1. 2011 MFMER | slide-1 Quickly Develop Marketing and Employer Branding Expertise Within Your Recruiting Function Brent Bultema, HR Director of Recruitment Strategies Mayo Clinic September 18, 2013

2. 2011 MFMER | slide-2 The Roadmap Educate yourself and HR leadership Build the case Know the players Gain the trust Making the pitch Mayo Clinic HR Recruitment Strategies Paving the Path 3. 2011 MFMER | slide-3 Educate Yourself and HR Leadership 4. 2011 MFMER | slide-4 Educate Yourself and HR Leadership Recruitment Marketing Then and Now 5. 2011 MFMER | slide-5 Educate Yourself and HR Leadership Definitions Marketing: Activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large1 Recruitment Marketing: Effectively leveraging targeted mediums and communication tools to convey an honest and engaging career value proposition in order to attract a qualified candidate pool 1Source: American Marketing Association 6. 2011 MFMER | slide-6 Educate Yourself and HR Leadership The 4 Ps Marketing consists of 4 interconnected parts 7. 2011 MFMER | slide-7 Educate Yourself and HR Leadership The 4 Psa Recruitment Perspective Your organizations talent drivers & attractive attributesProduct (Measurable) Recruitment channels website, social media, talent communities, recruiters, etc Place Real cost (cost per hire) and opportunity cost (if you dont make a successful hire)Price Your EVP and supportive messagingPromotion 8. 2011 MFMER | slide-8 Educate Yourself and HR Leadership Employment Brand a Key Part of Marketing What is recruitment marketing without an employment brand? Half of employers (51%) have an employer brand strategy1 Not just marketing 59% of employers think employment brand core to HR strategy2 1Source: The Growing Value of Employer Brands. 2012. Bernard Hodes Group. 2Source: HR should lead on employer brand management, CRF research finds. 2013. HR Magazine. 9. 2011 MFMER | slide-9 Building the Case 10. 2011 MFMER | slide-10 Building the Case Never Waste a Good Crisis Youre here because of some existing or looming recruitment challenges Talent shortages Retirements Business strategy shifts Increasing quality of talent in certain positions/levels You recognize the importance to your organization the ability to: Increase customers/sales Have superior talent 11. 2011 MFMER | slide-11 Building the Case Know the Links Find the talent link to your organizations strategic and operating plans Find internal allieswho among leadership continually speaks to the value of talent 12. 2011 MFMER | slide-12 Gaining the Trust 13. 2011 MFMER | slide-13 14. 2011 MFMER | slide-14 Gaining the Trust Whos Who in Your Organization? Who makes the key branding and communications decisions? Marketing Public affairs Communications Brand management 15. 2011 MFMER | slide-15 Gaining the Trust Who Owns Employment Branding? 39% 22% 15% 14% 10% Talent Acquisition (TA) Co-Owns TA Primary Owner TA No Ownership TA is a Contributor Employment Branding? Source: The State of Employer Branding, 2013. LinkedIn. 16. 2011 MFMER | slide-16 Gaining the Trust Creating the Relationship Know your organizations brand values Position in marketplace Strengths/weaknesses Compare and contrast with employment brand Consumer vs candidate Alignment of consumer brand values and employment brand talent drivers? Complement? Compete? Invite branding authority to an HR or recruiting meeting to share consumer branding insights 17. 2011 MFMER | slide-17 Gaining the Trust Creating the Relationship Position yourself as an employment branding authority Know your audience What attributes attract them to your organization (product) What channels are they using (place) What value does your employment brand have in attracting this talent (price) Whats your EVP (promotion) 18. 2011 MFMER | slide-18 Making the Pitch 19. 2011 MFMER | slide-19 Making the Pitch You Say Tomato; I say Tomato Is it a matter of semantics? Is the term employer brand innately competitive? Try something more submissive Identity system within the corporate brand? Leverage the consumer brand Shouldnt compete; should support Similar values Work within established brand standards and guidelines Further disarms concerns of brand competition 20. 2011 MFMER | slide-20 Making the Pitch Recruitment Helps to Build the Consumer Brand Do you reach a demographic otherwise difficult for your consumer brand to attract? For Mayo, thats the 18-24 consumer Market exposure to an otherwise B-2-B model? Do you build goodwill (consumer brand ambassadors) through your recruitment brand, efforts, and/or process? 