When it comes to attracting and retaining exceptional talent, business owners should imbibe the sporting culture in their recruitment strategy: Just as great sports teams are constantly scouting for fresh players, companies must continually find the best candidates, put in the effort to keep them on board and sow the seeds of momentum to grow. As the competition for talent remains fierce, companies need to take a much more proactive approach and use their value proposition to attract the best talent.
But is it possible to gain a competitive advantage in the market by means of the people who are members of the company and represent its brand?
What Is Employer Branding?
It is common for job candidates to research their prospective employers before making a direct application. The way a company markets what it has to offer to potential and existing employees, stakeholders, or brand ambassadors has been referred to as “employer branding.” As an externally focused action, it encapsulates the culture, mission, and vision statement followed by a company to ensure that business messages align with candidates’ aspirations. The overall strategic objective of employer branding is to build a positive reputation and establish credibility.
What Makes an Employer Brand?
There are three main components lying at the foundation of defining, developing, and managing employer brands:
- Reputation: It is concerned with external target audiences and reflects both positive and negative characteristics of the company. To start building your reputation in the talent marketplace, it is important to assess three areas independently:
- Career catalyst (“How will working for this company help with professional career progression?”);
- Culture (“What makes this company an appealing workplace?”)
- Citizenship (“How does this company affect the community?”)
- Proposition: It sets clear expectations about the results that must be achieved and the rewards for meeting them. If we think about what sorts of rewards employees might value, we might consider compensation and benefits, learning new skills, or creating a sense of status and belonging.
- Experience: Companies need to equip their employees with the necessary resources to build and expand their knowledge in the workplace. At the same time, it is vital for top management teams to understand how investing time, energy, and effort in developing skills in employees relate to increased levels of satisfaction.
What Does the Process of Employer Branding Involve?
The basis of an effective employer branding strategy lies in illuminating the employee experience. To support positive brand experiences for employees, a holistic control strategy needs to be set at the top:
- Assessing: formal organizational structures, such as the management, HR, or marketing department must be mobilized to communicate the company’s unique selling proposition (USP) to employees.
- Construction: current employees could be asked to identify the major features of the company’s identity or intrinsic work motivation through various group interviews.
- Implementing: before the commencement of the employer branding process, companies must obtain knowledge of the labor market target groups and define their objectives accordingly.
- Measuring: the top management of a company should analyze current employee reactions in terms of job satisfaction to build an accurate brand message for external audiences.
By knowing and understanding key qualities current and prospective employees value, companies can easily spread their message to the labor market and find people who believe in what they have to say. Simultaneously, it is essential that the messages presented by the company are clear, consistent, and honest. The consequences of misalignment for persuasion translate into high turnover and employee disengagement.
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