Uniting companies and colleagues through shared purpose and values

Crafting purpose

Engaging and inspiring colleagues to improve performance

Little things matter

Connecting up colleagues

Connected Working

Leadership competencies for 90,000 people

Leader in you

<div class="react-file-viewer__content comments2 comments2-annotation-enabled" data-preview-type="ssr_doc" data-theme="web">
<div class="react-file-viewer__preview react-file-preview">
<div class="flex-preview-container">
<div class="flex-preview-container">
<div class="flex-preview-container">
<div class="preview-content preview-pdf preview-pdf-ssr">
<div class="viewer-container">
<article class="_2vSqL8i6js pdf-viewer">
<div class="EQJE7qmsBz viewer-container__sizer page-container pdf-viewer__pages">
<div id="pageContainer1" class="_3DaXQB8TXp page" data-index="0">
<div class="sc-annotation-conductor-layer sc-annotation-conductor-layer__can-create">
<div class="sc-annotation-highlight-creation-layer">
<div class="sc-annotation-rectangle-creation-layer">
<div class="sc-annotation-instructional-tooltip-pane">Change communication is any type of communication that drives, delivers or sustains change. Done well, change communications can develop new behaviours, grow cultures, and transform businesses for the better. At 106 Communications, we specialise in both the art and science of change communications. First, we take time to fully understanding the change through data and research, then set measurable goals. Next, we use tried and tested change methods to create plans and interventions to reach those goals. Finally, we deliver to the highest standard, evaluating our impact as we go. Our approach is based on building strong stakeholder relationships from the start. We engage audiences through the change journey, so they are fully on board. And we bring the change to life through a compelling creative vision where anything is possible.</div>
</div>
</div>
</div>
</div>
</div>
</article>
</div>
</div>
</div>
</div>
</div>
</div>
</div>

Transform Magazine

/events/cop26-and-the-opportunity-for-organisations/

COP26 and the opportunity for organisations

Change communications

<h3>The importance of codifying your culture to improve employee engagement and employer branding</h3>
Recently speaking to a senior leader in a leading law firm, I asked why she had jumped ship from one firm to another.  The two firms on the face of it are very similar – and let’s face it, so many law firms look the same from the outside.  Yes, there was the sense of a new challenge.  She’d achieved a lot.  To a greater extent, her work there was done.  But what she also revealed was that during Covid, the culture had become toxic.
As we lurch from one global crisis to another, culture has never been so important.  These monumental events are testing the cultural reflex of organisations:
How does your culture fare under stress?  Do some leaders reveal their true personality?  Does the veneer of respect and psychological safety disappear in the blink of an eye, much like a Liz Truss Premiership?  Or does your culture show its strength and use its muscle memory, to protect its people, preserve its value structure and retain and attract top talent?
Often organisations and leaders look at culture as something that simply exists like words on a page.  Yet the derivation of culture is in part from the Latin ‘to cultivate’.  It is a living, breathing eco-system, which forms and grows at the core of a community of people.  It goes right back to the beginning of civilisation, as humans came together to create communities, tribes and villages.  Of course, it is accompanied by a social structure – just as organisations have an organisational structure.  While that structure might be the machine, the culture is the oil that makes it work.
It is useful to go back into the past to understand the material and non-material facets that combine to form a culture – and to show that it is more than a set of values on a wall or even a list of competencies.
Symbols – the symbols that evoke reactions and emotions, and make social interaction possible.  This can be anything from symbolic gestures to symbolic images.
Language – the language we use to communicate.  This is not simply about using English as your business language; but the way you use language to build that sense of community and sharing.
Norms – the standards and expectations for behaviour.  David Morrison said that the ‘standard you walk past is the standard you accept’ – and behaviour is so important for setting the tone in an organisation.
Rituals – the established practices or ceremonies that often mark transitions.  This could be about celebrating promotions, creating the best-possible onboarding experience or simply saying thank you.
Values – the things we prize. What is it that we value and prize about the organisation we work in?
Artefacts – the tools that a community uses. Of course, this is no longer about stone instruments, but the tools that really impact on the community of people.
For some organisations, these cultural characteristics are often already in place.
The symbolism of a leader sitting in an open plan office.
The language of we rather than I, or simply &#8216;what do you think?&#8217;
The norms of respect, encouragement, support and more.
The rituals of recognition.
The values that people really believe in.
The artefacts of communication and collaboration that bring people together.
When we start to think about the workplace as a community with rituals, symbols, values and more, we make it more human.  We recognise what really matters.  And we pay attention to it.
So if you haven&#8217;t codified what makes your culture special and different, do it now &#8211; and work hard to maintain those rituals and norms, those values and symbolism.  Because it matters so much more than you might think.
&nbsp;
&nbsp;

