The business of connecting People
Full-Cycle Brand Development
While at Robert Half, I was responsible for completing a rebrand, maintaining several sub-brands and practice lines, evolving those based on regional and international markets, and executing a brand-story campaign to better connect with our customers and employees alike.
Over the course of almost 5 years, I coordinated research to distill down goals from stake holders into how our business needed to shift to address new and disruptive competition while staying in touch with the ever-changing needs of our digitally native client base.
Understanding our customers and how to engage with them was the purpose of the brand book. It held all the secrets necessary for employees to know who we were talking to, what we should be saying and how to say it.
At a high level, it addressed how to communicate with our primary customer segments depending on where they may be in their user journey or within the marketing funnel. I made sure there were details to help an enterprise-wide approach on delivering emotional-driven messages the spoke to a broad audience as well as rational instruction around what specific customers needed to improve their business performance.
Creating a Toolkit for an Enterprise
Along with messaging, the visual identity was important to maintain consistency across all lines of business and countries we did business in. Repeatable processes, templates, and reusable content was always my goal to keep my team running efficiently.
Diversity and inclusion was always a priority which meant different things depending on what cultures we dealt with. Tirelessly sourcing stock imagery, managing internal photo shoots, customizing color palettes and iconography, refining illustration styles, and continually improving the creative process were all part of how I kept Robert Half visually interesting as well as culturally sensitive, regardless of where the business was located.
Emphasized on Digital Engagement
Being a traditional brick-and-mortar business, Robert Half needed leadership to help them adopt a digital transformation mindset and practices. Having a strong background in UX and digital design allowed me to help that transition by researching our various audiences to understand how and where to reach them as well as figuring out ways to lead them to the right solution for their needs. User journeys, interviews, focus groups, and constant user testing allowed us to keep fine tuning the right approach of knowing what our customers knew at different stages of their journey and what they needed to finally make the decision to work with us.
These are a few artifacts from our research and execution of a digital-first approach to our brand:
During my time at Robert Half, I evolved the brand from a fragmented group of related business units to a consolidated master brand that was relatable to businesses, job seekers and our own employees. As it continued to change based on constant business challenges, I learned how to stay flexible in adjusting the brand to allow it to grow, while maintaining those elements that made our brand unique and stronger than our competition.