The London themed reception desk
This past week has been particularly exhausting as I have been out and about visiting regional Kier offices and external agencies. However, I was definitely most excited about my Friday appointment as I was invited by my Human Resources colleagues to present a Digital Marketing Workshop at LinkedIn's London office. This has only been open for about six months and is definitely designed to impress clients with it's London theme (including an underground room and desks with built in 'Boris bikes' which charge your mobile phone). Needless to say we made the most of the exciting new surroundings!

Using the facilites at lunchtime
As a department our HR team has always been a priority of mine when ensuring the business engages digitally. Job searches are consistently in the top three on our website (as with everywhere I've ever worked) so streamlining the user experience is paramount. I've also noticed a trend of companies recruiting for 'Resourcing Digital Marketing Managers' who are given the responsibility of developing and delivering a significant upgrade to a company's recruitment and digital attraction assets. This goes beyond new customer acquisition as everyone competes for the very best talent available.

Outside of our content marketing strategy for LinkedIn we work hard on delivering a consistent experience for applicants and my training session emphasised the need for both Marketing and HR to work together to give a consistent view of the company which follows through on the promises made in our advertisements. Some of my key themes and tips for the team were:
  • The importance of managing online profiles - if you are a recruiter it's essential you look the part online and maximise the opportunities available to you
  • Conversely, it's important to understand the person as well as the worker of whoever you are about to interview. I always undertake background checks on potential interviewees, as if someone has seen fit to share something then it there is no reason not to do your homework on them before you meet. It also gives a good understand of how digitally savvy they are before they start
  • Create content beyond just job advertisements - as with a customer acquisition campaign it's just as important to ensure that there is the content available to show what a good place your company can be for people to work. Once a candidate clicks the job advert you need relevant landing pages showing all of the benefits/information available to them as we did with our Apprenticeships Week campaign
  • Make your job advert pages as good as they can be - these are your product so it's important they are the jewel in the crown of your careers pages
  • Listen as well as talk to shape the employee brand - Along with the usual social media channels, websites such as Glassdoor give you a valuable insight into how you are perceived and if all of the work you are doing is paying off
  • Be proactive to find 'passive candidates' - Andy, our LinkedIn Account Director, informed us that only 15% of LinkedIn members are actively seeking work. If you want the best candidates then you have to find them as many people would be open to the right job offer coming along
  • Use tools to take away the manual process and filter the best fit candidates - Tools such as LinkedIn recruiter are an excellent way to find your next employee of the month. You can filter by location, experience or job type and it even allows you to use an exemplar employee for a search to find someone else just like them!
Anyone for pool?
To present yourselves as the best employer over your competitors you will need a mixture of all of the above as we're not all blessed with the fantastically modern offices of Tech companies (with table tennis tables and free snacks in every corner) such as LinkedIn!

Can you see the family resemblance?!
The way in which history has been recorded and certain individuals remembered (and others forgotten) is a fascinating subject on which the current trend for social media and online publishing will no doubt have a lasting effect. For this 100th post I'll be sharing how I was very excited to discover a few years ago that the Fryer family had a distant relative who was part of one of the most exciting and evocative naval stories of all time - the Mutiny on the Bounty.

Originating from Southampton many of my ancestors are sailors but none more famous than John Fryer who set sail in 1788 as Master of the Bounty. He was unique in that he was the one member of the crew who disagreed with Captain William Bligh's decision to promote Fletcher Christian (later leader of the mutineers) to Acting Lieutenant but then remained loyal to Bligh after he was cast overboard. Bligh's account of the Mutiny vilified Fryer, but Fryer gave fair evidence at Bligh's court-martial. Edward Christian, Fletcher's brother, was assisted by Fryer in publishing a counterweight to Bligh's version.

John Fryer's Narrative
These events showed that it was possible to have two contemporary and contrasting opinions of an event and that the history with which we are presented can never be 100% accurate. At the time both Fryer and Bligh were privileged in that they were men of influence and could see their accounts published. However, as social media has become popular we are now awash with every type of opinion on an individual or event. This will mean either a much more measured take on how events are remembered or a tangled web of thousands of sources to wade through in which to arrive at an accurate account.

Whereas earlier generations only have very small pieces of information about their lives recorded and perhaps only a few photographs with which to be remembered we are now awash with detailed, self published, online diaries listing what people have eaten for dinner, where they have checked in on Facebook and a mass of photos saved on the devices we all carry around in our pockets. This rising generation is the most photographed in history and one statistic estimates that in the past five years, more photos have been taken than all the prior years combined.