Winning the Culture Wars

Hearing the phrase Health &amp; Safety is often followed by moans and groans, as colleagues anticipate endless briefs and documents. This perception of Health &amp; Safety, as an inconvenience, can lead to disengaged and uninformed employees. As a result, vital safety procedures and practices are neglected or misinterpreted – creating an environment where accidents are just waiting to happen.
Effective communication is the foundation to creating a strong safety culture, where colleagues are committed to maintaining a healthy, safe and productive work environment. An engaged workforce can reduce hazardous and unsafe incidents in the organisation by 64%, <a href="https://www.mandalidis.ch/coaching/2021/01/2020-employee-engagement-meta-analysis.pdf">Gallup’s 2020 study</a> has shown.
The question is where to start when trying to build an effective safety communication framework.
&nbsp;
<h3>1. Understand your barriers to effective communication</h3>
Each organisation is different, and therefore will have different barriers limiting effective communication. It is key for each organisation to assess their own barriers and adapt their communication style in order to reach and engage every aspect of their workforce.
Common barriers are:
<ul>
<li>Information overload – employees become apathetic, unable to distinguish critical points of information and absorb them</li>
<li>Overcomplicating messages– finding the balance between finding new innovative ways to explain information and overcomplicating simple messages</li>
<li>One-way communication – neglecting the perspectives and concerns of your employees, unable to ever get to the root of the issues</li>
<li>Lack of responsibility and accountability – the myth that only managers and leadership teams are responsible for monitoring safety, leading to colleagues switching off</li>
</ul>
 
<h3>2. Keep the message simple and do not assume</h3>
Safety communications requires a more direct and clear approach than other communicative areas, as simple misunderstandings and assumptions can quickly turn into a fatal mistake. A <a href="https://www.hst.uk.com/news/survey-suggests-that-60-of-employees-dont-fully-adhere-to-health-and-safety-practices/">recent survey</a> conducted by A-SAFE, a safety solutions company, made visible the issue with assumptions in health and safety, finding that 70% of their participants thought that the ‘flammable’ symbol meant ‘naked flame’. 
Organisations need to avoid jargon, creating information that is easily accessible and to the point, leaving no room for interpretation.
 
<h3>3. Use a multi-channel and style approach </h3>
People process and retain information in different ways, what might engage one employee, may go in and out the ears of another. As the potential consequences of being uninformed are serious in this instance, organisations need to be committed to taking a multi-channel and style approach to how they disseminate their information and safety messages.
This will also encourage organisations to not only confine safety communication to a handbook, where there is the possibility of glancing or skim-reading. Safety communications should be visual, auditory and kinaesthetic in order to create maximum engagement. From workshops to newsletters, safety communication should be part of the workforce’s everyday life.
&nbsp;
<h3>4. Combine a community &amp; safety culture</h3>
Often organisations miss the crucial link between community and safety culture, not recognising the power that collaboration and transparency can have on creating a healthy, safe and productive workforce. Each organisation should aim to create a two-way communication channel, where employees are unafraid to ask questions or for clarity on current safety procedures and practices. Silence will only lead to further accidents.
There is also a common myth that the responsibility for communicating safety only lies with managers and leadership teams. In reality, a strong safety culture relies on each employee being responsible and accountable for their own safety and the safety of people around them; building the mindset that it is everyone’s job to help everyone get home safely.
&nbsp;
<h3>5. Listen, measure and adapt </h3>
An effective safety communication framework is built by measuring engagement. Organisations need to have a measurement process in place to track the success of their current strategies, pinpoint the areas in the workforce they aren’t reaching and adapt their style or channel accordingly. In order to measure accurately, qualitative data will also need to be collected by utilising the two-way communication structure through surveys, feedback sessions or focus groups.
&nbsp;
Effective communication is a vital part of building an ingrained safety culture in the workforce, with the purpose of shifting mindsets so the term Health &amp; Safety is no longer seen as an inconvenience, but an integral aspect of their everyday experience.
&nbsp;
Lauren Maxey

