Some time ago I recreated this concept of “emotional shareholding” understood as the symbolic co-ownership of a brand or organization. At the end of the month, many articles about employer branding pass through my hands (talent attraction) and about talent retention. I explain it briefly:
As a concept it seems to me that “talent retention” literally obeys this image of a caged guy in a company. I don't think it requires much explanation.. However, the concept “talent retention” continues to make headlines and few have been concerned with explaining that in fact, it's about loyalty, to convince, and not retaining.
In this case, The employer brandinG understood as attracting talent, doesn't always use the right hooks to do it. Talent you may attract many ways, but going fishing is not one of them. Basically because we're neither fish nor shoes, we're people. We're not talent either.. Although the RAE's third concept of talent refers to intelligent people, the first two define the ability to understand or the capacity for performance. So, are human qualities, so we could define talent as a quality, and not as the person who owns it.
What's the point? It's not about talent, it's about people.
It may seem superficial to leave all this on a lexical issue. But it's not.: in the first case, we're not talking about retaining talent, we're talking about persuading people, to convince them, to illusion them, loyalty. In the second case we don't talk about attracting talent, we're talking about persuading people, to convince them, to thrill them towards a project… Do you see the coincidence? Exactly! As it turns out there is a common denominator between loyalty and attract people: it's always about persuading, Convince, illusion, And, if I may, Thrill.
emotional shareholding: satisfied people convince satisfied people
In this chart I show the main reasons that lead a professional to stay - at ease- in the organization or brand you work for:
This leads me to think about the concept of emotional shareholding, of the idea of feeling part of the brand, even if you don't have titles on it. Emotional shareholders are best for attracting new professionals. The first thing a potential candidate does when they make him a job offer - let's not forget- is to see how it is “the house” inside. And we're just a click away from a check as easy as that.
Emotional shareholding may seem naive, Utopia, but also a way to recover, within the context of more human branding, human branding.
Let's recover the essence of that yogurt that used to be called Bio and which ensured “what it does inside is seen on the outside”.
Convinced that everything leaves a mark, I help companies better connect with their stakeholders through personal branding programs (personal brand management) and employee advocacy (programs of branded internal ambassadors).
Socio of Soymimarca's Integra Personal Branding, Brand Directory of Omnia Branding, I also collaborate with Ponte en Valor, Brandergizers, MoreThanLaw, Noema Consulting and Quifer Consultores.
I participate in various programs at IESE, ISDI and EAE, among others. Collegiate advertising, Master in Marketing. Humanities Degree Student.
My advertising DNA comes from 20 years in agencies: Time/BBDO, J.W.T., Bassat Ogilvy, Saatchi & Saatchi, Altraforma and TVLowCost among others.