There is a lot of content out there!
However how many of these photos are just saved to a hard disk and hidden in a drawer, or uploaded to a social media site that will be gone in 5 years? Where is that longevity that a painting or book had in the past? Without making the effort to print these precious memories they will be confined to existing on an old device in a drawer as digital is cheap and cameras are everywhere. These lost memories prove expensive - not just to us but to future generations.

A big part of my current job at Kier is to increase the reach of our brand online. Essentially I am responsible for actively managing our digital footprint to build the foundations of how the brand is, and will be, perceived. The opposite side of this (the passive digital footprint) where we are mentioned by the public or in which our logo is photographed somewhere, is something we can attempt to control but eventually we are no longer the masters of our own destiny in the way the rich and powerful were in the past.


Mutineers turn Captain Bligh and
18 others (including John Fryer) adrift
In fact, I am currently taking steps to ensure that this blog is not forgotten and have begun to put together a printed version that will hopefully stand the test of time. Not for my own ego but so that the hours I have spent writing it (in total it amounts to a 60,000 word novel!) are not forgotten on an old and defunct SD Card in someone's loft.

Obviously it will never reach the exciting heights of John Fryer's life - I've worked in some colourful places but never any that have shown signs of a full scale mutiny!
Due September 2016!
In this last week I've been sharing the big news that my wife and I are expecting our fourth child. Of course, this is a really big deal to us and another exciting development in our ever growing family. I always think of myself as a Husband/Father first and a Digital Marketer second but recently I've come to feel that the skills acquired by the former can actually enhance the latter.

When I first became a father, nearly seven years ago, I was terrified of the pressure of being the chief bread winner trying to keep up with a fast paced industry on less than four hours sleep a night. How was I to ensure I left work on time everyday to enjoy family meals or that I switched off from work at the weekends to make the most of my time with my daughter?

I'm not going to pretend there aren't daily challenges, but below are a few areas in which I feel this increased domestic responsibility can actually make you better at your job:

Time management

Turning up either in the office or at meetings on time is essential to show respect to your colleagues. As a parent it's just as crucial as a delayed meal/bedtime can have disastrous ramifications! Becoming a parent makes you a master at planning ahead - my wife is the queen of this and every morning we come downstairs to a laid breakfast table and a row of packed lunches prepared the night before!

Knowing that you have a finite number of hours to get things done really helps you focus on delivery.  Rather than spending days in meetings, or over complicating presentations, parenthood teaches you to focus on projects that have clear end results.

Compassion

In marketing, you encounter lots of different (and often strong) personality types. Raising children can make you much more attuned to the emotions, motivations, and personalities of others – including the people who work with and for you.

Thicker skin

The daily struggle continues!
Getting approval for a piece of work, or even achieving buy in for a big digital project, can be an uphill struggle. In the world of parenting, you quickly learn that your child's rejection of your cooking is not personal. When they scream at you for telling them it's bedtime or tell you they don't like you for confiscating a toy, you know it's because you are actually doing something right. In both marketing and parenting, having a thick skin and a sense of humor can help you keep your blood pressure down and things in perspective.

Working as a team

One of the first decisions my wife and I made on becoming parents was that we would present a untied front. Even if one of us disagreed with the other's methods we'd wait until the children were out of ear shot to discuss it. Children are very perceptive and any sign of weakness or inconsistency would mean a big chink in our armour to exploit! The same is true at work where if you function as a team you are much stronger when any difficult scenarios come your way. Any infighting or back biting between managers will definitely weaken your department.

Staying positive

Children all suffer from repeated mood swings and some people in the office are not that different. However, if you can ensure you remain in a good mood (despite the sleep deprivation) and behave in a consistent manner it has a similar effect on co-workers and makes you more approachable. Then your children/colleagues will take you much more seriously when you really do put your foot down!

Patience

Patience is a virtue!
There are very few skills more valuable or more challenging to learn than patience. But when there are children who can’t wait one minute, let alone five, the happiness of the household depends on both mine and my wife's abilities to keep our cool. Parenthood has a way of putting things into perspective and often results in a workforce that is less argumentative and more focused on a positive end result.

