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Employer Branding – Selling your Company in the Employment Marketplace
Talent is not only present within the organisation - it also exists outside of it. It is the role of the HR team to identify talent, to develop it and to incorporate it into the organisation.
If, as many are experiencing today, a company must sustain itself within a tight labour market containing a limited amount of talent, the ability to spot and attract the right sort of talent is crucial. Principles that are true on the commercial market are equally true on the labour market. Just as you have to convince clients that your product or service is indispensable, you have to convince new employees of your uniqueness and bind current employees to your company. This is all about brand awareness: who you are and what you stand for is very important in the eyes of the employees that spend a large portion of their week in your organisation.
EMPLOYER MARKETING
Achieving brand awareness as an employer is not easy. Launching an elaborate campaign is simply too expensive for most companies. HR must find creative ways to develop a coherent image and ensure that the same image is portrayed both on the inside and on the outside and that the company’s identity is properly reflected. The story and image being projected must however also accurately reflect the inner workings of the company.
Future employees have enough channels available to them to check the validity of a story against the truth. If an innovative digital campaign is set up, making use of social networks or multimedia tools, the new employee will expect to see this approach reflected within the organisation. New generations have been exposed to a wide variety of marketing-techniques and will quickly see through campaigns that seek to portray images that do not live up to reality. If the external corporate image does not match the internal view then it will be considered inconsistent and new employees will leave the company soon after arrival.
GENERATION Y
Employer branding is complicated by the fact that for the first time in history four generations, with very different expectations, can be found on the labour market and work together in companies. Whereas baby boomers tend to spend long periods of time with one organisation and advanced their career based on knowledge and experience, the younger generations tend to follow a non-linear career path with broad interests. They want to gain as much knowledge and experience as possible, and do not hesitate to change paths repeatedly.
Furthermore, the use of channels is different: baby boomers respond to advertisements in the printed media, whereas generation Y is used to working digitally and makes use of social networks and similar options. They will probably not even see your ads but are made aware of the job by a friend. As most companies only have a limited budget for promoting themselves on the labour market, HR has to make intelligent decisions. This is only possible if HR has a clear perception of the people that possess the needed skill sets and a deep understanding of how these future employees can best be contacted on the labour market. Differentiation and segmentation can also be a useful tool in this domain: a social network can be a good way to bind a particular group to your organisation.
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