FOR THE EMPLOYEE, WITH THE EMPLOYEE AND BY THE EMPLOYEE How a CPG leader maximizes employee brand storytelling to recruit the best and brightest tech talent

BY ISABEL NORTH WITH ANGIE POROW AND MICHAEL MEDER FOR THE EMPLOYEE, WITH THE EMPLOYEE AND BY THE EMPLOYEE

03 Overview

04 Introduction: The World Changed in 2020

05 The Case for Brand Storytelling

06 PepsiCo Stories—A Case Study

16 Conclusion: Employees Humanize the Brand

17 Works Cited

18 About the Author and Contributors

19 About Pace OVERVIEW

For the past several years, consumer packaged goods (CPG) companies PepsiCo’s Talent Attraction and Engagement team began partnering in the U.S. have faced increased competition for the best and brightest with Pace to roll out the PepsiCo Stories site in October 2020. The talent, often competing with the likes of Silicon Valley, startups and goal of the Stories site was to tackle the increased challenge of even the nascent legal cannabis industry. This trend has only been attracting and retaining employees, especially in competitive fields amplified by the many ramifications of the pandemic and a shift in the such as STEM, R&D and tech. The challenge was addressed through social conversation around racial injustice over the past year. The same storytelling that brings PepsiCo, its employees and their work to life. Ftalented, highly qualified candidates who are increasingly attracted to the challenge and excitement of these industries are also often driven In This White Paper to seek employment at companies they perceive as being innovative, This white paper focuses on the learnings of developing a brand socially progressive and environmentally conscious. When the prevailing storytelling program—for employees, with employees and by perception among these candidates is that employees—that targets a the CPG industry does not fit the bill, what competitive audience group in the is a $199.2 billion CPG leader like PepsiCo recruitment landscape. to do in order to successfully engage the top talent it desires?

3 INTRODUCTION: THE WORLD CHANGED IN 2020

In addition to the many undeniable changes brought about by the It’s Time to Adapt COVID-19 pandemic, the U.S. has also been experiencing a social Rightly, we have all been in reactive mode for the last year trying to reckoning with a modern-day civil rights movement and an ever- adjust with each wave of change. Especially for talent and acquisitions increasing public demand to address climate change, gender inequality professionals, there have been constant adjustments to existing and healthcare accessibility to name a few, all of which have had recruitment campaigns, learning new digital tactics and burning hours impacts throughout society, including in the business community. trying to maximize marketing performance.

Consumers are watching, supporting and championing the companies Marketers have been observing fundamental changes in the way who publicly stand for progressing these social issues forward, leading consumers are engaging with brands; changes accelerated by the many brands to make public pledges and commitments for corporate COVID-19 pandemic. If there has been a paradigm shift in consumer change from the inside out, including workplace culture. brand loyalty, how is this shift affecting the talent recruitment process for these same brands? After all, employees are consumers too. From companies creating new workplace standards affecting the future of how we work—like permanent remote status and setting new interviewing protocols for Zoom—to reaffirming their diversity, equity and inclusion policies, the impact from these experiences has generated workplace and hiring changes at unprecedented levels. To heighten an already tense time, these changes % are all happening in a highly competitive job market 71 that is low on specialized talent in focus areas such as of consumers lose trust tech, R&D and STEM but filled with qualified, passive candidates who are not actively seeking employment. in a brand they think puts profits over people.

Source: Edelman Trust Barometer

4 THE CASE FOR BRAND STORYTELLING

Companies can be hard to relate to, and the larger and more complex the company, the more difficult it is to form a nuanced INTERACTIVE opinion about it. Susan Fiske, in her research with Chris Malone— detailed in The Human Brand—points to this issue as one of human psychology. We react to brands as if they are people, forming opinions of them based on perceived slights or applauding them on PR the perception of warmth and competence. One tool that is key to developing this relationship is brand storytelling.

BRAND People Join Cultures, Not Companies PARTNERSHIPS Audiences are more likely to value brands that align to what BRAND is also meaningful to them—and while values are easy to express, they are harder to back up with proof. As opposed to STORYTELLING traditional marketing, brand storytelling uses narratives born of SOCIAL real people’s experiences. This creates an emotional connection MEDIA based in reality. In other words, brand storytelling involves expressing a brand’s values through company experiences and the faces of real people. EXPERIENTIAL MARKETING Lastly, brand storytelling can easily be a part of any number of integrated marketing campaigns and content distribution channels.

This versatility coupled with good user experience design, DIRECT RESPONSE campaign architecture and analytics makes storytelling a powerful marketing tool for any brand.

