Culture DesignDownload our Position Paper
Most organizations view growth through a lens of products and services. While a company's offering is a critical piece, it can be an anchor that is rigid and slow to change. In today’s economy, the pressure to change faster is ever increasing. Leaders need teams to be agile. A long-term growth strategy needs to focus on talent.
Today's worker is more mobile and global than ever before, making the competition for top talent increasingly fierce. Many leaders acknowledge that the right people are essential, but too often they don't invest in the employee experience. Attracting and retaining the best talent means going beyond old standards from the industrial era. From compensation to work style to location, people want more.
People want to get behind an organization that has a position and passion. The best talent expects the application process to be engaging and responsive. To stay, they want to grow and contribute on a personal and professional level. Today, leading organizations are rethinking the way they attract and retain their best people.
We can help.
Find Strategic Focus
What are you asking employees to get behind beyond a paycheck and benefits? What makes your organization unique? Attracting and retaining top talent means having a clear strategic focus for your organization, understanding motivational drivers, and how top talent makes decisions. We help you define your value proposition, develop behavioral personas, clarify, and deliver a strong employer brand for you to build upon.
Align Teams and Tools
Talent-driven growth requires each department to get on the same page. Agile teams need systems with different processes and metrics to deliver better experiences. We help connect your strategy to a plan and define experiences from attraction, acquisition, onboarding, and development. Talent Journey programs help drive change, build unified cultures, and define ideal employee interactions.
Inspire People to Act
Finding and keeping the attention of the best talent is hard. Externally, there is so much white noise in the marketplace when trying to attract talent, and messages get fragmented. Internally, campaigns for current employees fall flat as “flavor of the month” initiatives. Learning tools lack the sophistication and user-friendliness of everyday mobile experiences, making it difficult to get traction with team members.
We look at each encounter through the lens of your brand to make them unique. Benchmarking experiences outside of HR helps make each touchpoint more robust and effective. The result is an aligned brand experience that differentiates from alternatives, fosters organizational buy-in, and creates immersive experiences for your people from attraction to education and growth.
Ways to Get Started
Working directly with your team and stakeholders in a half-day, one-day, or two-day workshop to identify gaps between what talent is looking for and what your organization delivers.
Conducting ethnographic user research across your talent pool, including current employees, prospective talent, and aspirational hires to understand what talent wants and identify opportunities.
Going deeper to put user insights in the context of your broader market challenges. Through a focus report, we collect data from four key sources—internal, external, category, and trends—to bring clarity for driving growth through talent.
Telling a Unified and Unique Story
Autocam, a leading medical device manufacturer, identified talent acquisition as a critical driver for growth but struggled to tell a unified and unique story. We worked with leadership to clarify the brand position and message, then contextualize that to several target audiences—both internal and external. Along with new positioning, the resulting artifact was a website built to engage talent with a unique value proposition and clear messaging.
Equipping Talent for Growth
ESI, an ergonomic furniture accessories company, has seen multiple years of steady growth. Recognizing its sales reps are a cornerstone of past growth, the company needed to level up and better equip salespeople for future growth. We conducted internal research with teams, reps, and customers to better understand how they interact and the flow of information. We created four behavioral sales rep segments, enabling us to identify the group with the best potential to spur growth but also needed an extra boost with training and tools. With this target group in mind, we developed sales tools and training concepts, taking into account internal workflows and teams from sales, marketing, and customer service.
Lorin, a top global supplier of anodized aluminum, was seeking growth by better connecting with a new customer group. The result was a holistic rebrand, which was much more than a look and feel. Lorin’s new position requires internal teams to work together in new ways including sales, marketing, HR, IT, and operations. Agile companies need every team member to be on the same page. We developed a tighter value proposition and ideal customer experience, then tied those efforts back to the individual departments. These concepts and recommendations for HR messaging and experience reinforced Lorin’s brand value and identified activities for internal teams to move the brand forward in a cohesive manner.
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