5 Principles to Effective Health & Safety Communications

You never think the phrase ‘the Rumpelstiltskin of Internal Comms’ will apply to you, but as I unravel the golden threads that wove their way across the SimplyEXP conference this past week I can’t resist taking on the moniker.
&nbsp;
It’s hard to describe the feeling at the SimplyEXP conference last week, but as a comms professional I’m obliged to give it a go. The atmosphere was one of rich insight buoyed by the joy of coming together. Hundreds of internal communications professionals descended on London bringing with them their unique experiences and creative solutions. Across the two days certain golden threads wove their way across the jam-packed agenda, and I’m going to unpick them for you now.
&nbsp;
Golden thread #1: Hybrid is hip, let’s keep it that way
 
Bruce Daisley, former VP of Twitter, articulated the shift to hybrid and flexibility with the perfect analogy; we’re going from a school model to a university model. At school the hours are prescriptive, you’re always in the same location, there are extremely tight knit groups of friends. At university you are trusted with your time – as long as work is submitted no one cares when you do it – and your friends aren’t necessarily the people on your course. Everyone has to go to school up to a certain age, but people at university are there because they have a strong, individual ‘why’.
&nbsp;
Beyond offering a handy lens, Bruce also brought to the conference the Jewish concept of ‘simcha’. Simcha is shared joy, celebration, and an expression of culture unshackled from land or temple. Bringing shared experiences for colleagues that live outside of daily operations is so important for bringing culture to life, especially in a hybrid world. Research shows that for Hybrid to be successful, 20-25% of colleagues time needs to be spent together. Although articulated differently, the power of simcha came through in all the cultural case studies on the agenda. Curating those opportunities for simcha and fill the cracks between operations with shared joy and purpose is crucial.
&nbsp;
Finally, Brian opened the conference with the idea of experimentation. Covid disrupted normal modes of behaviour and this disruption posed an opportunity for new and better behaviours into the future.  Dubai Airport reported that casual content from the senior leadership, a radical departure from the pre-covid formality, endures through to today and the Crescenzos – Chicago’s top comms consultants – showed how a construction company demolished its rigid walls in favour of open plan content coming direct from the CEO.
&nbsp;
A golden nugget from Bruce Daisley: Hybrid is largely only applicable to desk workers, but we can work to help the frontline benefit from new ways of working too. Enable flexibility within their context, for example facilitate easy shift swapping.
&nbsp;
Golden thread #2: People &gt; machines
 
There was plenty of talk about digital tools and automation, but the reality of iRobot will never eventuate if that room of communicators have anything to do with it. Kim England from Pearson told us how they created a fictional employee ‘Sarah’ to be the figurehead of their employees. Sarah had many job changes and the fastest rise from graduate to SLT ever, as she flexed to be the crash dummy for their employee strategy. She also helped the co-creators of the strategy to have those tricky conversations as in the midst of disagreement the Pearson’s team kept asking the age old question: What Would Sarah Want?
&nbsp;
Focus on employee experience is especially important when talking about change. As the Crescenzos said, don’t mistake distribution for communication. You can have the best digital platform in the world but if you aren’t putting people at the heart of comms then the mail will just pile up leaving colleagues alienated. In change comms, telling people what is happening to them is disempowering. If you bring people on the journey, help them to understand why the changes are happening and give them agency in how it manifests locally then the message won’t just be delivered but embraced (thanks Larraine Solomon for that particular gem!).
&nbsp;
A golden nugget from Chuck Gose at FirstUp: ‘Imposter syndrome’ is not a helpful term laden as it is with negative baggage and sense of ‘lacking’. Where possible, reframe the thought to ‘we’re all students’. As students, we continue to grow and learn and ask questions.
&nbsp;
Golden thread #3: Leadership – can’t live without ‘em
 
