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This employer brand, as it's called by human-resources and employment professionals, is built through the benefits and pay package, vacation policy, bonus plan, and any additional perks companies may offer employees. And in today’s postpandemic job market in particular, a company’s policies on workplace flexibility and remote work options are becoming a greater factor in shaping an employer brand. KPMG US, an advisory services company, reports that 80% of U.S. workers would turn down a job that didn’t offer flexible work options.
Creating an employer brand that resonates with workers can enhance employee engagement and build an organization’s reputation. Take, for instance, Fortune’s annual ranking of the 100 best companies to work for. The 2022 list is topped by Cisco Systems Inc., which has appeared in the rankings for 25 years because it prioritizes employee well-being, inclusion and purpose—both inside and outside the office.
Of course, not every business can land on the popular rankings of the best companies to work for. But given the shallow labor pool and the evolving workplace, it’s crucial for companies to have a competitive—nd consistently updated—employer brand within their industry to attract and retain talent. In an increasingly millennial-heavy workforce, many individuals seek career progression and goal alignment, among other perks, before deciding to apply to an organization or accept a job offer.
At core, employer brands must include a strong and unambiguous employee value proposition, or EVP, said Melissa Ambers, chief executive of Strategic Blueprint Consulting LLC in Houston. She said a strong EVP can distinguish an employer from its competition and illuminate what makes the company a better place to work in comparison to another.
“The most vital component of an employer's brand is the company’s reputation,” said Ms. Ambers, whose firm consults with organizations on employer branding, among other things. “An employer's reputation speaks to the quality of their product or service and how they treat their employees.”
A compelling EVP should detail salary and benefits, the bonus structure (if any), stock options (if offered), benefits (e.g., vacation, health insurance, retirement perks and parental leave), career development opportunities, the work environment, and the company’s culture. In assessing this list, Ms. Ambers added that human-resources departments should review their EVP routinely and critically to eliminate any ambiguity about what a new employee can expect.
Developing an effective employer branding strategy requires commitment and should begin with understanding the business, its vision, values and culture, human-resources professionals say. The process should involve conducting in-house research to determine how employees perceive the organization and what talent is needed to accomplish the organization’s objectives.
Those involved in shaping an employer brand should understand and be able to define the company’s attributes and identify developing trends about what is changing in the hiring process and key themes from internal employee surveys on what a company is doing well, additional perks it can offer and what can be improved to attract and retain talent.
These employer brand builders should also have a grasp of how their company stands relative to others in the same industry to support the hiring process and select those prospective employees who demonstrate they possess the job fit, cultural fit and organizational fit for the role.
Bottom line: The resulting EVP should clearly communicate the value of the brand and what is special about the organization, Ms. Ambers said. “A successful employer brand should be considered a foundational element in broadening the talent pool to attract and retain the right candidates.”
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