How EVP Drives Alignment with Consumer and Talent Brand -- Customer Session at Talent Connect Sydney 2015
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How EVP Drives Alignment with Consumer and Talent Brand -- Customer Session at Talent Connect Sydney 2015 Gemma Allen, Engagement & Talent Sourcing Manager, Medibank Wendy Hammonds, Head Of Human Resources - Home, Mobile & Business, Spark New Zealand What's the link between a successful employee value proposition (EVP), consumer, and talent brand? What role does EVP play in successful brand strategies? In this session with two iconic brands, Medibank from Sydney and Spark New Zealand of Auckland, the speakers present how they each have undergone recent brand overhauls, with a strong EVP foundation. Medibank discusses merging two brands into one, along with their new EVP development, while Spark discusses their journey in transforming from the legacy Telecom New Zealand brand into Spark New Zealand. Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
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How EVP Drives Alignment with Consumer and Talent Brand -- Customer Session at Talent Connect Sydney 2015
- 2. At Medibank, we’re Better Together Gemma Allen - Engagement & Sourcing Manager
- 3. The drivers for our EVP business case Sales & Service Professionals Health Professionals Corporate Professionals 900 work at home employees #intalent
- 4. How does EVP align with our business strategy? EVP BETTER TOGETHER OUR PURPOSE We stand for better health. OUR VISION When people think of health they think Medibank – they trust us with their health and wellbeing every day. CUSTOMER CENTRED HEALTHCARE. HEALTH COST LEADERSHIP. GROWTH. PEOPLE. OPERATIONAL EXCELLENCE. THE MEDIBANK WAY Champion Health Customer Led Performance Driven Values Driven Simpler the Better VALUES Customer Focus I Accountability I Integrity I Respect Productive Collaboration What we expect from our employees + what we offer in return #intalent
- 5. EVP Roadmap Identify + Engage Stakeholders Build + Drive an Aligned Business Case Communicate + Engage Employees Leverage + Multiply Efforts via Ambassadors Empower + Share Content Celebrate + Review Results 1 2 3 4 5 6 Measurements of Success ATTRACTION • Inmail Success Rate • Recruitment Metrics ENGAGEMENT • Digital & Social Metrics • Talent Brand Index RETENTION • Employee Retention & Engagement Scores • Member / Customer Retention & Growth #intalent
- 6. Introduction to our EVP #intalent
- 7. Externally Internally How we brought our EVP to life #intalent
- 8. Meet Josh, a driven Retail Manager and talented foodie, having competed in Master Chef 2013. Using Medibank's new concept stores, he helps empower customers to make positive health changes. Employee Ambassadors #intalent
- 9. #intalent
- 10. What’s Next For Us Celebrate + Review Results Content Strategy Employment Programs (ERP, Students, Alumni, Diversity) EVP ‘Health Check’ Increase Participation in “Passion to Profile” Initiative ATTRACTION • Inmail Success Rate • Recruitment Metrics ENGAGEMENT • Digital & Social Metrics • Talent Brand Index RETENTION • Employee Retention & Engagement Scores • Member / Customer Retention & Growth #intalent
- 11. From Telecom to Spark Transforming our brand from the inside out Wendy Hammonds Head of HR, Spark Home, Mobile & Business
- 12. We needed a change
- 17. Real progress Attrition drop from 23% 29% Time to hire 25 days 45 days
- 19. • Listen then act, and keep listening • Brand changes start from within • Choose a couple of things that will change the game, then go for it • One size doesn’t fit all in a multi-brand business
- 20. 2015
Notas del editor
- a little bit about Medibank… Have 3.8 mil members 3,800 employees. 900 work@home. and much more than just personal health insurance. We own AHM and offer a range of products and services including travel, pet insurance and other health services We are one of Australia’s biggest telehealth providers including Nurse on call We also offer Garrison health care for our ADF Most recently, we moved from a government owned organisation to a privately owned company – when we were listed on the ASX in November last year 2 brand PHI offering – ahm & Medibank. Changes to our broader talent strategy – 2 recruitment functions, varying candidate experience translating to a varying employee experience resulting in inconsistent customer experiences. How do we let talent know we are more than just a health insurer?