Strengths and weaknesses 

I am amazed at how my three current children are all so different despite having the same upbringing and genes. One is clearly gifted at maths (I have no idea where that comes from!) and another is already showing signs of some sporting prowess (again... no idea!) They also have their own unique strengths and weakness, as do we all. Recognising this in the workplace is very important in order to have a healthy dynamic and when managing projects.

Staying relevant

In digital marketing keeping up to date with the latest technology is paramount. This is something which I have previously written about and I maintain that by having children it gives you that extra impetus to stay in touch to ensure they don't fall foul of the every changing social media and internet landscape.

Sugar

Whilst sugar is getting a lot of bad press at the moment there really is nothing like a full stomach to transform people in to a much more agreeable mood! Having taken homemade cakes into the office on a number of occasions there is no doubt it made for a much better atmosphere. The smiles on our children's faces on presenting them with this year's Easter eggs was a thing to behold!

Of course, it is not necessary to be a parent to have this type of perspective on life and work, but for me it has helped immensely. I also am far from perfect and feel I fail daily both at work and as a parent which are constant learning experiences of trial and error. However, the more policies that company CEOs can enact to motivate us parents to remain valued members of the workforce, the better they’ll all fare in the end.
For this blog post I thought I'd take it back to basics and look at the role of digital marketing in various types of organisations to address the much publicised 'digital skills gap'. Working in a rapidly growing FTSE250 construction company has definitely proved to me that the economy is continuing to grow, but it seems that schools and training budgets are not keeping apace with the increasing focus on employees digital skills. In marketing, skills such as user experience, social media and analytics are now an increasing requirement in every job spec.

Digital talent is definitely in short supply as I have witnessed first hand. From my background of working in schools I would frequently see the IT teachers being outclassed by their pupils - my theory on this was that anyone who was particularly gifted in this area would go on to work in industry IT departments where they could make much better money with much reduced stress levels!

Things are changing slowly, but you can count on one hand the companies really addressing this issue and they're usually the big players such as the IDM, Google, or the BBC with their high profile 'Make it Digital' campaign.

Coding academies are also sprouting up in abundance and whilst I would support my children getting involved in this (I can't deny the Kano or Raspberry Pi look great fun) it's important to remember that not everyone needs to learn to code a great new app but instead to understand the fundamentals of how code works, where to find it, and how to go about finding out how things are made or work with code. The key focus is digital literacy rather than digital skills.

Happy memories!
I remember spending hours with my Amiga BASIC book in my early teens copying out code to make my screen change colour on different key presses! Whilst it didn't teach me how to code outright, it was a very useful grounding of the principals and processes of how things work. This is how I feel the best digital professionals can excel - by being as autodidactic as possible in order to stay up to date with the latest innovations and principles.

I've also seen that the best digital professionals are often found at either technology focused companies (e.g. Amazon) or those who are the most open minded and unafraid to take risks (e.g. Innocent). By seeking out roles in these types of companies individuals can quickly make their mark and also have fun experimenting and pushing the envelope.

Our new Twitter account is going
from strength to strength
For my part, and whilst the above scenario does sound appealing, I get a lot of my job satisfaction from seeing previously tech-shy colleagues pick up and run with something to which they were either previously resistant or had no realisation of the benefits. A key part of my role is extolling the virtues of a digital business to gain market share on our competitors. The launch of our recent dedicated Construction Twitter account is a good example of this as other colleagues are now beginning to request something similar for their division! Selling in digital to a big company can be a lot of work but the hard won results can be much more rewarding.

Essentially, there's a need for transformation in training and culture in a large majority of companies. With the emphasis on the importance of digital from senior leaders there still remains a lack of focus and investment on developing the digital skills and talent. Training and development programs have been ineffective or insufficient and there needs to be fundamental change to organisational structures to make this a reality.

Keeping on the employability theme, this week marks the beginning of National Apprenticeships Week and we have been hard at work on an external campaign to really shout about what we do in this arena. This all centres around a Blog containing interviews with 18 apprentices and their experiences of working for Kier. We've also managed to get out and film some of them in their roles allowing me to dust off my video editing skills!