21. 2011 MFMER | slide-21 Making the Pitch Creating the Relationship Collaborate and contribute Start small trial Grab onto others coattails Include key stakeholders in process Communicate outcomes Look for next, bigger opportunity Repeatand build momentum for the long haul 22. 2011 MFMER | slide-22 The Story of Mayo Clinics HR Recruitment Strategies 23. 2011 MFMER | slide-23 Mayo Clinic HR Recruitment Strategies Recruitment marketing strategists, consultants and innovators for Mayos recruiting staff and processes Within HR org structure; reports to HR Chair Formed in 2000 in response to significant recruitment challenges uncoordinated activity that compromised consumer brand increasingly complex recruitment world 24. 2011 MFMER | slide-24 Mayo Clinic HR Recruitment Strategies Objectives Be effective stewards of the recruitment identity system incorporating the Mayo Clinic brand Be a source of recruitment expertise for HR colleagues in support of recruitment needs Develop new strategies and tools to enhance Mayo Clinic's position in the recruitment marketplace 25. 2011 MFMER | slide-25 Exempt staff have varied backgrounds, including: Marketing Advertising Recruitment Bifurcated roles Support of Staffing Specialists (aka recruiters) in executing recruitment strategies/plans Projects supporting overall employment branding & marketing Centralized service point for all advertising, employment branding and print material needs Mayo Clinic HR Recruitment Strategies College Career Services Community nonprofits 26. 2011 MFMER | slide-26 CP1190291-2 Recruitment Advisor Staffing Specialist Internal & External Business Partners/Vendors Customer Hiring Managers and Departments Mayo Clinic HR Recruitment Strategies Develop and Execute Strategies 27. 2011 MFMER | slide-27 Mayo Clinic HR Recruitment Strategies 28. 2011 MFMER | slide-28 Demonstrating Value Employment Branding Developed two allied health brand identity systems 2002-2011 2012 to Present 29. 2011 MFMER | slide-29 Demonstrating Value Employment Branding Developed a physician/scientist brand identity system 2008 to Present Heal the sick, advance the science, share the knowledge 30. 2011 MFMER | slide-30 Demonstrating Value Employment Branding Married the candidate journey with the employment journey Benefits Employee Service Center New Employee Orientation 31. 2011 MFMER | slide-31 32. 2011 MFMER | slide-32 Demonstrating Value Employment Branding Measuring ROI Since launch of A Life-Changing Career Total hires increased 17.1% (24% among external) + Fewer applicants (-2.4%) and total applications (-7.4%) = More qualified and fit hires with fewer applicants 33. 2011 MFMER | slide-33 Demonstrating Value Employment Branding Measuring ROI Awards and Industry Recognition Fortune 100 Best Companies to Work For Universum IDEAL employer U.S. undergraduate students DiversityInc Top 10 Hospital Systems employer HispanicNetwork Top STEM Employer for Hispanics 34. 2011 MFMER | slide-34 Demonstrating Value Employment Branding Measuring ROI Since launch of A Life-Changing Career social media followership has increased 154 percent; Facebook 78 percent Twitter 79 percent LinkedIn 193 percent! YouTube Infinite (no presence in 2011) Social media overall has become 30 percent more efficient as a hiring source (applies-to- hire) 35. 2011 MFMER | slide-35 Demonstrating Value Employment Branding Measuring ROI Other key measurements may include HR metrics Employee turnover/retention rate Quality-of-hire Engagement of employees or financial metrics Sales/revenue New customers generated by new/better talent Cost-per-hire Cost-of-turnover 3rd party recruiters/contracts 36. 2011 MFMER | slide-36 Paving the Path 37. 2011 MFMER | slide-37 Paving the Path Where to now? Decide how and when to prioritize Dependent on dynamics of your organization If too hurried, you could set yourself back Assess your current state Who are the stakeholders? What is the best opportunity? Find out who you are Does your employment brand resonate? Relative alignment with consumer brand/perceptions? 38. 2011 MFMER | slide-38 Paving the Path Where to now? Decide who youll need to get there From both champion and FTE/skillset standpoints Decide how youll get there Once approved, how do you proceed? What are the initial deliverables? What are the terms of success? Develop metrics to measure Communicate successes Engage, engage, engage!!