Employer Branding Best Practices
When candidates come to your door they’re coming in with an impression of your company. It’s based on what you, the recruiter or HR professional, have shared with them. It can come from conversations they have had with family, friends, colleagues and others in their network or online research. Either way candidates are walking in with ideas as to what the job entails and what your company has to offer.
The big question is: are candidates getting a complete picture? Finding great employees is hard work but building and maintaining a great brand can make it easier. Discover a handful of best practices for managing your employer brand among candidates. So, what are the best practices for employer branding?
Develop An On-going Working Relationship With Marketing
As Jeremy Langhans, manager of global talent acquisition at Expedia recently said, his role has become more like that of a digital marketer than that of a traditional talent acquisition and HR professional. Your company’s brand is no longer just about what your customers think but it also encompasses what employees and job candidates think too.
Brand, or in essence company culture, are increasingly becoming important to the investment community as it can be seen as an indicator of internal and long-term health of the company. James Heskett, a Baker Foundation Professor Emeritus at Harvard Business School and author of The Culture Cycle, has been quoted in the Harvard Business Review as saying “effective culture can account for 20-30 percent of the differential in corporate performance when compared with “culturally unremarkable” competitors.”
HR, recruiters and marketers should work to identify similarities and difference between customer brand and employer brand. The more understanding of what stands out as your company’s overall brand, the more cohesive message both parties can distribute. In addition, conversations should address how both teams can work together to build the brand, what channels can help disperse the message to target audiences, and what tools can be used to measure and track engagement and receptiveness to the brand.
Promote The Good, Fix The Bad
Marketers know that if you have a product that’s receiving negative feedback from consumers, it won’t sell. Entrepreneur.com reports that 80 percent of consumers said they changed their minds about purchases based on negative information they found online. However, the Wall Street Journal also reports that people are more influenced by positive online reviews than negative ones.
Bottom line: it’s critical to take account of positive and negative feedback about your employer brand. This means not only listening to what your employees have to say but also what’s been said online and throughout social media. This audit of feedback can help to understand what really resonates about your brand and what needs to be fixed. If key parts of your employee value proposition permeate beyond the HR, recruiting and marketing team, keep finding ways to promote and encourage those aspects. If you are receiving strong signals that something at your company is not working, fix it and fix it fast. If you try to aggressively push out your employer brand and it includes fixable problems, those problems will only become more obvious. As a result, your brand and your recruiting funnel could be at risk.
Make Your Employment Brand A Team Sport
Effective employer branding is not just about the voice and opinion of one HR person, it is about collective story telling. From the CEO on down, everyone at the company has the opportunity to shape and influence your company’s perception. While ideas on how to build the brand may stem from senior leaders with the help of HR, recruiting and marketing, successful execution is dependent on all those who help to share their work experiences and engage with the company.
For example, more and more employers are asking for their employees to share reviews about their work experiences on Glassdoor. Not only do the reviews shed light into life within the office walls, but it can also offer valuable feedback on whether your employer value proposition is resonating with the employee base.
Also encourage employees to grow and connect with their online networks. By asking your employees to share job openings with their friends, colleagues and followers, it can help improve your talent pipeline. You can also invite them to share interesting news about your company such as an exciting new product or service or a company milestone – again, this can help lend support in attracting talent.
Understand The Lifecycle Of Your Employer Brand
It’s important to recognize that what makes up your employer brand is reflective of more than the current employee population. Former employees, job candidates who received or didn’t receive a job offer, contractors, interns and others all shape what people know and think about your company.
Many focus heavily on the up front branding opportunities – the opportunities that can lure in new employees. Interview experiences and treatment of employees when they resign, get fired or when their project completes are some of the key moments that can influence what a person feels and says about that employment experience. In other words, do all those that come into the employment fold, leave with a good impression? Would they recommend the company to a friend?
Make sure to identify the opportunities of interaction between all employees from the moment they consider whether to apply for a job to when they no longer work for the company. Take note of what you do to engage and your responsiveness. Create programs which allow all types of employees, current and former, to connect and share with each other. As Deloitte points out, “an alumni program can be a smart investment… alumni can be valuable customers and advocates. You’ll be glad you kept up with them when they end up in the position of being able to buy your products and services.” Deloitte also notes that, “the networking benefits of an alumni program can be an important part of your employee value proposition. For the most sought-after employees, it’s a proven recruiting tool.”
When it comes to effective employer branding, HR and recruiting should not take the effort on alone. Cross collaboration with marketing and across the entire employee base are needed if the efforts are to come together strategically and be executed on across all fronts. While it is cliché to use the term ‘think outside the box’ when it comes to employer branding it’s exactly what you must do – you must be aware of what’s working and what’s not in and outside of the ‘box’… or in this case the office walls.