Relevant, significant and powerful, Employer Brands are vital talent management mechanisms  (for attraction, recruitment, socialisation and commitment).  Whilst supporting HR iterations e.g. engagement, OD, cultural change, they also close gaps between what your employees expect and what the organisation delivers.

Developing Employer branding should be approached as a cultural exercise, not a creative one, because it heavily impacts upon brand identity (image) internally and externally.  

Click here to view an Employer Brand Framework

Employer brand, being reflective of the actual employee experience, drives employee loyalty and fosters the end-to-end brand experience.  It also delivers the Employer brand promise to attract that quality talent who you expect will perform best and thrive in your company’s culture.

Other benefits of developing a culturally-driven employer brand, include:

 - Crtical touchpoint differentiating the company from your competitors;

-  Galvanises the team;

 - Guides induction;

 - Capitalises prevailing labour market conditions;

 - Form of profitable reputation management;

-  More competitively compete in labour markets;

 - Unaffected by economic cycles.

Distinctive Employer Brand

What should your organisation effectively market to both potential the talent and your existing employees?  What's on offer?   Is it  really differentiated from competitor offers?

Employer branding's real power and value resides in linking EVP internally; i.e. essentially connecting organisational values and brand protocols to heads & hearts of people to the human capital strategy and HR policies.    Begin by evaluating, identifying and developing the Employee Value Proposition (EVP);  sets of attributes, both visible, tangible and frequently intangible; qualities which makes your company truly appealing and distinctive to own greater mindshare.

This involves including your team in developing EVP characteristics, this ensures the organisation arrives at a truly authentic EVP (effectively assurance of a particular employment experience) and to have the team be able to relate to this.   There should be no disjoint between what is promised, and what is delivered!    Such atttributes and experience tend to rationally bound employees (emotionally and mentally) to your organisation for retention, engagement and sustainability.