- Why: Attract & retain quality talent Sustain & grow our business Deliver on our purpose for better health How: To talk to talent & leaders Articulate why work at Medibank What we expect from you and what we offer in return To weave that message through the entire candidate & employee lifecycle so we constantly remind people why join & why stay, why go the extra mile. How we implement: By delivering on our candidates promise and employee behaviours we all become better together. Better as individuals, better as a team and better as a business. Working as one to deliver on these promises and actions, we are Better Together. We ask our employees to demonstrate their commitment to Medibank through a range of behaviours. Together, these add up to a positive culture that embrace our set of values, Accountability, Respect, Integrity and Customer Focus. Success measures? Attraction: are we attracting the right talent Retention improvement. Are we retaining our high performers and high potentials? Engagement. Are our employees engaged? How is that translating to company performance? Is our talent attraction costing us less but achieving more? less impacting MER & reducing gm3 costs. Customer retention & growth.
- Step 1 – Identify all your stakeholders Step 2 – Build your business case and link the “why” to other strategies & priorities – ensure you avoid any future roadblocks – our story with marketing, knowing that ahm is growing & are about to develop new brand principles, we were able to consider this in our plan Step 4 & 5 – Leverage your passionate people – identify them in the research phase and earmark them as your story tellers, empower leaders with tool kits and assets so they can act as your messengers? Define – don’t get caught up in labels as they can delay your progress. – MKG: if you aren't able to create brand guidelines perhaps try and get approval for a style guide, talent brand toolkit. stick to what you want to achieve and don’t sweat the small stuff
- The Medibank Group EVP platform provides a seamless experience from candidate to employee, connecting the essence of our promise that: You + Medibank are Better Together Better Together captures the EVP essence with 2 positives adding up, connecting and coming together. We communicate and embed this via a + device, that demonstrates the essence in a tangible and flexible way. Segmented this down by 4 core workforce groups, customer corporate, health & ahm and built this into our EVP style guide. The Essence of Better Together - our unspoken promise The employee research insights were compelling and reflective that, although ‘we excel as individuals, together we are even better and can genuinely make a difference.’ We care, not just for our customers, but also for each other – by being flexible, open, and ensuring a healthy work-life balance. We collaborate, working as a group in a supportive team environment for a common purpose and shared success. We have passion. To be the healthiest organisation. To grow our careers and the careers of others - and to act in the best interests of those we look after. Our people deliver the services to our customers. We need to remind them why they do what they do every day. Why they joined the cause for better health before we can expect them to champion it every day in their roles.
- 600 + employees so far have participated in our adding passion to profiles initiative – used internally and externally, creating conversation & interest TALK TO THE INTRIGUE
- Inmail 60% Agency use will be half of what it was last year based on a similar volume of hires We want to increase engagement & directly impact retention What’s been fantastic throughout this is the passion & pride our employees have for our purpose, it’s that’s essence that we wanted to capture and I’m so grateful we managed to. Listening to Wendy from Spark talk about her journey recently really brought home this to me, you can have the best consumer brand but if your people aren't passionate about it and can’t deliver on the customer promise, you don’t have an EVP. Over to Wendy to share her story….
- Inmail 60% Agency use will be half of what it was last year based on a similar volume of hires We want to increase engagement & directly impact retention What’s been fantastic throughout this is the passion & pride our employees have for our purpose, it’s that’s essence that we wanted to capture and I’m so grateful we managed to. Listening to Wendy from Spark talk about her journey recently really brought home this to me, you can have the best consumer brand but if your people aren't passionate about it and can’t deliver on the customer promise, you don’t have an EVP. Over to Wendy to share her story….
- You woke up this morning and the Sydney morning herald announced that Telstra changed their name to Flash…. To give you a bit of context, that’s what we did. This is a story of a transformation, from Telecom NZ, a company associated with the plastic phone on the kitchen bench and a lot of baggage…to Spark New Zealand, a customer-inspired digital services business focussed on the cloud, internet, mobility, TV and music. As with any brand transformation, the outward-facing brand change is only the tip of a very large iceberg. The change goes far deeper than just our name and colours – and our people have been fundamental to it.
- Bit of background Telecom was formed in 1987 from the old Post Office. At that time sold landlines to families and businesses Mixed history with NZ – not always regarded positively 25,000 employees at one time Now 5,000 staff 2.1m mobile customers, 600k broadband customers, 1.3 million landline customers We no longer own the physical fixed line infrastructure – we are a retailer in a very competitive market, BUT we are still viewed by many as a monopoly by many New CEO came on board 2 years ago, a time for deep reflection and it was clear we had a problem Our business is undergoing massive digital disruption. Landline revenues declining year-on-year and costs were increasing; AND We weren’t winning in the main growth areas of mobile and ICT If we continued as we were, we would end up completely losing relevance to our customers and to New Zealand.