This is a big step forward for us and I've been working closely with the PR team to ensure we maximise any press coverage and have a robust social media plan for the week. With ambitious staff recruitment targets anything we can do as an employer to both attract and support the best possible colleagues is very important.  We may even get some young blood trying to give me a run for my money on the digital skills front!
A year in and I'm grateful to have
worked with such a brilliant team
Please excuse the cheesy blog title but last Thursday I celebrated my 'Year at Kier'! For me this is a particularly significant milestone in any new job. This is because it means you have seen through all of the key milestones (i.e. preliminary results, roadshows and conferences) and as a result are less likely to be surprised by any out of the blue tasks. It also means that I can now be confident in planning the use of my time even more effectively.

Whilst at Kier I've been particularly thankful for the opportunity to launch some very sizeable projects and see them through to completion (Kier Album, our first external marketing campaign in #KierHeroes, an entire social strategy and training programme, the Marketing Hub etc.) and last week saw the launch of another large piece of work in our new online office map.

This all started following some initial website analysis where I identified office locations as one of the top three things searched for on our site. The other two are the investor relations/share price sections, (for which I have already updated a clear workflow and content schedule) and the careers section which was updated in December following the integration of a new back-end management tool.

Whilst serviceable, our old map was not built in a way which was scalable when bearing in mind the growth rate of the business. It was a pain to update and now we have so many offices (including those of Mouchel Consulting) the resulting map became a sea of red dots with nothing to distinguish them which could only be viewed at one scale. With this in mind, I Created the following brief for our new map:
  • Search functionality and list view
  • Filterable by country, region, business unit, what we do
  • Photos of all offices
  • Responsive when added to a new template
  • Different map pin icons for Kier, Mouchel and Head Office
  • Easy to update by the central team should locations change/be added
As always the hardest part was ensuring that all of the information was correct and owned by the respective offices. Fortunately I was able to tag this data collection on the back of the offline brand audits. All office locations were visited just before Christmas to update the external signage etc. and at the same time I created a briefing document to be completed at each location on a mobile device and immediately saved online so we could feedback if we required more information. They even took photos of all of the offices and where there were gaps I filled them in with my regular 'Kier Offices' photo series on Twitter! Being completely digital has made this a smooth process with the only drawback being I wasn't required to travel to Australia to complete an audit myself!

From the analytics it's also clear that this is a tool which is regularly used internally so once the team had done a great job of inputting every location I ensured a decent testing period to get feedback from colleagues. Interestingly, all of the comments which came back related to the data and not the functionality which meant any changes were very easy.
Stay tuned!

Carrying on the geographical theme I've also been called in to action this week to run our latest online campaign '#KierInTheNorth'. This began with an event in Manchester and I have put together a long list of social/website activities to really capitalise on the government's Northern Powerhouse agenda. I'll also be taking a trip to Manchester myself later this year as I have been asked to present on 'Digital Integration' at the Digital Engagement conference in September. Although, being from Southampton originally, everywhere north of the Thames is 'North' to me!

So there you have it, we now have an online map which easily allows us to continue to represent the increasing scale of our business. Let's hope that at this year's staff summer party there's a quiz round on 'Kier office locations. If so, my team are going to completely ace it  - especially the 'longitude and latitude' round.
Every day I continue to learn something new, and in early January this was to be what it was like to be externally audited as a department! With my wife being a teacher I am used to hearing about the prospect of the dreaded Ofsted coming in to pass judgement on working practices and thought that working in marketing would mean I would escape this level of scrutiny.

However, this was not to be as we were chosen as one of the departments whom the British Standards Institute (BSI) would visit in relation to us earning an ISO 9001 Quality Management accreditation. Essentially, this is to ensure that our practices adhere to an international set of standards and are focussed on delivering customer satisfaction in some key areas:
  • Customer focus
  • Leadership
  • Involvement of people
  • Process driven approach
  • Systematic approach to management
  • Continual improvement
  • Factual approach to decision making
  • Mutually beneficial supplier relationships
Failure to pass would mean we were responsible for the business  not gaining this certification and would also mean how we work would need a major overhaul. We take great pride in what we do as a department and already had a strong set of processes in place for all of the services we offer. This means mapping everything from the process of compiling a marketing plan, to how to request, set up and manage social media channels and how to make a request for graphic design work.

In preparation for the visit we ensured we pulled together all of our 20+ processes into one document alongside an overview of the key objectives and responsibilities of our department, examples of all of our communications (newsletters, marketing council follow ups), analytics (for all of our internal and external channels) and live examples of our project management tools (currently in Trello).