5 PEPSICO STORIES—A CASE STUDY

While most consumers across the world think of the iconic blue soda can Just as consumers look to peer reviews to assist with decisions in with the red, white and blue globe when they hear the name Pepsi, it has their buying behavior, job seekers do the same, most often through been a major CPG company since 1965 when it merged with Frito-Lay— Glassdoor. But what if you had your own channel to tell these employee acquiring and developing many more of our favorite brands including stories about what it is like to work for your brand? What if you could Lay’s, Doritos, Cheetos, Gatorade, Bubly, Quaker and the list goes on. take control of the conversation rather than rely on Glassdoor or another third-party channel to do it for you? In addition to consumers’ narrow brand perception of PepsiCo, there is usually not much thinking on behalf of consumers around the science That is what PepsiCo, alongside Pace, did in order to acquire the most and innovation required to produce and improve these iconic products sought-after tech talent around the globe. and brands, from concept to distribution. Much less do we think about the people, the context and the company culture behind making each of these products and brands a reality. And that is the challenge consumer packaged goods (CPG) companies like PepsiCo most often face when it comes to their talent acquisition efforts.

So, how do you change the talent mindset to think beyond the product and the brand as being just a snack and beverage company? The answer: brand storytelling through the voice of your current employees.

Disengaged Brands with a highly employees cost engaged team the U.S. around outperformed the $ competition by 500 % billion per year. 147 in earnings per share.

Source: Gallup.com

6 PEPSICO STORIES—A CASE STUDY

Objectives In order to change candidate mindsets and attain the best and the brightest for key tech roles at PepsiCo, the Talent Attraction and Engagement team set the following objectives: The See Yourself Inside series, for example, takes a Create a central location to house sophisticated yet fun approach storytelling that connects to PepsiCo’s to showcasing the diversity of recruitment site and that can be used jobs behind a single PepsiCo throughout their ecosystem. product through an animated expanded view that shows how Develop an authentic editorial voice by each job is responsible for a seeking out the unexpected, creating specific aspect of the product. real stories and telling them in fresh ways to appeal to an ambitious, curious audience.

Bring to life the amazing career opportunities and progressive, entrepreneurial culture at PepsiCo.

Change mindsets for top talent to view PepsiCo as innovative with a startup mentality (think FAANG—that is, Facebook, Amazon, Apple, Netflix and Google).

7 PEPSICO STORIES—A CASE STUDY

Discovery and Findings PepsiCo started by gathering strategic insights as STAKEHOLDER INTERVIEWS to why the brand was having difficulty reaching the Interviews with 12 stakeholders from the desired tech talent in the first place. Understanding Talent Attraction and Engagement team, that they were up against some of the leading tech the leadership of the Global IT function brands such as Google, Amazon and Facebook was the first step. But getting to the root of what was and the new hire pool. actually preventing a data scientist, for example, to consider PepsiCo over those giants was imperative to developing a strategy. AUDIENCE SURVEYS To fully understand PepsiCo’s talent 18 new IT hires from different regions helped acquisition challenge, Pace utilized several fill discovery knowledge gaps and better research tactics, including: illustrated recent hires’ journey to PepsiCo.

COMPARATIVE STUDIES Thoroughly assessed the digital ecosystem empowering tech talent acquisition at Microsoft, Amazon and Walmart (from job board presence to individual company career sites).

ECOSYSTEM ANALYSIS Thoroughly assessed PepsiCo’s digital ecosystem to understand the current state of affairs including strengths, weaknesses, opportunities and threats.

8 PEPSICO STORIES—A CASE STUDY

During the discovery process, one trend The discovery process of our target became instantly apparent: PepsiCo’s Global IT organization is engaged with the type of population made it clear that this talent work that was attractive to the prospective pool wants a friendly and inclusive talent—but candidates were unaware of culture as well as progressive company this during the research phase of their job values that align with their own. search journey. This was primarily because the PepsiCo Jobs page was merely a job posting site and there was no context as to This initial observation regarding the importance of company what it was like to work at PepsiCo beyond the culture was compounded in a follow-up study where we opened job description. the question to a larger recent hire pool—beyond tech talent—and expanded the respondents’ options to include “diversity and inclusion” Taking the Pulse over solely “diversity” as well as “company growth.” In this broader In order to begin to build a framework with which to provide study of recent hires at PepsiCo, the trends observed in the smaller prospective talent the context that was missing on the Jobs page, tech talent study persisted with 80% of survey respondents also ranking understanding what prospects in the tech field are looking for was culture as very important, second only to innovation at 85%. key. One of the first discovery tactics we performed to this end was a recent hire survey of PepsiCo tech talent, through which we found that The discovery process of our target population made it clear that this after innovation, culture was the second most important company talent pool wants a friendly and inclusive culture as well as progressive characteristic to this audience segment. company values that align with their own.

