Unifying the talent brand and experience.

Sobeys’ HR leadership had undergone a two-year journey of gathering insights from the entire organization. They wanted to understand the strengths and weaknesses of their talent brand, experience, and people strategy. Thousands of people took part in surveys, interviews, and focus groups to offer insight.

From this work, it became clear that the organization’s talent brand was inconsistent, and that this led to breakpoints in the talent experience. Ultimately, people felt it difficult to fully engage with the organization.

We were asked to help Sobeys define a new talent brand that better represented what it stood for on behalf of people. More importantly, the brand needed to focus and activate the organization’s talent experience and strategy. Through reviewing past research, engaging with leaders and talent from across the organization we helped our clients organize around an evolved position with supporting commitments, proof points and experience activations.

The result was a refined and optimized talent experience, clear and resonant talent brand and a reinvigorated culture that improved attraction through external channels as well as retention and engagement internally.