Let's now look halfway around
the world to KFC Australia.
And I would like to welcome,
John D'Souza, People Capability Director at KFC.
John plays a key role in driving
brand purpose and engagement across KFC,
including connecting over 35,000
of KFC's team members across all of Australia.
So welcome, John.
Welcome.
>> Thank you.
So before I talk about engagement,
I want to share with you a little bit about
KFC Australia's goal and who we are.
Now our goal is to be a brand loved by all,
and that is our external customers but
also our 35,000 team members.
Who we are? We're always original.
Just like the colonel was.
He was real, he was authentic,
he did things the right
way even if that meant the hard way.
Now always original means many things to
our 35,000 team members,
which is actually what makes it so unique.
But there are two principles that are consistent in
every one of our 640 restaurants.
Our customer promise,
irresistible taste and memorable experience.
Now that's the experience,
the always original experience we give our customers.
Internally, our people promise,
be your best self,
make a difference and have fun.
That's the always original experience
we give our team members.
So today what I want to do is
talk to you about how we achieve
that brand love through the inside out,
through building engagement and
living our people promise.
Now research shows that consumers don't
necessarily trust what big brands have to say.
They want real stories,
real experiences from people inside the organization.
So in order for us to achieve
that goal of being a brand loved by all,
we needed to start from the inside out.
So a little bit about KFC Australia.
35,000 team members average age 17 years old.
A team member would generally start working
at KFC at the age of 15.
One in 700 Australians work at KFC.
One in 45 of our youth work at KFC.
So you can see that's an amazing opportunity for
us to build that brand love internally first.
Now, it is important for us to really
understand what engagement meant.
So, we partnered with a company called We Are Unity,
and We Are Unity went into our restaurants to understand
what it was that people really
loved about working at KFC.
What did engagement look like?
And two key things came out.
They wanted a voice,
and they wanted to feel connected,
regardless of whether you work in
Sydney or whether you work in Perth,
they felt part of one KFC family.
So it's because of this,
we identified Yammer as a tool to help us achieve that.
By using Yammer, it allowed us to not only
connect our teams all across Australia,
but it helped them give us the voice that they wanted.
Okay. So let's talk about our recipe for success.
Community management, someone to
drive momentum and engagement.
Brand content, not just brand
content from your head office,
but we go to our team members to
create their own brand content.
Having trust in your employees
and giving them a voice was critical.
Buy-in from leadership,
team member to team member engagement.
Why have someone in head office
to create engaging content?
Allow your team members to engage with each other.
And, guys, most importantly, have some fun.
So community manager, now look,
we didn't think this was critical to the success of
Yammer but given our younger demographic,
we did feel that it played
a huge part in our own success.
We did think about having an agency help us
moderate Yammer but from a team member's perspective,
it kept the ideas fresh and relative.
So this is Emily. Emily is in a role,
it's a 12 months of Carment role.
Emily gets the benefit of
getting experience in head office,
and we get the benefit of having the right tone of voice,
which is just fantastic for our younger demographic.
Some examples of some of the things that go on Yammer,
at KFC, we have a huge recognition culture.
Now the impact of
P2P recognition in real time is just amazing.
An example here of an external initiative where
we slightly tweaked internally first.
So, we're big sponsors of the cricket in Australia,
and our fans in Australia liked to
call themselves the Buckethead Army.
So we all put buckets on our heads and go to the cricket.
And this is an example where we slightly tweaked
an initiative before going
external and we go to our team members,
we tweaked it and we got them to do
a few different challenges
as we launched the cricket season.
Something so simple yet so effective.
Walking the talk.
This is our CEO Nikki Lawson.
Nikki is in the top 10 active users on Yammer.
Now picture this, if you're a team member,
you have your CEO walk into
your restaurant not only do they recognize
you but then share it with 25,000 of your peers.
Having a voice, here's a picture of Rob Phipps, our CPO,
who goes online and gives
the opportunity to our team members to ask in real time,
real questions and get authentic responses.
So some examples of bringing
our people promise to life to
ensure that they are not
just words on a wall. So be your best self.
We want people to be their best selves
inside and outside of KFC.
So we launched a wellness initiative
and here's an example of where
team members are encouraging each
other to bring wellness front of mind,
even outside of work.
Make a difference, make a difference in
your restaurants but also within the community.
An example here of a team member
encouraging others in their team
and other restaurants to get
behind such a worthwhile cause
and that is to end world hunger.
And, of course, there is the fun piece.
So it becomes infectious
to the rest of the brand as you can see from this post,
people get out there,
enjoy themselves and enjoy what they do.
Now linking our engagement
to business outcomes is just as important.
So we have two examples.
Now think about it from safety.
How do you portray
a very serious message but in a fun way?
So here's a quick example.
So we launched a safety campaign three months ago.
And the idea of that safety campaign was to bring
safety front of mind for our team members
but it was also to make sure that
our managers were reporting to mitigate risk.
We had to find fun,
engaging ways and here's one video of how we did that.
Now, I can share with you today that
out of just using simple examples like this,
our safety reporting was increased
by 28 percent in three months.
So clearly it's front of mind.
The next example, Friendly Friday,
an initiative where we gave
our team members free license to go
out there and really engage with their customers.
They got dressed up,
they dressed as superheroes
and I can tell you not only did
customer satisfaction get up on
a Friday but all week round.
So what next now?
Analytics. We've partnered with SWOOP analytics.
We're really trying to understand the data
behind what is engaging our teams.
So lastly key takeouts have a clear purpose.
For us engagement, engagement, engagement.
That's what we use Yammer for.
We have other channels that we can send out process.
Trust your employees.
We've only ever had to take
0.3 percent of posts down, trust them.
Leadership buy-in. Develop brand
content within people lens.
Don't just replicate it.
Ensure you've got a people lens on it.
Dedicated community manager and guys most
importantly have some fun along the way. Thank you.