Group Communications Manager Amanda Mogan-Wilson explains how her team worked with HR to develop an employer brand strategy to attract new kinds of talent to the business. She discovered that by integrating internal comms, external comms and working closely with HR to build the branding strategy, Jardine Motors was able to build a campaign with the momentum to drive positive mindsets within colleagues and reinvigorate the brand’s values.
The challenge we have is making sure that we remain attractive when the competition is not only other businesses in our industry, but tech companies, startups and luxury retail, because of the diverse range of roles we already have in the business and need for the future. Retail genuinely is changing, and we need to change perceptions of motor retail in order to attract new kinds of talent, and appeal to a younger audience.
We also needed something that bound colleagues together at group level, as it can be easy for colleagues in the divisions to think of themselves as working for the brand they represent, as opposed to Jardine Motors Group. Our objective was to reinforce our culture and create a suite of tools that could be used to help support cultural changes where needed.
Our solution was our employer branding and employee engagement campaign, Jobswagger. The campaign was created and built internally by collating colleague stories as examples of teams and individuals who demonstrate Jobswagger. Once traction was built, we took the campaign externally and it is now used in every colleague touchpoint and journey through our business, from recruitment, onboarding and induction, through to face-to-face colleague roadshows delivered by the executive team.
Now young people are coming into the organisation because they’ve seen the Jobswagger campaign on social media, they’re aware of the stuff that we’re doing, and they’re talking about it in their job interviews.
We’re hearing that young people are engaging and want to work here. In fact, the Jobswagger campaign has been so successful that when we last recruited for our Jardine Academy cohort, we had 3,500 applicants for just 10 positions, and the recruitment team had to close the application window early because they couldn’t process any more. It just shows that the work we’re doing around our employer branding is building traction and we’re changing perceptions of our business as an attractive place to work.
We launched a new award category called Jobswagger Champion at our annual Leadership Conference. The difference with this award is that colleagues were nominated for it by their peers. We then filmed the finalists’ stories and used the video content both internally and externally. We had over 100 nominations from colleagues in this first year, so we’re looking at next year being even bigger.
We also introduced the Jobswagger Champions Cup, where line managers are encouraged to recognise and give thanks to someone in their teams. Jobswagger ‘thank you’ cards, which are only used by directors, are posted to a colleague’s home address, and include a personally written note. Colleagues naturally choose to share these on social media.
For our external strategy, we built in a dedicated Jobswagger section to our careers website and then gained traction when the #Jobswagger hashtag was shared by colleagues across all levels of the business.
I’m really proud of the success of a campaign that works internally as well as externally. Colleagues from all over the business have cited the Jobswagger campaign as being a huge help in maintaining positive working cultures, encouraging team collaboration, and colleagues feeling rewarded and recognised. It’s also original and brave for a brand in our industry, as we’re finding that competitors are copying us more and more, but Jobswagger is unique to us. We know that the campaign is working because the Jobswagger social media content is some of the best performing organic content across our group accounts, and the results around engagement and culture in our annual employee survey also demonstrate the success of the campaign.
The challenging thing is to make sure that Jobswagger continues to evolve. There’s still a lot of work to be done in terms of it being embraced and used by teams. On the recruitment side, the campaign constantly needs refreshing because we’re targeting similar audiences on a regular basis with our paid social media activity. You can’t target them with the same creative and messaging, because they will just switch off and disengage. Internally, we’re already looking at how it will evolve next year. For example, all the colleagues who have been winners of the team Jobswagger Cups will go through to be considered as the overall winner at the Leadership Conference in 2020, and those who were finalists at this year’s conference will be part of the judging panel, so we retain the peer-to-peer element.
Colleagues from all over the business have cited the Jobswagger campaign as being a huge help in maintaining positive working cultures, encouraging team collaboration, and colleagues feeling rewarded and recognised.
Jobswagger has taught us a lot about the importance of first building a campaign internally and getting our employees acting as brand advocates. It takes time and patience to build a campaign with the momentum that will drive cultural change, but as we’ve seen, the results can be phenomenal. It also has to be a team collaboration, with HR and communications working closely together to drive success.
It takes time and patience to build a campaign with the momentum that will drive cultural change, but as we’ve seen, the results can be phenomenal.