7 Don’t lose focus in difficult times
Effective employer branding relies on a consistency of message and delivery, which should not change due to a weak economic climate, or internal instability. A well thought-out employer brand strategy looks to the long-term objectives and is built upon a clear understanding of whom you want to attract and retain. This shouldn’t change with the tide.
In tough times, a strong employer brand, with consistent messaging, is even more essential. It helps make current employees feel more secure and confident. Don’t be fooled into thinking there are more important things to deal with. The confidence and support of your employees – and your reputation amongst prospective employees – will play a factor in your organisation’s future.
8 Engage management at all levels
The strongest, most thought-out and punchy brand identity will slip into oblivion unless it is kept alive by staff. But true employee engagement will only happen if the brand is embedded into the culture of the organisation, made second nature and nurtured by management.
When supermarket Morrisons rolled out a values-based employer brand in 2007/08, they used management workshops and supporting toolkits to help them engage their own teams. Moreover, underpinning its success is a senior leadership team that is leading by example and keeping values high on the agenda. By upholding a distinct leadership profile, listening to 360-degree feedback and giving managers one-to-one coaching in response, staff across the company are better equipped to translate translate Morrisons’ brand concept into practical everyday steps.
9 Consistency
your organisation wants, needs and expects to see consistency of your brand. From marketing to sales to operations to delivery to finance – the complete experience needs to be consistent. In an attraction and recruitment context, that means the visual identity, the tone of voice and the face to face experience that is used throughout your campaigns and process needs to be ‘on brand’.
This requires communication, understanding and engagement of those involved with the process and can only be achieved by your employees understanding why these things are important and what they mean to the business and the potential employee.
10 Monitor progress
Finally, but most importantly, regularly monitor your progress. Find out what your employees and ex-employees think. Their feedback is crucial and will ensure you are on the right track and, if not, will allow you to make informed decisions about what to adapt.
Consider the most appropriate medium for carrying out the research, make it anonymous and ask questions that are relevant to your workforce and organisation.
Would they recommend working there to a friend? Would they sing your praises as an employer? How long do they plan on staying within the company? Are they prepared to go over and above to ensure company success? If they are ex-employees, explore why they left and what would perhaps make them return.
But remember the most important thing is to regularly carry out the research and be committed to taking action on the results.
