A strong employer brand is seen as a critical way to attract, engage, and retain the best people. The benefits provided by employment and identified with a specific employing company are referred to as employer branding. Employer value propositions that current, former, and potential employees care about when they collectively evaluate employers are:
Relative valences and weights of these value propositions may differ across organizations, especially if institutions are considered particularly good or bad places to work. Based on these elements, we learn how employers can use crowdsourced employer branding intelligence to become exceptional workplaces that attract highly qualified employees. Based on our experience with hundreds of organizations, we believe what has been called “the employer brand” should in fact grow out of the established company brand. To encourage this integration, we recommend focusing on building out a talent dimension as a key part of the corporate brand.
The problem with most employer branding is that it is disconnected from the corporate brand and the core drivers of the business. It is typically managed by the HR department and too often becomes associated with superficial perks, such as free lunch or free transport service. Based on our experience with hundreds of organizations, we believe what has been called “the employer brand” should in fact grow out of the established company brand. To encourage this integration, we recommend focusing on building out a talent dimension as a key part of the corporate brand. Here is a three-step process, led by the CEO and the executive team — not delegated to lower-level HR or communications people.
Next, validate the talent framework. It’s important to ask employees for candid feedback about what needs to change in the organization for it to retain, motivate, and attract the best people over the long term. With the right prompts, you can gain meaningful insights. For example, asking a focus group the open-ended question, “What’s the worst aspect of our culture?” may result in silence. Saying something like “A survey seems to indicate that half of your colleagues feel they are not encouraged to speak up about problems — why do you think that may be so?” is likely to generate richer responses.
A major challenge is learning how well the talent framework resonates with potential hires. It’s sometimes hard to get beyond obvious attractions like ample paid time off. One effective approach is to reach out to new employees, asking them to assess important areas such as the company strategy, sense of purpose, and quality of customer service, as if they were still looking at the organization as a potential place to work. Another option is to work with recruiters to consolidate candidate feedback and to ask for their own professional assessments.
The final step is to fully embed the talent framework into the business. This means incentivizing the right behaviours so that potentially abstract qualities, such as “teamwork,” are assessed and rewarded. For example, a recent global technology client wanted “ownership” to become core to the company; we helped drive this through behaviour change, performance KPIs, and a culture campaign with a handbook centred on what ownership means for each employee.
Who should attend – Recruiters, Talent Acquisition leads, Talent Acquisition Heads, Hiring Managers, HR Managers, Senior and Middle Management Executives