- We started by listening – talked to staff and customers. Front line staff and customers told us very similar things – almost two sides of the same coin Feedback from customers boiled down to a few things… You don’t know me You don’t value me You don’t wow me – you’re not bringing the cool stuff You don’t help me - you make the basics too hard They saw our brand as outdated and disconnected, the brand for old, rich, white people. Our staff survey (OHI by McKinsey) we scored in the 14th percentile – we were failing in just about every area. Staff attrition was ok but a bit on the high side (29% in HMB) BUT, we weren’t attracting the talent we needed to take advantage of digital disruption and overcome the major challenges we faced We were attracting some expats but were not regarded by tech savvy New Zealanders as the place to work We set a big aspiration - We wanted our people - and our customers - to be proud advocates of our brand, products and services We wanted to be attracting the best digitally-savvy, customer inspired talent New Zealand had to offer
- As things were pretty broken we kicked in with some immediate interventions to engage our people and attract the right talent OHI scores were so low, we needed to make some immediate changes to improve things 1. Talent attraction & retention - Internal Careers Fairs & invested in LinkedIn Recruiter which has lifted our brand index significantly 2. Leadership Development – leadership training & made sure leaders focused on their people with quality, monthly 1:1s Some immediate steps with our external brand Added colour – moved away from corporate blue Simplified mobile and broadband offering and ‘got back in the game’ with far more competitive plans
- Customer listening programme. Leaders workshops followed by team sessions. Led from top with MD & CEOs out meeting customers. Talent attraction: Digital and social strategy; candidate care – many candidates are also our customers; improved induction & onboarding processes; Purpose: Plan on a page (strategy) – giving people a higher sense of purpose. Unleashing the potential of all New Zealanders Recognition – fresh, based on new values developed with employees. Simple and impactful pan-Spark recognition programme We laid some good foundations for EVP, it is exciting and interesting to learn about Medibanks journey as we are just scoping an EVP programme of work for delivery over the next few months. EVP is integral to our consumer brand, particularly when you consider that more than 1% of the population of NZ has worked for or does presently work for Telecom or Spark! Closing on Spark launch day Cynicism was starting to shift, but still lots of questions about name change. People didn’t quite get it, didn’t know how things would be different. Pre launch brand immersion workshops: Nationwide roadshow - 40 min event, led by the member of exec team. Goal - everyone left with a clear understanding of the change and feeling of confidence in it. Very ‘NOT TELECOM’ so no ppt! Feedback and attendance overwhelmingly good One long-standing staff member, from technical ‘back-end’ of the business, usually very cynical because had seen so many changes – left in tears.
- How we launched was different No fireworks, light shows or celebrities – low key internal celebration Launch was entirely focused on our customers Brand change out was very visible to employees & customers overnight. Thanks Kicked off with Thanks Campaign ATM (Automatic Thanks Machine) was the first part of this – travelled around country. Customers entered their phone number and received a gift. Huge social media pickup Started a movement: massive crowds around the country; people followed the truck carrying the ATM along the motorway trying to figure out where it would go next, even onto the interisland ferry! Photo is of 72-year-old Pam Morgan, from Te Kuiti. Pam works at the Waitomo News and runs an animal shelter from her home. She received a refund of every Telecom bill she‘d paid over the past 26 years. Pam’s been a customer of Telecom since 1987. Our people were so proud of this Thanks particularly. Spark My Potential is about using our brand to impact giving in the community Using crowdfunding power of Givealittle platform to help talented New Zealanders accomplish something big Provided match funding for 12 projects on launch day, and this is still going strong with many new projects coming on board Response – from staff, customers and talent Social media sentiment 76% positive – massive change from BAU prior to launch Huge sense of pride in the business – because of how our customers and the public were feeling Very important message to potential employees – we are customer inspired. Since launch we’ve had a lot of talent – particularly in the digital space - approach us as a place they would like to work.
- While we are on a journey and still have a long way to go, we have had some very exciting results as a result of the brand transformation. Externally Attrition has dropped from 29 to 23% - 250,000 new mobile customers Saw first revenue growth since 2005. Time to hire has dropped from 45 to 25 days on average Internally Conducted OHI survey again in October and we had gone from 14th percentile to 51st percentile – one of the biggest jumps McKinsey had ever seen
- SPARK VIDEO: LAUNCH F S
- What we learned: Listen then act, and keep listening: all the stats in the world can’t replace direct feedback from customers, so you need an ongoing programme of listening – to staff and to customers Brand change starts from within – your people will tell you how to fix your customer problems, especially the front line Choose a couple of things that will change the game and go for it – be courageous and bold, but don’t try to do everything One size doesn’t fit all in a multi-brand business. Although we had an overarching programme of work, each part of the group had their own way of doing things, could do it in the way that best suited their people.