Ditch the cascade. Say what!? DITCH THE CASCADE. This is a contentious thread but it comes straight from the mouth of a panel of pros. Employees want to hear daily operational communications relevant to their work at hand from their managers and believe corporate communications should be coming directly from senior leadership. And, where possible, that SLT communication should be delivered face-to-face. To be fair, we have all experienced a cascade that doesn’t land where it should or dries up before it meets the pool, so maybe accepting that and garnering engagement from on high is the answer.
&nbsp;
A golden nugget from the Crescenzos: advise senior leaders to ‘use their weekend words’ when delivering messages or content – corporate jargon obscures a human centre.
&nbsp;
Golden thread #4: Measurement is all around us
&nbsp;
IC professionals need data to test ideas and demonstrate the value of their work. So, as you can imagine there was a lot of talk about measurement – so much so that we have dot pointed the top tips for you:
&nbsp;
<ul>
<li>Townhall pitfall: don’t let leadership fall into the trap of extrapolating opinion of one loud voice as representative (Dr Kevin Ruck’s roundtable)</li>
<li>Survey danger: research shows the majority of employees don’t believe surveys are anonymous, this often results in issues being obscured by dishonestly positive feedback (Dr Kevin Ruck’s roundtable)</li>
<li>Start somewhere: you don’t have to measure everything, begin with just one channel and once you have that under control expand to another (Nicolas Saliba, Tryane)</li>
<li>Clicks are a vanity metric, consider instead: (Rob Addy, Oak Engage)
<ul>
<li>Dwell time</li>
<li>Scroll depth</li>
<li>Actions after reading</li>
</ul>
</li>
<li>Reinforce your campaign: (Rob Addy, Oak Engage)
<ul>
<li>Develop a slow burn strategy</li>
<li>Reinforce the message for more than a month</li>
</ul>
</li>
<li>New joiners for benchmarking: new joiners offer a great opportunity to measure messaging and delivery; benchmark their experience and involvement at onboarding, finetune, compare with the next cohort (Kim England, Pearson)</li>
</ul>
&nbsp;
The SimplyEXP conference was a treasure trove of inspiration, insight and connection.  There is so much more we couldn’t cover, but hopefully this fired a neuron for you! 106 Communications has been nominated in the Best Campaigns category for our work on a hybrid treasure hunt with Bird &amp; Bird at the inaugural Simplys awards this week. So stay tuned! More great things come…

The riches of the SimplyEXP conference

Covid was the bushfire that burned away old work habits and attitudes and left bare and fertile ground for new ideas and practices to grow. A year on and the saplings of new behaviours have taken root, so grab your binoculars and let’s take a look at the new landscape.
&nbsp;
At the 24-hour Inspiring Workplaces Inspirathon earlier this year, H&amp;H agency presented some brilliant research they carried out across 1500 employees in different sectors and organisations to identify trends in employee engagement and behaviour. At 106, we’ve seen some of these trends reflected in our client work, so we wanted to take a deeper dive into some of their findings.
&nbsp;
“The power of individualism is starting to break up collective culture” (H&amp;H)
60% of people surveyed believe it’s better to celebrate diversity of personalities rather than organisational culture, and over 50% see company culture as overly homogenous.
&nbsp;
This one probably won’t come as a surprise as it reflects the wider cultural movement in the West that focuses on granularity and individualism.  The way we see this, it doesn’t have to be a bad thing – organisational can develop the other way. Rather than drawing people into a singular, company directed identity, instead develop a unifying culture celebrating diversity with difference as a point of similarity.
&nbsp;
There is a second part to this finding which is interesting. As internal comms professionals, we’re often working to break down silos, but H&amp;H raised an insightful counterpoint to this. Robin Dunbar’s theory is that culture has a limit. We have 5 loved ones, 15 good friends, 50 friends and 150 meaningful contacts. After this limit groups start to break off and form their own communities. Each mini community develops its own mode of communication and rules of engagement, and for many people there is comfort in this familiarity and scope for more interpersonal relations. So, are silos so bad? As H&amp;H say, there is no issue with these mini cultures as long as they are united by a wider purpose.
&nbsp;
Which nicely leads us into…
&nbsp;
TRUST.
According to the study the most trustworthy sources of information are:
Friends
Peers
Word of mouth from colleagues
&nbsp;
The least trustworthy sources are:
<ul>
<li>The intranet</li>
<li>The comms team</li>
<li>Townhalls</li>
</ul>
&nbsp;
Let’s be honest, corporate speak is corporate speak and colleagues want to be spoken to as equals.  If we take this idea of mini cultures, there is great opportunity for the comms team to create a grassroots strategy to share information using these trust networks. The first thing is to identify the tribes – the mini cultures – and profile how they prefer to communicate. Next, find your advocates. Make personal connections with ‘local influencers’ within the different tribes and bring them in on the journey so they can share the crucial information and embed key themes in their mini culture.
&nbsp;
Speaking of trust…
Over 50% of people surveyed believe employee surveys are not anonymous and you need to watch what you say.
&nbsp;
You don’t need me to tell you, this is bad. There are two parts to addressing this: the first is creating a psychologically safe environment and the second is transparency.
&nbsp;
Psychological safety is the invaluable foundation for a positive work culture, but it’s also incredibly difficult to obtain. Creating a culture where people feel safe to give honest feedback and trust that it is received without threat of retribution, starts small. Psychological safety can begin between two colleagues, then grow to a team, then a department. This infectious culture supported by wider company action and conversation around psychological safety will help people be honest ultimately benefitting the organisation giving them the information they need to recognise and address institutional issues.
&nbsp;
Finally, transparency. Demonstrate how the survey process works, what data is visible to the comms or HR team, how the data is synthesised. Another option is to roll up your sleeves, wave your hands in the air and bring in a third party to conduct the research. At 106, we carry out extensive quantitative research through surveys and qualitative research through one-to-one interviews and focus groups across organisations. Our experience in focus groups has shown how common initial suspicion is, but as a third party we can assure participants and discover those underwater currents of feeling and behaviour that would otherwise remain unseen.

