Do you need to create Brand Ambassadors – or do you just need to get the right people in the first place?
People deliver customer experiences – whether they’re designing them for digital platforms or serving customers directly.
Customer experiences deliver commercial performance – so, in every business, these are the moments of truth. Ideally, they’re where strategies are delivered and become true.
Businesses can go through engagement processes to connect people to the brand and then hope that the process has done enough to ensure that people will now faithfully deliver the required customer experiences. To encourage participation and ongoing delivery, they may even bestow titles like ‘brand ambassador’ upon them.
Alternatively: businesses can simply recruit the right people in the first place. The people that are naturally aligned to deliver the brand’s idiosyncratic experiences and customer service style.
This begs a question. If we recognise that every brand is seeking to deliver its own customer experiences (and I emphasis its own, not the category’s), why is it that so many brands have the same recruitment processes as their competitors?
Job adverts are the same.
The desired candidate profiles are the same.
Interviewers are asking the same questions and almost certainly hoping for the same answers.
Yet, the brands are different. By definition, we are looking for people to create different experiences from brand to brand. Consequently, we need to recognise that we’re looking for different people, and we need to articulate that difference within the recruitment process itself.
The process should move away from being an intuitive interpretation of a conversation where both parties have a vested interest. A job interview will always be dominated by an exchange where one party has a vacancy that needs filling and the other needs a job/income. The transactional nature of this process is always going to compromise the required depth of consideration that should guide a true match of an individual’s potential and fulfilment to the available opportunity.
Attempts are made to justify the same-ness of recruitment processes on the necessity of required experience, but we increasingly acknowledge that experience is the least likely indicator of future performance. Just because you’ve done it before, doesn’t mean you’ll do it again, or that you even want to do it again in a different environment with different dynamics.
If brands are seeking people to deliver their own customer experiences, they need a recruitment process that is also their own.
What Great Looks Like (WGLL™) has been built to do exactly this. By profiling existing talent on their ability to deliver the great moments that in turn deliver valued commercial outcomes, we know the people that will deliver future success.
This is done through science. We examine people through their Intellect, Values, Motivations, Behaviours and lastly Experience to build a robust picture of the people who deliver within the business and then assess prospective candidates to find ones that are similar or have the potential to become similar. It means we can Predict People Performance for the business. Their ability to tune into the brand’s requirements and deliver the moments of ultimate customer value. WGLL™ is the only assessment tool that looks at candidates in that level of depth.
Some assessment processes may focus on an aspect of a prospective candidate, like personality, but it is only by assessing a candidate through multiple lenses that a true picture can be analysed. This insight creates confidence in potential candidates’ true ability to deliver, and that’s a process where due diligence and rigour should be welcomed and valued.
By introducing WGLL™ people to the business, you can feel confident that your brand strategy will be delivered, because profiling has indicated that they are naturally predisposed and aligned to delivering the brand experience. But they will also have a wider effect as agents of change. They will continue to grow inside the business and their contribution will sprawl in all sorts of ways that connect the brand’s aspirations. They can be managed against the insights provided by WGLL™ – i.e. their potential in the context of their performance as opposed to a flatter, one dimensional view of their immediate role.
So, What Great Looks Like provides a data point that can have a broader impact than simply recruiting the right people. Objectively knowing what your best people are like makes performance management easier. Ironically it becomes about the data and something that needs to be managed, rather than the focal point being a person and all the complications that involves.
Likewise, an understanding of What Great Looks Like also shows the disparity between your existing ideal people (and future recruits) and your existing people that aren’t aligned to WGLL™. Whist this could initially feel stilted or uneasy, it has the opposite effect as managers can see where performance management may be needed and existing people can either benefit from this focused development or choose to find a job that is more suited to their own profile and potential.
So, the days of the lame recruitment processes happily feel numbered. If we understand the needs of our brand, it is entirely possible to find and select the people that will intuitively deliver that brand. But that’s the only place where intuition should be placed; instinctive brand delivery. Intuition has no role within the recruitment cycle and nor should it. We live in an age where it is entirely logical to use technology to select our life partners, so why would we resist its role in assessing candidates for their potential to deliver our brand?