Case Study

Hearst Magazines UK

How can we define the culture of our newly merged business, to attract and retain top talent, so that we can truly capitalise on the digital innovation and disruption in our industry?
How can we define the culture of our newly merged business, to attract and retain top talent, so that we can truly capitalise on the digital innovation and disruption in our industry?
I feel like you are part of my team and not a separate company.
HR Director

OVERVIEW

Hearst Magazines UK was created through the merger of two publishing houses. The new organisation needed to define itself, in order to attract and retain high-level talent, especially in the highly disrupted world of print media.

This disruption further heightened the urgency of this task, because Hearst needed to stay ahead in an ever-changing, highly competitive industry.

SOLUTION

We conducted a Culture Audit of the organisation, to understand how employees felt about working there. This was then used as a springboard for insights to drive the development of Values and an Employee Value Proposition, which, based on the insights gathered, focused on being ‘One Hearst’. The Values and EVP were launched to coincide with the new consumer branding for the business, and we supported our client to roll-out the new EVP to their stakeholders across the business.

RESULTS

Full integration and culture differentiation has occurred. Specific HR innovations were introduced including:

  • Flexible benefits
  • Career conversations
  • All hands meetings
  • Meet & Greet sessions with Senior Leaders

The new values have enabled Hearst to make confident commercial decisions, such as the reduction in cover prices to increase circulation and the development of more digital channels.

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