Out of the ashes: the latest workplace trends in a changed environment

With applications now open for <a href="https://www.10000ableinterns.com/participating-organisations">#10000AbleInterns</a>, we wanted to share our experience participating in <a href="https://www.10000blackinterns.com/">#10000BlackInterns</a>.
&nbsp;
The programme’s mission is to support black heritage students and graduates realise their potential and transform their horizons with paid internships across more than 25 sectors.
Since the programme began two years ago over 2500 internships have been completed across over 700 participating firms across over 25 different sectors from accountancy to utilities. Paid internships are a minimum of six weeks and take place across the UK.
#10000blackinterns supports applicants by matching students’ or graduates’ sectors of interest and support them with a range of online pre-internship training and development.
&nbsp;
Here at <a href="https://www.106comms.com/" target="_blank" rel="noopener noreferrer">106 Communications</a>, we have been committed to offering two six-week paid internships since the very inception of the programme back in 2021.
Jayne Cullen and Henry Davies from 106 chaired the Marketing and Advertising Steering group who very proudly secured over 100 paid internships in our sector.
In July 2022 Blessing and Millie joined us here in our fab offices in London as account executives. Millie, having worked on live client projects as part of her internship, was able to showcase her social media and content writing skills and started in her new full time social media content manager role with 106 at the beginning of September after a well-earned holiday!
&nbsp;
“My internship with 106 Communications was invaluable as I was made to feel part of the team from day dot and gained so much experience that I now feel confident in my full-time role. I had the opportunity to speak with clients about their live projects and contribute my own ideas, which were well received. Without the 10000 Black Interns programme, I wouldn’t have felt confident applying to internships or graduate roles,” said Millie.
Henry Davies founder of 106 has committed the business to two more interns for 2023 explaining his decision as, “One of the most amazing things we’ve ever done as a business. We had two exceptional people join us over the summer, bringing great skills but also insights and lived experience that has made us think about the work we do with clients as much as the way we recruit ourselves.  I can’t recommend the programme enough.”
&nbsp;
Although the applications for 2023 are now closed, check out the foundation&#8217;s new venture &#8216;<a href="https://www.10000ableinterns.com/participating-organisations">10,000 Able Interns</a>&#8216; aiming to find placements for individuals with disabilities.

Our experience with #10000BlackInterns, and find out about #10000AbleInterns.