NOT IMPORTANT SOMEWHAT IMPORTANT VERY IMPORTANT Researching the Pulse Pace anchored our approach in the audience perspective. Pre- INNOVATION 0.0% 5.6% 94.4% COVID-19, we knew the workplace was getting younger and that younger generations approached job selection differently than the CULTURE 5.6% 5.6% 88.9% traditional workforce. According to Gallup, millennials and Gen Z SUSTAINABILITY 0.0% 27.8% 72.2% combined make up 46% of the workforce. Both generations are digital natives and look for their potential employers to have a compelling DIVERSITY 5.6% 27.8% 66.7% online brand presence, share their employee points of view and provide context about workplace culture.

9 PEPSICO STORIES—A CASE STUDY

In a sense, both generations want to know the company beyond job and New York Times best-selling author, “Before we settle with anybody, descriptions. Susan Fiske, co-author of The Human Brand, describes before we engage in long-term commitments, we have work as the it this way: “People describe their relationships with companies in center of our identity.” The younger generations are overindexing a deeply personal way and that’s because people see companies how they value their occupation because they see it as a part of who as people.” The younger generations want to know their potential they are. To them, work serves as a way for people to find personal employer in the same deeply personal way in which they seek to satisfaction and fulfillment—a job is no longer about “what you can give understand those behind other important relationships in their lives. me” but rather “how you can improve me.” From the moment they start researching job opportunities and all the way to the last job interview, millennials and Gen Zers are trying to The PepsiCo team used these insights as a constant grounding for the understand what the company stands for and determine whether that candidate journey. For example, this required shifting communication company is aligned with their core values. priorities for campaign messaging, website content, messaging on job boards and social media channels to focus more on those same We also layered on the theory of an “identity economy” where younger company characteristics that ranked high in our audience interviews and generations are shifting away from a transactional employment surveys as well as company values, namely PepsiCo’s culture, diversity experience to one in which work is the and inclusion policies and efforts, perks organizing institution of their lives. According beyond pay, transparency and corporate to Esther Perel, a renowned psychotherapist social responsibility/sustainability initiatives.

10 PEPSICO STORIES—A CASE STUDY

The reprioritization of content to align with job seekers’ expectations has While reviewing these properties, Pace saw a number of continuity ensured that PepsiCo offers the right type of content and messaging issues and misalignments between how the company was represented to its intended audience. This solves for the meaningful part of the job from one platform to another. The corporate site focused more on the search experience that both millennials and Gen Zers demand. what of PepsiCo: The iconic brand; their commitment to sustainability, diversity and inclusion efforts; and financial performance were the most With all of this information in hand, the next step required evaluating prominent in terms of content. As a prospective the platforms where this new messaging would be showcased. candidate, you had to really dig around the sites to be able to gather all the resources Set Pulses Racing needed to truly envision yourself working Based on Pace’s recent-hire interviews and survey results, we for the brand, especially in a tech role. found that the vast majority of candidates’ job research Jumping to the Jobs page, you found journey took place on either LinkedIn, the PepsiCo yourself with solely a job postings site. Jobs site or the PepsiCo corporate site.

Contrary to popular belief, digital transformation is less about When an organization manages technology and both its talent and culture more about people. effectively, the interplay between Source: Harvard Business Review them can create a virtuous cycle: attracting talent, sparking innovation and creating impact.

Source: McKinsey & Company

11 PEPSICO STORIES—A CASE STUDY

Recruiting vs. Recruitment Marketing

AWARENESS

Recruitment CONSIDERATION Marketing

INTEREST Candidate Talent Journey Steps Acquisition APPLICATION

SELECTION Recruiting

HIRE

Source: TalentLyft.com

Furthermore, our research during the discovery process also found ecosystem. They also reinforce the importance of amplifying employee that most candidates reported lower affinity to PepsiCo during the voices for talent acquisition and overall brand health. research phase of their job search and increased affinity during the consideration phase once a connection was established with a recruiter In addition to these issues, the discovery process also found that within PepsiCo. We also discovered that candidates who knew a information around who PepsiCo is as an organization, what they current PepsiCo employee and engaged with them to learn more about do in the IT space and why so many people enjoy working for the the company during the recruiting process showed higher affinity. company was also not communicated throughout the ecosystem. These observations were in alignment with and confirmed Pace’s other This information was equally difficult to find on their corporate and findings in which we saw issues around the representation of company Jobs site, and this is exactly where brand employee storytelling plus culture as well as PepsiCo’s employee value proposition throughout the strategic social media can bridge the gap.

