Rolls Royce may no longer be manufacturing the cars that made the company a well-known name, today it says ‘We create power’ as the group continues to be one of the world’s leading power system companies providing power for aircraft, ships and land applications. It employees nearly 54,000 people worldwide and is committed to nurturing talent. This commitment is reflected in the fact that today about 30 per cent of the company’s senior management once started out as apprentices (WOW!!!). The company felt that though they always had an employer brand yet needed an active employer brand strategy to convey who they were and what they offered in the most effective way.
After conducting interviews with employees to find out whether their experience lived up to the promise made by the marketing team, an ambitious branding strategy and multi-channel communications campaign to reach out to prospective and current candidates was designed. Rolls-Royce very often makes it to the list of awards as a preferred place to work, especially for people in the age group of 18-29 years, who are more interested in career opportunities and working for a global leader and less bothered with pay and job security.
The Rolls-Royce example suggests that in these times of war of talent, even though a company may be sitting on a huge and famous brand name to propel it in the minds of candidates, it still needs to innovate and implementation strategies through active management of its employee value proposition (EVP) to be able to make its mark today.
If you want employees to be active advocates of your organisation and ensure that they deliver what you promise to the customer, then as an organisation you first need to bridge the gap between promising and delivering what your EVP offers them at the onset.
It is important to keep into account who makes up your work force and what do they want. Such important insights will help you innovate and plan as well as implement strategies for easy brand recall. Millennials who are gradually taking over as more than 60 per cent of world’s working population are extremely focussed on learning and development.
Singapore Airlines is a prime example to consider if you want to look at an organisation that believes and puts its own people first. Singapore Airlines demands exacting standards from its employees but also invests in helping the employees meet them. This help and investment is not only limited to their selection and training the staff but also in helping them run their lives smoothly so that they can focus unhindered on work. It must be this deliverance of the promised goods that makes roughly 18,000 people apply for the 600-900 cabin crew slots that open up annually within the company.
Brand loyalty, commitment and recognition- all kind of brand attitudes result from when the promises made to the employees are delivered with minimum fuss. Ultimately these promises influence the manner in which they deliver their services to the brand’s customers.