Successful EVP Campaigns

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Part
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Employee Value Proposition Campaigns: Part 1

SalesForce is widely recognized for its commitment to its employees. Through a robust Employee Value Proposition campaign (EVP) SalesForce has earned top reviews from candidates, employees and alums. The SalesForce EVP consists of three pillars:

1. Meaningful work and enabling employees to accomplish that work through technology and global collaboration
2. Positive environment comprised of good people to enable work to get done. Values such as trust, transparency, innovation and customer success underpin this commitment as well as shared vision.
3. Recognition and reward for work as well as celebrating company successes

By focusing on those pillars, SalesForce has set the bar for EVP programs.

TURNING NEGATIVES TO POSITIVES

In looking for a suitable multi-national company that has launched and maintains a successful Employee Value Proposition campaign (EVP), one company stood out. That company is SalesForce. Consistently listed as one of the top companies to work for, SalesForce is reaping the benefits of a robust EVP program. By compiling data from multiple sources, the success story of the SalesForce EVP campaign is an excellent study for any company looking to improve employee perception and performance.

One area where that impact is evident is in what prospective and current employees are reporting. When they started their campaign, their overall positive interview experience rating score on Glassdoor was around 57%. After 18 months, that score increased by more than 20 points. The result is a Glassdoor rating of 4.3/5.0. 87% of employees state they would recommend to their friends. In fact, over 50% of new hires result from employee referrals.

INTERNAL INITIATIVES

SalesForce achieved these improvements by introducing innovative technologies, new ways of working and an open culture. Leveraging the Instagram hashtag, #dreamjob, employees can share information from their personal lives and highlight company events. SalesForce social networking tool, Chatter, simplifies work and provides employees the ability to collaborate on tasks. SalesForce Trailhead support employees in coming up to speed on company technology as well as offering professional development. In addition to technology initiatives,

EXTERNAL CHANNELS

With its worldwide presence with employees in North and South America, Europe and Asia, SalesForce established communities to encourage open exchange and provide support and collaboration across regions. Via Instagram, Snapchat and Omnichannel, SalesForce offers employees multiple ways to collaborate and build global alliances. They set up groups such as Latinoforce and Asiapacforce to serve as a "unifying resource to empower SalesForce employees" and build "allies globally."

EVP JOURNAL

SalesForce's commitment to building an employee-centric culture was present from the beginning. Believing that when employees understand the company vision and path to get there, they instituted V2MOM ("vision, values, methods, obstacles, and metrics.") Additionally, they introduced the "Ohana" culture that emphasizes that the company is a family that respects and values each other. Their employee value proposition consists of three pillars:

1. Meaningful work and enabling employees to accomplish that work
2. Positive environment comprised of good people to enable work to get done. Values such as trust, transparency, innovation and customer success underpin this commitment.
3. Recognition and reward for work.

In recent years, SalesForce has expanded the way it celebrates accomplishments. In the past, the focus was on communicating success to the external marketplace. There was not much emphasis on celebrating internally. Over the last few years, though, SaleForce has recognized the value of advocating for their employees through the entire job life cycle including for their alums. From improving interviewing skills of managers and new hire on boarding to building pride and loyalty by sharing business success, SalesForce provides an excellent model of a successful EVP campaign.

Conclusion

SalesForce is a global leader in employee advocacy and it shows in their results. Through their EVP program, SalesForce improved public perception through improved interviewing that resulted in a 20 point increase in positive reviews. Their shared vision through V2MOM, recognizing the importance of celebrating company accomplishments internally builds pride and loyalty that extends far beyond an individual employment with SalesForce. Their promotion of an open, family-oriented Ohana culture that values 365 degree feedback has resulted in an engaged and committed workforce that boasts an 87% approval rate and robust referral program that accounts for more than 50% of new hires. Through innovative collaborative technologies like Instagram, SnapChat and Omnichannel as well as numerous internal collaboration tools SalesForce provides its employees opportunities to connect on a personal level with colleagues around the globe while also supporting and enabling each other's work success. It's this recognition of the intrinsic value of its people that keeps SalesForce on the Fortune 100 Best Companies list as well as Great Place To Work lists in all the prominent countries they operate.








Part
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Part
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Employee Value Proposition Campaigns: Part 2

The multi-national consulting firm Deloitte implemented a program in 2014 to improve its EVP campaign, which suffered from inefficient methods of connecting employees with content related to Deloitte's employer brand and an inability to measure or track the reach of that content on social networks. The program was successful, and different regional offices of the company have also implemented their own strategies specific to their particular needs and goals in cultivating their respective employer brands. These strategies emphasize the employee experience and use content separate from that of the client-oriented corporate websites and social media accounts.