12 PEPSICO STORIES—A CASE STUDY

Recommended Strategy and Tactics 2 Based on these insights, Pace developed a program to grow awareness Provide of PepsiCo’s Global IT function and their existing work and commitment in technical the technology space. The program was focused around four pillars and thought telling the PepsiCo brand story through the lens of existing PepsiCo tech leadership employees via a new site housed within the larger PepsiCo Jobs site. The content. four pillars of the program strategy include:

1. TELL THE BRAND STORY FROM WITHIN There is no better way for prospective talent to see themselves inside an organization than to have employees give them that inside look. PepsiCo Global IT had a great tech and innovation story to tell, but it was not available to discover until prospects talked to a recruiter. To attract active and passive tech talent, we developed a series of stories with the following goals:

1 Showcase compelling projects through the full spectrum of what resonates with this audience, from how those projects are affecting the social good to product innovation through technology, and provide a Elevate female peek inside everyday life in presence in tech by PepsiCo Global IT. showcasing more stories from the female 3 perspective.

13 PEPSICO STORIES—A CASE STUDY

2. MAKE THE STORIES EASY TO FIND 3. BRIDGE THE INFORMATION GAP Through the discovery process, Pace found that LinkedIn was among A number of information gaps kept audiences from high affinity until the highest awareness channels used by Global IT prospective their first human interaction with a PepsiCo recruiter. To improve talent, so it was crucial to ensure this channel was working optimally. affinity or interest in PepsiCo’s employer brand, Pace recommended We performed a LinkedIn audit and optimized the channel based on enhancing PepsiCo’s Jobs page to also include pages for key aspects our findings. Recommended optimizations include: of the company’s culture and employee value proposition, namely culture, benefits, diversity and inclusion and the hiring process. • Create Content for Key PepsiCo Leaders to Share: Developing a mix of in-platform articles, posts and documents for key PepsiCo leaders to share helps to infuse brand storytelling content in a more connective and meaningful way that demonstrates the exciting work happening within IT at PepsiCo and why PepsiCo is a great place to work.

• Update Recruitment Outreach Messaging: CANDIDATE EXPERIENCE By incorporating the Global IT story in LinkedIn recruitment outreach messaging from the get-go, the PepsiCo Talent Attraction and Engagement team reinforces and brings to life the employer brand voice.

• Join LinkedIn Diversity and Tech Groups: Opportunity for the PepsiCo Talent Attraction and Engagement team to network and foster relationships with prospects and also identify emerging talent priorities. BRAND IT FUNCTION POSITION AWARENESS

14 PEPSICO STORIES—A CASE STUDY

As part of the digital ecosystem, we cross-linked content focused on The Results Are In the technical and innovation stories told directly from the employees at The goal of this project was to educate job seekers on the innovative PepsiCo to give candidates the optimal digital ecosystem experience— and diverse nature of PepsiCo as an employer and to transition job from PepsiCo Jobs to the PepsiCo Stories site and vice versa. seekers from the information-gathering phase of their job search journey to that of applying for jobs at PepsiCo. 4. AMPLIFY THE MESSAGE As a prime destination for Global IT that often was overlooked The new PepsiCo Stories site did exactly that. by prospects, PepsiCo needed help to better get in front of this audience by amplifying its new messaging. To achieve this, Pace In fact, within the first 30 days of launching the site, PepsiCo Stories recommended that the PepsiCo Talent Attraction and Engagement received more than 10,000 unique visitors, with an average time team pursue the following tactics: on site of over two minutes. The program also accomplished • Use paid media to extend content reach the goal of increasing engagement with job postings, • Leverage high-awareness channels like LinkedIn producing 450 job-related interactions for a 30-day • Test content types engagement rate of nearly 5%. • Create an annual content calendar • Expand presence to regional boards and forums • Develop an email campaign targeting passive More than candidates 10,000 unique visitors

30-day engagement rate % 2:29 5 Average time on site

15 CONCLUSION: EMPLOYEES HUMANIZE THE BRAND

At Pace, we are on a mission to help more brands understand the ROI of PepsiCo Stories Takeaways strategic employee experience storytelling. 1. STUDY WHERE YOU ARE Employee storytelling, when done well, is extremely powerful, driving Developing a clear understanding of the status of your efforts—both increases in measured engagement, brand sentiment, employee what is and is not working—as well as understanding who your target retention and overall brand health. Effective employee storytelling also audience is and what they expect are all critical to getting started helps acquire the right talent to further evolve your brand. on the right foot and for overall program success.

