Succeed In Its Approach As An Employer Brand: An Essential Asset

board governance human resource management

How to set up an Employer Brand approach?

The definition and setting to music of its policy around its “Employer Brand” is, for each company, a structuring axis of its global strategy. This is why it must be a real choice of board governance orchestrated by the General Management in close collaboration with Management. The consequences that will result from this and the daily consequences will have a lasting and profound impact on the company’s life and development.

The importance of recruitment

First, consider the company’s recruitment policy. At first sight, we should not have any problems since we remain, despite a slight improvement in recent months, with a high level of unemployment. This is not the case, particularly in areas such as digital or advanced technologies.

To attract talent, it is now necessary to seduce. Candidates have become clients who must be seen as such. It is necessary to build a structured and positive communication policy to appear as an employer of “first choice” for candidates.

This requires a strong presence on media and social networks. We must multiply on these channels the images (videos, quizzes, surveys, serious games…) that demonstrate the quality of life at work, the values of equity and transparency that shape the company’s culture, the management and leadership style, etc., in short all the clues that will attract candidates who have become consumers and encourage them to apply.

The Employer Brand is both the showcase and the business card of the company. Neglecting to communicate on these issues can be disastrous for your recruitment policy. Be careful also to manage your campaign correctly because the candidate who is eliminated without being explained the reason risks becoming an angry customer; and today a dissatisfied customer can make this known on social networks.

The internal vision

Secondly, when we talk about the Employer Brand approach, we must be well aware that it is first developed internally. We must work to implement all aspects of a policy that must aim at the development and quality of life of employees. Your employees are your best ambassadors. Ask yourself the right questions. What makes employees committed, proud to be involved in a project and feel as happy as possible at work? If each employee feels that he or she is working on an ambitious collective project that meets his or her desires, vision of work and the achievement of his or her own personal project, you will have won. The internal image, i.e. the perception that employees have of their daily work, will naturally shine through to the outside world.

In short, it is about making your employees your main sponsors by creating the conditions that will allow them to have the perception of a positive experience in the company. To achieve this, the ability to build a high-level collaborative experience is crucial. In this respect, two points seem crucial to me.

First, work on a work organization that allows each employee to find his place in fluid and accepted processes. The relays that are the managers must contribute to carrying the QWL policy defined by the general management. Finally, in terms of managerial practices, favour collaborative management combined with a certain benevolence. This does not mean laxity, but simply the will to put the employee in the ideal condition for better productivity. Do not forget that the new generations need permanent feedback, an open and transparent dialogue with their manager who must be both coach and line manager.

Then, take into account that the “new employees” have broken the codes of representation at work. They want to be quickly empowered, have a taste for challenge coupled with a need to share the company’s values and vision to get involved. These new employees require continuous feedback and training throughout their careers. The boundary between private life and professional activity is blurring in the search for a unique balance. In constant search for recognition, they demand a “liberated” working environment within open and flexible spaces, and flexibility in working methods and schedules.

Published by Dave John

Decade of work experience in leadership consulting with strong focus on talent acquisition & assessment across different industries and geographies.

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