Well done. You’ve finished the first week of Online Recruitment and Onboarding.
This week, you’ve discovered what employer branding is and the role it plays in attracting and retaining talent.
You explored many of the key terms and concepts about employer value proposition, and thought about the role of leaders as brand ambassadors.
You also had a go at identifying companies that understand the importance of a strong employer brand and did a great job to maintain and improve their attractiveness as employers during a crisis.
Employer branding is the reason someone decides to work and stay at your company. It’s your reputation online and offline. A strong employer brand makes a company an employer of choice. The consumer brand embodies why people should buy your products and services. Both are about reputation and are intertwined.
With the rise of social media, brands are under a lot of scrutiny. Companies might have a shiny marketing campaign on LinkedIn, with job adverts promising a world of opportunities, great perks and fancy offices, but candidates know better. They research profiles of your own employees and leaders online, ask friends who work for the company and make a decision based on the data they collect.
Claudia Tattanelli shared the importance of “taking control” of what people are thinking and saying about you as an employer by being authentic and not over promising. According to a study by Accenture, there’s often a disconnect between how employers see themselves and how employees see them. If the leader/employee (and potential employee) perception gap were narrowed, employees, and the organisations they work for, could benefit significantly. Not everyone can be Google, the most attractive employer for graduates five years in a row, but similarly not everyone wants to work for a huge company.
Claudia also mentioned the importance of leaders in promoting your employer brand with integrity and openness. The case study on Airbnb layoffs, when CEO Brian Chesky sent an exemplary letter to his staff, emphasised the impact that leaders have on brand consideration, especially in times of crisis. Conversely, Claudia’s mention of the Uber scandals linked to the behaviours of their former CEO reflected a culture that was not always inclusive. There are more mentions about those scandals in social media than about the fact that Uber had huge potential to be a “doing good and doing well company.” It was one of the pioneers of the sharing economy, creating opportunities for over 2.6 million drivers (Uber data).
We also heard from Alison Heron who leads the global EVP work at healthcare giant GSK. They famously now partner with a competitor to accelerate the development of a vaccine against Covid-19. Alison emphasised the importance of staying true to your purpose as a company and bringing that purpose to life in your employer brand, without the need to change that narrative in these difficult times. For Alison, if you have built brand equity with your employees and candidates, all you need to do as a company is to stay on message and maybe just “humanise” the brand a bit more. She shared the example of GSK’s senior leaders, who are now more open to be present internally and on social media, sharing updates from their living rooms, demonstrating vulnerability and empathy with their staff.
Next week we will cover the search and selection process through a lens of diversity, inclusion and sound assessment practices.
You’ll also catch up with Aishah as she continues to look for her dream job.
Before you start Week 2, take a few moments to reflect on what you have learned and on any questions you may have.
We look forward to learning with you in Week 2.