DELOITTE

Deloitte is a global network of consulting firms operating in over 150 countries and employing 245,000 people. However, it is not just a top multi-national company in terms of size. For example, in 2017, ALM Intelligence ranked Deloitte as one of the top companies in Employee Experience Consulting, based on both the depth and the breadth of its consulting capabilities. Its status as a global leader in consulting make it a good candidate to examine as a case study in EVP campaigns, particularly since its own expertise in Employee Experience Consulting for clients suggests that it should be capable of implementing effective strategies with its own employees or potential recruits.

While Deloitte may not have a problem with particularly negative public perceptions of top talent or of the brand, that does not mean it hasn't faced difficulties projecting an employer brand. For example, the company's employee advocacy program originally consisted in a process of “copy-and-paste this tweet from an email,” according to Social Media Marketing Manager Turner Roach. That is, the company would include content about itself as an employer and employees who received the emails could manually share the content as they pleased on social networks.

But this process was not continuous or consistent for employees, there was no way to track the content and measure its reach on social media, and it was not easily accessible or shareable for employees who were interested in promoting Deloitte's employer brand.

AMBASSADOR PROGRAM

In June 2014, Roach implemented the Deloitte Ambassador Program, an integrated strategy to leverage employees to promote Deloitte-related content to enhance the employer brand. The campaign includes both internal elements and external elements. The company engaged certain trusted employees on a personal level to become Ambassadors and created a dedicated desktop hub and mobile app with which those Ambassadors could receive company content and easily share it on social networks. This content was carefully curated to include an interesting mixture of different types of stories, and anything shared using Ambassador software was tracked by Deloitte in terms of reach and engagement. Deloitte deemed the program a success, which is evident in the numbers: 6,300+ employees enrolled with an average reach of approximately 600 per participant per social network (Facebook, Twitter, and LinkedIn), over 60% of which shared content, generating over 500,000 clicks. And since each Ambassador retains control over what content to share, its possible for the individual to select the curated content most relevant to his or her region or peer group.

The Ambassador program is an example of an EVP campaign capable of reaching a wider audience because it piggybacks on the social networks of its own employees, which may include people not reached by a centralized social media campaign such as @LifeatDeloitte. The latter is a Twitter account that is dedicated to sharing content about Deloitte as an employer rather than Deloitte's services to its clients.

REGIONAL STRATEGIES

With that said, Deloitte's status as a network of separate regional/national firms means that each firm can develop its own internet presence tailored to the regional labor market:

* Deloitte US has a separate careers page with content such as a list of top 10 reasons to work at Deloitte, which includes values that might appeal to United States professionals such as diversity, and references Deloitte University in Texas.

*Deloitte in the Netherlands built a new career website from scratch in 2009, separate from the client-focused corporate website, with narrative content created by Deloitte Netherlands employees about their own experiences. Traffic to the website from social networks quickly eclipsed that to the corporate website, recruiting costs fell, and they met their 2010/2011 goal of 1,000 new hires.

*Deloitte Australia posts its own videos about its Employee Value Proposition on its own YouTube account, including videos specific to the Australian offices.

*Deloitte New Zealand used an interactive recruitment video emphasizing its corporate values and including New Zealander employees. The interactive video was more popular than a traditional video with similar content.

CONCLUSION

In conclusion, Deloitte has used strategies such as the Ambassador Program to restructure its internal processes with respect to its EVP campaign and to share and track a curated mixture of employer brand-related content. Regional consulting firms create their own employer brand content and platforms tailored to their own needs, often separate from client-oriented platforms and content and using employees themselves to promote their experiences. These strategies have been quantifiably successful in reaching social media users and in hiring new recruits.
Part
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Part
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Employee Value Proposition Campaigns: Part 3

In 2015, Royal Bank of Canada was ranked 89th in Universum's ranking of tech employers in Canada. In 2017, it improved its position to 68th. They have a 100% index score, and a 100% in LG Plus index score in the USA, with the company also named a great place to work by Glassdoor. They have internal initiatives like Living Well, feedback app, jam events, employee opinion survey (EOS), an intranet site and hot lines. RBC has experts managing their career site, Instagram account, and Twitter to have a story that makes sense and is the same across all channels.

METHODOLOGY

As the previous two requests focused on technology and consultancy firms, we chose The Royal Bank of Canada. The main source for this research is the summary of a podcast in which Estela Vazquez Perez, Director of Employment Brand, who is responsible for shaping the bank's EVP campaign, explains what she did in order to help maintain The Royal Bank of Canada’s high-performance culture through its Employee Value proposition. We further back up this information by using articles, policy documents, the company's website, and a case study. The reason we chose The Royal Bank of Canada is because the company came up in multiple search results that show their EVP is successful and is much talked about globally. We also confirmed that The Royal Bank of Canada fits the criteria of a multinational corporation — they have 80,000 employees in 32 countries.

