Enel North America, part of multinational power company Enel Group, is a clean energy leader in the U.S. and Canada advancing renewables through partnerships, integrated energy solutions, and billions of dollars in investment. The company saw massive growth after entering the U.S. market in 2000, and in recent years, the demand for clean energy continued to increase. To support this growth, Enel set a goal to expand its workforce by ~45% from 2021 to 2022.
Challenge
To achieve its ambitious growth targets in the North American energy market, Enel faced a common business challenge of both recruiting and retaining its workforce. Brand confusion in the region further compounded this challenge. Enel had expanded from one business unit in North America to multiple lines of business and brands due to acquisitions and organic growth.
The groups working under each line had strong but separate cultures and different understandings of what the company promised its employees. Enel needed a single, cohesive employee value proposition to unite and rally current employees while attracting potential candidates.
| 75% of U.S. job seekers consider an employer’s brand before ever applying for a job. | 50% more qualified applicants are attracted to great employer brands. | Companies with strong employer brands see a 43% reduction in recruiting costs. |
| Source: LinkedIn |
Solution
INK addressed Enel’s employer branding challenge in three phases.
Phase 1: Research the Problem. We spoke with employees from all parts of the business, assessed the company’s online presence, and reviewed key internal metrics (such as annual survey results, candidate pool statistics, and anonymized exit interviews), reviewed DEI efforts and plans, and analyzed external forces like workforce trends and the competitive landscape.
Phase 2: Develop an Employee Value Proposition (EVP). We developed and aligned the business and current employees on an EVP that holistically communicated what Enel promised its employees about working at the company.
Phase 3: Attract, Recruit, and Retain. We deployed an “always on” employer branding program spanning across communications and human resources. The mix of activities integrated paid, earned, shared, and owned media, with a heavy focus on events and awards, internal communications, and hiring initiatives.
Results
Enel’s employer branding program was successfully implemented, with the communications and human resources teams co-owning KPIs of outputs and outcomes. Those KPIs laddered up to two primary objectives: Are we growing and retaining our workforce? And are we delivering on the promise? With its EVP in hand, Enel has a North Star to guide its recruiting and retention efforts.
