As I wrote in an earlier post, I recently led a workshop for the top management team of a large global technology-service organization that analyzed the company's "talent brand," which communicates to customers the unique characteristics and values of the company's employees. The workshop helped these leaders understand that their talent brand was strong on expertise, but weak on innovation.
When current or prospective customers think of your organization, what are the skills and qualities of your employees that come to mind?
The talent brand at REI, a leading North American outdoor clothing and equipment company, is both clear and effective. Go on its Web site, www.REI.com, and you'll read the following:
"What began as a group of 23 mountain climbing buddies is now the nation's largest consumer cooperative with more than three million active members. But no matter how large we grow, our roots remain firmly planted in the outdoors. Our passion for outdoor adventure is clear, whether you walk into one of our 100-plus stores, phone us, or visit the REI website."
In other words, REI promises a sales staff that is friendly, shares customers' passion for the outdoors and know its stuff. And REI lives up to the claim. It's what I experience every time I walk into an REI. It's not the only reason I shop there - hey, they have good prices and excellent products. But, so do other stores. The talent I experience gives REI an edge.
Think of talent brand as a talent "edge" with customers, suppliers and prospective employees.
For example:
• When a company hires Price Waterhouse Coopers, they expect people with strong technical expertise, relevant industry experience, and a focus on getting the right answer. They will be cautious, because risk reduction is their business.
• When you walk into an Apple store, you assume that the staff are tech savvy and exude Apple cool. And, you assume that bigger corporate Apple has the kind of creative, innovative staff that can keep coming up with products like iPod, iPhone and now iPad.
• When you walk on a Southwest Airlines aircraft, you expect friendly people, not the grumpy, surly attendants that accost you on the major airlines.
A talent brand doesn't just happen. It is the result of well thought through, effectively-implemented and competently-managed human resources systems and practice, starting with the skills needed to provide customers with a consistent experience. It's not easy. For example, think about the difference between the experience a customer anticipates on Southwest, and a flight on one of the major airlines such as Continental, Delta or United. On Southwest, we expect employees to treat us in a particular way. On the majors, by contrast, we anticipate being treated with less politeness, less caring and humor - the talent brand of these major airlines is generally not very strong.
What can you do to build the talent brand of your organization?
• Be explicit about the talent brand. A talent brand is a promise that you will consistently deliver a particular customer experience. If you were a fly on the wall as customers leave the store, or exit the plane, or put down the phone, what do you want them to say about their experience of dealing with your employees?
• Make sure employees know the behavior you expect. How often do you ask employees what they are trying to do when they deal with customers or colleagues? You can't communicate too often.
• Tell stories and make heroes. The power of "employee of the week" is one part reward and recognition, ten parts education and communication. Are you getting the full benefit by sharing examples of what top employees do differently to deliver and reinforce the talent brand?
• Assess potential employees based on the talent brand you need, not the usual suspects. How many organizations focus on where employees went to University, or their grades, test scores or other variables that are not very well related to what you really want - a consistent customer experience?
• Train to the talent brand, not just the skill set. As I said in the last post, imagine the last time you dealt with a service provider that had all the technical knowledge you would ever need, and despite their technical skills, the experience was infuriating. Think customer experience.
Try defining your company's talent brand. What are the skills and behaviors that define the talent your organization needs to achieve its goals and ambitions? Let me know how it works!
Jon Younger is a Partner of The RBL Group, a firm providing consulting and executive education in strategic HR and leadership. Jon leads the Strategic HR practice area and is also a Director of the RBL Institute. He is co-author, with Dave Ulrich and three other principals at The RBL Group, of "HR Competencies" (SHRM, 2007), "HR Transformation" (McGraw-Hill, July 2009) and many articles, and last year logged client work in 35 countries.