Examples of turning negative perceptions of top talent or the public's perception of the brand into positives

Currently, the rating for RBC's employee experience are as follows:
Physical Workplace Rating: A
Work Atmosphere & Communications Rating: A
Financial Benefits & Compensation Rating: A+
Health & Family-Friendly Benefits Rating: B+
Vacation & Personal Time-Off Rating: B
Employee Engagement & Performance Rating: A
Training & Skills Development Rating: A
Community Involvement Rating: A+

The Royal Bank of Canada was named the most valuable brand in Canada by the Brand Finance Institute. This is based on the fact that the word Canada in the bank's name can be seen in the bank's way of promoting inclusiveness that is expected from Canada as a country.

RBC Performance, The Royal Bank's enterprise recognition and reward program, received an award called the 2017 Overall Best Practice Award from Recognition Professional International.

In just two years, RBC's Universum ranking of employers in Canada raised from 89th place, in 2015, to 68th, in 2017.

Internal initiatives used by the brand in order to reach their goals

RBC currently operates an in-house wellness program titled "Living Well". The program has a goal of encouraging employees to adopt healthy lifestyles by providing employees with a free gym membership and access to weight-loss programs.

RBC invests in career development by paying tuition for courses that have to do with employees' current roles, as well as leadership development programs. They also introduced a new workplace model that transforms the workspace in order to reflect changing work styles. The model features "collaborative workspaces, increased access to video conferencing technology, virtual concierge kiosks that allow employees to book workstations and check-in". Their offices are equipped with an OASIS lounge on each floor. The lounges come with self-serve kitchens and multi-function quiet rooms that are designed for meditation, religious observance, and nursing mothers.

The Bank is known for celebrating friends and family events. An example of this is the RBC Day at Canada's Wonderland that happens every spring. They also celebrate Blue Water Day every June. Their inclusiveness efforts can be seen in supporting important activism issues such as the Black History Month and International Women's Day.

RBC's employees have access to getAbstract which is the "world's largest online library of business book summaries as well as over 3,500 videos and TED Talks". They also have a chance to take part in leadership development programs.

The company is proud to say that they have an "optimistic and collaborative culture" where "everyone spins the wheels". The teams are responsible for not only doing their jobs but also self-reflecting on their purpose in the organization. RBC also conducts employee opinion survey to self-reflect on an organizational level.

EXTERNAL CHANNELS OF COMMUNICATION

The company joined the new JobEx website that targets South Australia in order to help external job-seekers have access to career options at RBC.

The company also employs experts that manage their career website, and Instagram and Twitter account in order for their story to make sense across different channels. RBC's core message is "We believe in people and the power of their dreams. It begins with yours" and their go-to career catchphrase is "Build new futures for you, for our clients and your communities".

When it comes to Canada-specific channels, RBC's website features a Career Launch program, as well as RBC Amplify. Both channels are designed to increase engagement when it comes to RBC's job opportunities. The company also supports The Catalyst Accord and The Toronto Region Immigration Employment Council (TRIEC). Both of these organizations promote equality in employment.

On RBC's website, jobs can be searched by countries, states/provinces, and cities. They don't distinguish specifically between regions and time zones.

COMPANY'S RVP JOURNEY

The company's RVP journey consists of three main strategies:
1. Employment brand content strategy that was designed to show the original and "cool" things that happen in the bank. RBC is currently developing a technology that will help "tell the story right from the start when the intern joins the company".
2. Strong employee platform that allows for the company to design employee experiences which will allow people to connect with other employees and customers and therefore "deepen their understanding of why they're in the company".
3. Amplification of the strategy through digital means by fostering marketing communications, changes in management and human resources that allow for conversation to be brought to life on the digital platforms that are used by RBC.

The Bank's motto is "We are an engine of change. Together, we will unlock our employees’ potential to thrive, drive achievement and change, and experience the power of connection". In their Diversity & Inclusion Blueprint 2020, the company talks about the direction of their "priorities, objectives and commitments" up to 2020. They are focused on finding and developing the best talent, "providing advice and solutions for diverse client markets, and enabling the social and economic development of our communities through partnerships, research, volunteerism and corporate citizenship". Their vision is based on three pillars: talent, clients, and communities.

CONCLUSION

Rolling out of the central messaging campaign, and focusing on core strengths of friendliness and supportive leaders has been a major turning point in RBC's EVP journey. They have three main strategies: employment brand content strategy, strong employee platform, and amplification through digital means.
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