In October 2022, over 600 employer branding professionals and enthusiasts gathered in Lisbon for the World Employer Branding Day.  A one-day conference sandwiched either side by a day of workshops and a tour of Lisbon.
So what were the key themes from the 16 presentations made on the day?
NB: these are not in order of importance or appearance.  
Data 
Data was touched on by Bayard’s Matt Gilbert; and Barclays’ Colette Murad and Steve Ehrlich from Radancy. Matt made a nice distinction between data and insight: “Data tells you that I like coffee; insight tells you why”.  It is this leap from data to insight that can truly drive more effective branding and engagement.  The Barclays case study highlighted the importance of data in improving user experience and candidate conversion – to the point where 50% of visitors who view a job description go on to apply.  It would be interesting to see the actual conversion from visitors to hires.  Matt From Bayard also touched on how to use EVP data against Engagement data, showing where the areas of improvement or cold spots are; and one of the quotes of the day came from Andreia Rangel and Joana Pais Afonso from Deloitte in Portugal, who made a commitment to &#8216;listen to our people like we&#8217;re a new company&#8217;.  A great piece of advice.
Differentiation
It was satisfying to see the importance of differentiation highlighted by the VCA case study. As Ally Brown and Julie Randall highlighted, veterinary recruitment is dominated by a ‘for the love of pets’ message that shows little or no differentiation.  The statement of intent from VCA certainly came in stark contrast to competitors: “take the lead in veterinary employment, not just veterinary medicine”.   Like any brand campaign, it’s critical to find that clear space between you and your competitors – not simply in pictures or colours, but in terms of that value proposition.  Because if it’s doesn’t differentiate, surely you’re just wallpaper.
But pictures are important &#8211; and it was great to see the way that Vodafone used employee pictures (through a photography competition) in their employer brand &#8211; 50% of all the images in their brand toolkit are from their people.  I&#8217;m struck each time that I see one of their job ads how great their pics are.
Stories 
The biggest story in town was, yes, you’ve guessed it, about storytelling and stories. It was a theme echoed across many of the different presentations – and that in itself shows that the importance of storytelling to attract talent, in particular.  However, there wasn’t a great deal of focus on what makes a good story – Cameron Brain from EveryoneSocial talked about stories, not testimonials; Lauryn Sargent of Stories Incorporated looked at the importance of storytelling as critical to employer branding.  Although it was interesting to hear Cameron say that the most liked posts are related to jobs themselves.  Maybe, sometimes, we’ve just got to accept our stories aren’t as interesting as the job itself…
Brand 
The duo from Landor &amp; Fitch, the wonderful Emma Toulhurst and Kate DiChristopher-Yuen focused on the brand in employer branding – and one key message stood out. How HR and Marketing need to come together.  In many ways, the employer story is as important to the Consumer or Corporate Brand, as it is to HR and the recruitment of talent.  In fact, the values and behaviours of an organisation – while not visible necessarily to consumers or clients – are intrinsic to how a brand is perceived, by consumers and talent.
As Hayley Brooksbank, Global Head of Marketing &amp; Brand at Bird &amp; Bird, recently put it, “The strongest corporate brands don’t declare their personality, they allow their audiences to deduce who they are from the way they look and what they say. But how their people behave is just as, if not more, important in shaping an authentic brand experience and reputation.&#8221;
Future fit
Making your EVP future fit is something that more of our clients have been discussing. Here, Unilever&#8217;s Louise Nass touched on that very thing, as she discussed how they are aligning the employer brand to the growth of the business and ensuring it&#8217;s fit for purpose today and in the future.  This is a delicate balance &#8211; if there&#8217;s too much aspiration and ambition, it can be somewhat disingenuous. Unilever&#8217;s approach is very much purpose-driven &#8211; which is wholly dependent on that purpose staying consistent, which you suspect will be the case.
Making it happen
The Mars case study was focused on how to build a strong employer brand by building a strong global community. This is often an underestimated part of the process – and it was great to hear how Kirsten and her team have been able to grow the community and advocacy around the world.  There were some very practical tips – about specifying intent, collaboration and cultural differences.  There were echoes of this in the talk from Massimo Begelle at The Top Employers Institute who talked about the importance of Secret Agents in the workplace, who enable the adoption of new behaviours through social copying and storytelling &#8211; in effect, super-charged employer brand advocates.
The Vodafone case study showed how you can achieve a lot in a short space of time &#8211; and do it by co-creating with colleagues.  It was obvious how important the Papirfly employee hub was to their success; and the sense of human spirit + technology came across in the work and the way it was delivered.  Well done to Dawn and Jennie.
Effectiveness
The message from Barclays was ‘work with what you’ve got and amplify it’. We certainly agree – and especially being authentic in what your culture is really like.  We also heard from Robin Dagostino at Boston Consulting Group, who showed the importance of gathering user perceptions to validate messaging and approach. Incredibly they had 2.2m user perceptions from 66k participants – and calculated that the average candidate will look at 18 different sources in their job search.  Shows how important a multi-channel approach is to effectively engaging talent.
Zohar Tadmor of CyberArk and Sharon Israel of Xtra Mile, showed the effectiveness of pivoting from a typical experienced hire focus to more junior hiring, as well as reskilling, a theme echoed by Svante Randlert!
Future Workplace
A special mention also goes to Svante Randlert, who talked about what makes workplaces and organisations succeed.  Over recent years, the discussion has gone from IQ to EQ, and now Svante believes we should all focus more on LQ &#8211; because our learn-ability is what will help us individually to adapt to the change in skills in the workplace, and make our organisations more agile and future proof.
Of course, when Microsoft get to the stage, the future of the workplace is never far away!  Marlene de Kooning shared a really interesting axis of Wellbeing and Collaboration &#8211; showing how overworked people have less of a network and less time with managers &#8211; and actually collaboration and wellbeing go hand in hand in the pursuit of greatest performance.
&nbsp;
Overwhelmingly, this is one of the most European of conferences that I’ve been to, and there was a greater sense of community than many others.
But what wasn’t said was just as important – and quite revealing in itself:
Culture – for these organisations, it is accepted or presumed that the culture of the organisation is already defined and effective. The truth for many organisations, however, is that is far from the truth.  Whether there are pockets of toxic behaviour or simply the culture is different from what the values say it is or there’s work to be done on making it more inclusive, it’s worth Employer Branding teams taking a good look at the state of the culture.  After all, this is territory that helps to attract and retain talent more than anything else.
Influence – influencers are now more important than ever before. We’re not talking about the Influencers with millions of followers; but more the micro influencers, the studytubers, the voices of black excellence etc., that can have a strong influence on followers and communities. While employees as advocates are so important to amplify your employer brand, influencers play an important role in reaching new and often more diverse communities.
Diversity – it was touched on by some presenters, but only briefly. In part, perhaps because many of these case studies were global projects where the presumption is that they are diverse because they involve so many nationalities and countries.  However, what we are seeing is a much more rigorous interrogation of an organisation by gen Z – diving deeper into those bland diversity statements and trying to understand whether an organisation is able to back up its proclamations.
Special thanks to the hosts of World Employer Branding Day for an excellent conference (and drinks in the evening).  Be back next year&#8230;
&nbsp;
Henry

