There is a lot of discussion in the business world about Employer Branding; what it is, why it’s good, and how it should be implemented in organizations. We thought we would take the opportunity to tell you a bit about what Employer Branding is not.
Here are four of the most common myths of Employer Branding:
1. Employer branding is a one-time event
Employer Branding is not really the type of project that can be handed in like an assignment. An employer brand can’t be imposed upon an organization as part of a recruitment campaign. Good branding is developed, managed and communicated, from within, over time. Rather than being a one-time marketing blitz, ending with the introduction of a slogan; it is a long-term strategy that contributes to the growth of a company.
A strong, credible, employer brand describes what your employees truly value about working at your organization. It needs to be reflective of the corporate culture; the stories that are told and retold and the behaviours the employees exhibit towards clients and each other. Employer branding is the company’s long-term commitment, at all levels, to creating value for their employees and being a great place to work, which doesn’t happen overnight.
2. Employer Branding is an HR project
…or a Marketing project…or a Communications project..
In fact, one of the reasons many branding initiatives fail is when employer branding is viewed as an exercise pushed out from one department, leading to minimal buy-in across the organization.
Increasingly, Employer Branding strategy is led by the CEO bringing together all of the organization’s stakeholders including Marketing, HR, IT, Finance and Operations. The strongest branding is based on the values that are being “lived” across the company, rather than a written vision statement from the HR department; values that are being modeled from the top down. By involving more of the organization, the company develops an Employer Brand that resonates more with employees in all areas of the company and is a better support for overall employee engagement and retention strategies, and the candidate attraction efforts.
3. Employer Branding is Easy.
Employer branding is a complex undertaking with moving pieces in both the internal company environment as well as the external market that have to be considered.
Knowing the organization’s employee value proposition is a critical place to start the employer branding journey. By starting with your target audience and working through every interaction this person might have at every level of the company, you can determine if your message is consistent at all points and if it reflects your corporate values. It is important to align your internal Employer Brand with your consumer and corporate brands. Maintaining a leading and sustainable employer brand requires ongoing attention and measurement of many different factors to ensure alignment.
4. Employer Branding is a fad.
Not true. Innovation and growth will never go out of style.
Company culture is extremely important to employees who identify with their work. A 2011 study by Metro International and strategy consultancy United Minds, found that over 60% of more than15,000 surveyed said that work is part of who they are, not just a way of making money. These employees want to know “why should I be a part of your company”.
When an organization can align their employees’ skills and experience with their business goals, there is opportunity. With a global competition for talent combined with the reach of social media and employee forums like Glassdoor.com – employers need to know what their employer brand is. They need to understand what differentiates them from the competition based on the employee experience so they can attract, retain and engage those employees who identify with the company values and behaviours.
In a 2012 LinkedIn survey of more than 4700 talent acquisition decision-makers, a 50% saving in cost per hire was associated with a strong employer brand. Leaders in the C-suite are realizing the importance of having an employer branding strategy and the impact to the bottom line.