In today’s highly competitive market, brands must go beyond selling 2. USE WHAT YOU HAVE 2.0 their products and services and instead must showcase their people. The studies of PepsiCo’s target audience, as well as the content Employees and consumers are now looking for brands they identify with and ecosystem audits, helped paint a full picture of capabilities, and feel attached to. This is where leveraging the voices of employees opportunities and places where there was room for improvement—in comes in because what better way to humanize the brand than with addition to the potential story types that could be told. the faces of the real people within? This approach allows organizations to show versus tell. 3. READ THE ROOM AND BE NIMBLE Once program implementation starts, it will become apparent that When developing or improving upon employee stories, authenticity is workflows and processes will need to be updated. For instance, once critical, as is continuously ensuring that the employee voices and messaging current employees become acquainted with the program, excitement are resonating and are being disseminated in the right channels. to share stories will transform the story-mining process—more often than not, making it easier, but also requiring new sets of guidelines to The instant success of the PepsiCo Stories site truly showcases ensure quality over quantity. With time, the data and metrics from the the power of employee brand storytelling when done well. employee brand storytelling program will lead your team toward what is truly relevant to your current and prospective employees. Employee storytelling, when This will determine the path to continued success and also done well, is extremely require potential shifts in your content strategy. powerful, driving increases in Based on the extraordinary success of the PepsiCo Stories measured engagement, brand site project, PepsiCo further engaged Pace to redesign the sentiment, employee retention brand’s entire jobs site and to lead the Talent Acquisition and overall brand health. team’s social response to COVID-19.

16 WORKS CITED

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8. “Digital Transformation Is About Talent, Not Technology.” Harvard Business Review. (2020, May 12). https://hbr.org/2020/05/digital-transformation-is-about-talent-not-technology.

9. Doucette, R., & Parsons, J. (2020, October 16). “The Importance of Talent and Culture in Tech-Enabled Transformations.” McKinsey & Company. https://www.mckinsey.com/industries/advanced-electronics/our-insights/the-importance-of-talent-and-culture-in-tech-enabled-transformations.

10. TalentLyft. (n.d.). “What Is Candidate Journey?” Recruiting and Hiring Resources. https://www.talentlyft.com/en/resources/what-is-candidate-journey.

17 ABOUT THE AUTHOR AND CONTRIBUTORS

ISABEL NORTH Director, Client Solutions Partner https://www.linkedin.com/in/isabelnorth Isabel is a highly accomplished leader with an MBA and 20 years of experience in developing and executing insights-driven, digital marketing strategies for premier global brands, including P&G, 3M, Nasdaq and PepsiCo. She is a creative problem solver, strategic thinker and results- driven professional with a proven ability to elevate team performance and promote business growth. During her time with Pace, she has been responsible for the implementation and performance of a wide range of global, multichannel content programs and marketing campaigns.

ANGIE POROW Director of Strategy https://www.linkedin.com/in/angelaporow Angie is a dynamic, strategic thinker who loves to solve problems using performance data, research and people insights. Since 2000, she has worked with a mix of big and small brands using her problem-solving skills to craft holistic consumer and B2B strategies that help brands drive impact with their audience while delivering on KPIs. She brings her passion and smile to every project, whether it is trying to increase candidates in a recruiting pipeline, helping nonprofits better promote their services or increasing sales for e-commerce and all that fits in between.

MICHAEL MEDER Associate Director, UX https://www.linkedin.com/in/michael-meder-uxc-5844106 With close to 15 years of UX and creative design experience, Michael leads the Interactive Design and UX practice at Pace. He has worked in the corporate, agency and freelance settings designing digital experiences for clients such as PepsiCo, Four Seasons Hotels and Resorts, Sysco, Verizon and Wells Fargo. Michael’s creative work has garnered multiple awards, including recognition from the Content Marketing Institute, Custom Publishing Council, and the Academy of Interactive & Visual Arts. His current obsession is the intersection of linguistics and design as it pertains to creative technology. He holds a bachelor’s degree in human-computer interaction from the Georgia Institute of Technology and is working on his close-up magic skills.

18 Interested in Exploring Employee Brand Storytelling? Pace’s content and UX design actively engage over 3 million employees and an estimated 9 million prospective candidates every year.

For more information, contact: Nicole Martin Vice President, Strategy and Marketing Solutions [email protected] 336.383.5608

Pace is a leading digital agency that develops integrated experiences for a diverse client base of some of the world’s most iconic brands. Its staff of more than 200 employees across the country produces award-winning work that moves audiences to action. It has offices in Dallas and San Antonio, Texas; Greensboro, North Carolina; and New York City.