Change
communications

Successful change communications is both an art and a science.

Case studies

CRAFTING PURPOSE

LITTLE THINGS MATTER

CONNECTED WORKING

LEADER IN YOU

Insight

Transform Magazine

Event

COP26 and the opportunity for organisations

Recent Posts

WINNING THE CULTURE WARS

5 PRINCIPLES TO EFFECTIVE HEALTH & SAFETY COMMUNICATIONS

THE RICHES OF THE SIMPLYEXP CONFERENCE

OUT OF THE ASHES: THE LATEST WORKPLACE TRENDS IN A CHANGED ENVIRONMENT

OUR EXPERIENCE WITH #10000BLACKINTERNS, AND FIND OUT ABOUT #10000ABLEINTERNS.

WORLD EMPLOYER BRANDING DAY: DATA, DIFFERENTIATION, STORIES AND MUCH MORE.

Successful change communications is both an art and a science.

Case studies

CRAFTING PURPOSE

LITTLE THINGS MATTER

CONNECTED WORKING

LEADER IN YOU

Insight

.css-1xu3tth{color:black;}.css-vxem87{box-sizing:border-box;margin:0;min-width:0;color:#ffc900;color:black;}.css-vxem87:hover{color:#ffc900;}Transform Magazine

Event

COP26 and the opportunity for organisations

Recent Posts

WINNING THE CULTURE WARS

5 PRINCIPLES TO EFFECTIVE HEALTH & SAFETY COMMUNICATIONS

THE RICHES OF THE SIMPLYEXP CONFERENCE

OUT OF THE ASHES: THE LATEST WORKPLACE TRENDS IN A CHANGED ENVIRONMENT

OUR EXPERIENCE WITH #10000BLACKINTERNS, AND FIND OUT ABOUT #10000ABLEINTERNS.

WORLD EMPLOYER BRANDING DAY: DATA, DIFFERENTIATION, STORIES AND MUCH MORE.

Transform Magazine