The interview was going to last 1hr 45mins and would be attended by the Marketing Manager for Services/Infrastructure and myself. On the day we were the first of four departments to be quizzed and this took the following structure:
  • Talking through our Central Marketing overview document
  • Providing evidence of how we plan and work together (not in isolation) with the business
  • Evidence in everything of testing and learning/evidence based decisions
  • How we live monitor and measure all tasks
  • An in depth Q&A
We felt the interview all went very well as many of the above are areas on which digital in particular has a massive focus. The auditor was particularly impressed with how we clearly show we look outside of the industry to evolve and we demonstrated the benefits of having a centralised team with links to the business/regions. He commented that we had a well-communicated plan of activities and timescales with the whole team understanding thier role in achieving them. One thing that also really helped me was spotting this great Tweet the day before which summed up everything in a nutshell:
So, how did we do? Well - we passed with flying colours! Whilst detailing that we demonstrated a clear definition of roles and responsibilities the report concluded that we showed:
"A systematic, process based approach to marketing, provided as a centralised support function - January 2016"
This was a massive achievement for us to be recognised as professionals in our field with an international award that is valid for three years. Importantly, it confirms our commitment to our colleagues. Finally, the auditor commented that he was particularly impressed as Marketing is not generally an area to demonstrate this process driven approach (e.g. in the same way as health and safety departments do) and that he usually arrives to find a few bullet points written on the back of a beer mat! Extra kudos for us then and now the fun work begins of using our 'approved' marketing skills to promote our way of working to other departments!

A thing of the past if the guidelines are
kept up to date with the user in mind
Everything that can be moved online is pretty much there already - shopping, dating, live video, newspapers - it's all there and is easier to access than ever before. Despite this, one thing I've noticed is that most companies still insist on producing PDF versions of their brand guidelines. These important documents are representative of a living entity that evolves through usage and time and one of my frustrations is how often I see PDFs being used when the content should be a web page whether it be in internal emails or downloadable brochures - what a missed opportunity to get some audience insight!

It’s obvious that a static PDF document can’t be fit for this purpose. No big brand is the same as it was a year ago and therefore these guidelines need to be able to accommodate this continual growth, evolution and refinement. If you can manage to keep them up to date and ensure that every colleague is working from the latest version then that is a very impressive feat - especially bearing in mind the multiple intranets and shared drives many large companies have! By moving these guidelines online it makes the process of keeping them current much easier and enables continual review and updates as the brand evolves.

Another issue this solves is that of allowing the business to access the latest versions of the logo, fonts and other design assets. Rather than reading about them in a PDF and then having to hunt for/request them they can just download them there and then.

Frontify is a great free tool for online
brand guidelines and style guides
Being online opens up further possibilities to enhance understanding with simple interactive tools to help users of the brand. For instance, rather than a list of logos, you can create a ‘Which logo should I use?’ tool. It can ask 2-3 multiple choice questions on usage and then provide the correct artwork for download. A blog/newsletter to showcase recent project examples is also be a great way of improving understanding amongst brand users.

In many ways brand guidelines are indicative of showing that the digital age hasn't really happened. Any guidance on digital use, the brand UI and interactions is – for the large part – absent. This makes them redundant for how most people are using them and they are not addressing the real world application of people setting up microsites and social media pages. If you're not giving the guidance then it's your fault if lots of off brand accounts are popping up across the internet!

As the brand grows there is also more to it than simply a description of the colours, fonts and logos to use. Ideally an entire brand repository should be built where brand personality can sit alongside the identity guidelines. An excellent example of this is MailChimp's Voice and Tone which articulates how the company’s voice and tone should shift across a variety of touchpoints.

Writing style is also essential now that digital has made it much easier for everyone to publish themselves so a great way to maintain a consistent writing style for an organisation with many voices is by publishing a writing style guide. Providing writing for the web guidelines is extremely important when championing a digital first mentality.

I'd also argue that the added benefit of having online, searchable guidelines is the ability to utilise the analytics to see what your colleagues care about and how deep into your brand they delve. That way it can help you concentrate on what to develop in the future. That's more than any PDF will ever tell you!

To enable effective brand governance, a living, up to date set of guidelines is the way forward. This means moving them online not as an afterthought, as budget might allow, but as a priority.  Without this, as the brand gets used by an expanding range of colleagues and agencies, across different regions, the best you can hope for is small inconsistencies to crop up. More likely you’ll face a never ending wave of brand mutilation and mutation that will become impossible to control.
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