. ask for feedback don’t just tell - listen. start a conversation
top 10 list for building your tribe
10. reward success if employees are living your brand, celebrate that success
top10 list for building your tribe
Topics
• Job Advertisements
• The Interview
• References
• The Offer Letter
Job Advertisements
• Job advertisements and postings should not contain
statements, qualifications or references that relate
directly or indirectly to one of the prohibited grounds
under the Human Rights Code
Definition• Prohibited grounds: race, ancestry, place of origin,
colour, ethnic origin, citizenship, creed, sex, sexual
orientation, gender identity, gender expression, age,
record of offences, marital status, family status or
disability
Job Advertisements
Indirect Discrimination• Occurs where applicants are unfairly prevented or
discouraged
from applying for a job
– unaccented English
– Canadian experience
Job Advertisements
• Job requirements should be reasonable, genuine and made
in good faith
incidental duties vs. essential duties
preferences vs. requirements
Job Advertisements
• Job requirements: is it an essential duty?
• Examples
– physical requirements
– driver’s licence
– frequent travel
– recent graduates or students
– citizenship requirements
Job Advertisements
• Do not ask any questions that relate to the prohibited grounds
under the Human Rights Code
– age (unless required for job)
– marital or family status (unless family hiring policy)
– child care arrangements or if planning on starting a family
– religion
– place of birth
– sexual orientation
The Interview
Special Employment Exemption• A religious, philanthropic, educational, fraternal or social
institution or organization that is primarily engaged in serving
the interests of persons identified by a prohibited ground
The Interview
• ASK questions that relate to the job requirements and
qualifications
• Can expand scope of questions in an interview compared to
a job application
The Interview
Test for Discrimination in Hiring
1. Candidate was qualified for the job but not hired
2. Person selected was no better qualified than the applicant
3. Person selected lacked the distinguishing Code related
features of the applicant
Kartuzova v. HMA Pharmacy Ltd., 2012 HRTO 328
The Interview
Damages Summary
• Damages ranged from $1,500.00 to $5,000.00 for
discrimination during an interview, plus loss of wages in some
cases
• Family status a common category
• Higher damages up to $15,000.00 for sexual harassment
The Interview
Objective Measures
• Incorporate objective measures
• Standard questions and criteria for all applicants
• Scoring on qualifications, experience and responses
• Take notes
The Interview
Shake Up The Interview
• Change up the way standard interview questions are asked
• Ask probing questions
• Energize, confuse, comfort and confront applicants
C. Smith and C. Stephenson, Arryve, Harvard Law Review
The Interview
Attracting the Right Employees
• Be honest
• Be clear
• Set out long-term expectations and goals
The Interview
• How well do you really know the candidate?
Tips• Obtain the consent of the candidate
• Contact 2 to 3 references
• At least one from the most recent employer
References
Questions• Title or position
• Length of employment
• Duties and responsibilities
• Qualifications
References
• Instead of asking whether the candidate was
fired, you can ask:
– Why did candidate leave?
– Would you hire candidate again?
References
• Ask how was the candidate’s:
– Communication skills
– Time management
– Organizational skills
– Ability to work independently
– Problem solving
– Productivity
– Quality of work
– Enthusiasm and personal contribution
References
Benefits of an Offer Letter
• Confirms expectations
• Outcome of negotiations
• Legal protection for the company
The Offer Letter
Conditional Offer of Employment• Used when requesting sensitive information
• Examples: driver’s license, educational credentials, police record checks, proof of Canadian citizenship or ability to work in Canada
May have duty to accommodate if disability disclosed
The Offer Letter
Conditional Offer of Employment
• Physical fitness testing
• Medical tests
• Psychological or personality profile tests
The Offer Letter
Essential Clauses
• Position and compensation
• Job duties
• Benefits
• Probationary period
• Termination / Resignation
• Confidentiality
The Offer Letter
Optional Clauses
• Bonuses and commissions
• Non-solicitation
• Temporary layoff
• Business expenses
The Offer Letter
Clauses to Leave Out
• Content that can be covered by policy or employee
handbook
• Topics covered under the Employment Standards Act
• Non-competition clause
The Offer Letter
Signing the Offer of Employment
• All terms in one document
• Provide to employee in advance of start date
• Offer must be signed and returned prior to start date
The Offer Letter
any questions
