Employer Branding - Attracting the Right Talents

The objective of Employer Branding is the strategic and long-term positioning of a company as an attractive employer from the perspective of a potential and existing workforce. Using the brand‘s market positioning as a reference point, an employer‘s profile is defined and made apparent at all points of contact before, during and after recruitment. The overall intention is to attract and retain potential employees.

Whether in times of crisis or in an economically more relaxed environment – finding suitable employees is invariably a challenge. Even more so since the caliber of personnel has established itself as a deciding competition factor, the cutting edge in a strongly competitive environment. All too often, however, employees still prove to be the weak point in a brand experience. Who among us has not suffered from sub-standard services? An experience that is especially annoying in brands boasting image campaigns that present them in glowing colors. In short: both brands and employees are topics of central importance thereby lending such significance to the correct positioning of the company in the employment market.

Crucial for the long-term success of this endeavor is the linking of the strategic functions Brands and Employees. The fundamentals of corporate, brand and HR strategies must be coordinated. Subsequent institutional linkage is a further essential requirement for long-term anchoring. As self-evident as this may appear to brand management experts, in reality we still see a very different picture. Cooperation across disciplines rarely occurs and HR departments are seldom involved in brand management topics. To date, few companies have recognized the potential synergies and even less have actually started systematically merging Brand & Talent Management at organizational level.

At the outset of a project, there are often divergent expectations towards Employer Branding. It is important to analyze and determine the status quo and the need for action with input from market and employer surveys as well as competitor analysis entering the equation. Using these parameters it is possible to establish an internal and external perspective. Currently, employment market demands are changing. Whereas until recently one of the main criteria among college graduates was potential earnings, currently, the latest studies (Kienbaum 2012) show that approximately 70 percent of them consider advancement potential as the most critical factor.

A further important tool for the development of the Employer Branding strategy is a strengths/weaknesses profile that has been compiled by an interdisciplinary project team and includes management input.

Based on HR strategy fundamentals, the market segments and thus the target employee group can be defined. As yet, many companies do not have clear guidelines regarding target group requirements. What typical profiles and skills should future employees bring on board? Along with defining long-term targets, target groups and the relevant responsibilities and processes, it is also important to compile the specific positioning on the employment market. Here it must be considered to what extent the content of the corporate brand can be exploited in the employment market, or whether the corporate brand needs to be defined more clearly and possibly enhanced with employment market-relevant topics. As a result of this defining process an employer‘s promise is formulated: this so-called Employer Value Proposition Statement (EVP) clearly sets out the profile and the employer‘s requirements. In order for this to be conveyed convincingly over time it is essential that HR develops offers that honor this promise – as tangible “Proof Points”. And finally, as in any positioning process, for a successful result it is important to focus on a small number of topics.

The Employer Branding strategy provides the contextual and organizational framework for the communication concept conveying core statements and actions toward each target group.

At recruiting campaigns, in job descriptions, on social media or career platforms, in employment ads and job profiles, at job fairs, at job interviews or as employees during the working day: every single touch point should provide potential and existing employees with a consistent sensation that is equally authentic both in communicative and in physical, tangible contacts. By doing so, Employer Branding potential can be exploited optimally in each sphere of influence.

Implementation of these measures should be matched to current conditions and the targeted objectives. Touch points should be identified, prioritized and established in stages. It has proven beneficial to create a company specific “Employee Life Cycle” which defines the various points of contact during an employee‘s career. Depending on the type of company, different cycles can be established: recruitment, onboarding, performance assessments, training and development, termination and even alumni management.

To date, several companies are utilizing Employer Branding to revise their brand image. McDonald‘s Deutschland, for example, has been leading a large-scale image campaign portraying the range of opportunities they offer their employees in an attempt to remove prejudices against the company. The campaign focuses strongly on employer testimonials to convey real and authentic impressions.

The state-controlled telecom corporation Deutsche Telekom is a further example of a company improving its image by utilizing Employer Branding: with an employer campaign that was introduced in 2011 and featuring the brand claim “Erleben, was verbindet.” (Life is for sharing) the company promotes its position on core themes such as dual career planning, parental leave, or flexible working models for example.

Recently a corporation that, to date, has not been very communicative toward the public, the BMW Group, has begun using Employer Branding in an effort to achieve an overall image as a sustainable group brand.

These are just a few examples that serve to illustrate the strategic importance of Employer Branding in brand management and its true value as a tool for image transfer as well as demonstrating the synergies toward the corporate brand.

Key factors for the sustainable anchoring of Employer Branding include an interdisciplinary team – with representatives from HR and Communications as well as line management – which is as essential as involving the top management. Also critical are early stage training courses for HR and Communications employees as well as making practical tools available in order to consolidate the implementation of the employment market presence. It should not be overlooked that the success of Employer Branding is very much in the hands of the employees who represent the employer and are in charge of hiring suitable colleagues.

And finally the systematic monitoring of ongoing optimizations and further development allows a timely reaction to current target group needs and market conditions. Employer Branding, like Brand Maintenance, is an ongoing process that never ends.

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