The importance of Employer Branding in attracting and retaining talent

Employer Branding is one of the concepts that we hear most about nowadays and that "is here to stay".
Although unknown to many, the concept appeared in 1996 in the Journal of Brand Management by Simon Barrow (Chairman - People in Business) and Tim Ambler (Senior Fellow - London Business School) who defined Employer Branding as the "package of functional, economic and psychological benefits provided by employment and identified by the employing company."
 
Over the years the definition has taken shape, and Employer Branding can be described as the process of managing and influencing a company's reputation and value proposition among candidates, employees, and potential stakeholders, encompassing all the factors that make the organization position itself as a company of choice. It is an internal/external, implicit/explicit, values-based approach that aims to shape the perceptions and behaviors of employees as well as external talent.
 
We know what Employer Branding is about, but after all, what is its importance for building a brand? The answer is no science... when we look for a job, a partner or simply research a company, what will arouse our interest and curiosity will be the principles with which we identify. In a Digital Age it is inevitable that one of the first contacts is through social networks or website, so it is very important that a company transmits a graphic and content communication that reflects the DNA of its brand so that we are the first choice. But being the first choice is only possible when the company effectively communicates an impactful value proposition for talent, that is, when the Employer Branding strategy is being effectively worked on.
 
Knowing how to properly communicate the real value proposition of an organization has a very real value when it comes to recruitment costs, retention capacity, attracting the best talent, and more.
 
Strong Employer Branding allows you to attract the right people into your organization, compete on a dimension beyond salary, manage expectations and increase retention. Attracting candidates with potential enables you to recruit faster and more effectively.

There are several indicators that help us identify whether we have consolidated a strong reputation in the market:

  • Trustworthy environment (Credibility, Respect, Impartiality, Pride and Team Spirit)

  • Prepared and empowered leadership for teams (Manage, Aculturate, Inspire and Empathize)

  • Organizational practices of people management (Cultural Best Practices, Communication & Career Opportunities)

  • Company values and reputation (Organizational Culture, Transparency, Feedback, Congruence).
     

If these values are not properly consolidated, there is no use in trying to pass an image that shows something we are not, because the candidates will quickly realize that it does not correspond to reality and that way we are destroying the whole image built by the company? it is not enough to appear, you have to be!
 
Employer Branding campaigns do not necessarily need to create from scratch a value proposition that does not exist in the company. Rather, they aim to identify the reasons why employees enjoy working for the organization and communicate them effectively.
 
Employees are the main ambassadors of the brand. At Argo we always try to be ambassadors of our partners' Values and Culture, as the first point of contact, in many cases, between your organization and the talents we are looking for in the market. We are curious, we care and we like to know as much as possible about the business and reality of our clients.
 
We want and insist that our employees feel well-being and satisfaction in representing the brand, and above all that they feel they are working in a company that is aligned with their personal values.
 
One of the internal initiatives we stipulated was the creation of a monthly newsletter in which the content, items and writers are chosen randomly, with the main rule being to give everyone the opportunity to participate, creating the proper involvement. The topics range from our area of expertise (sharing more technical and scientific information) to the so-called B-side of the collaborator: suggestions for series, sharing personal facts/curiosities, tips on health, food and well-being, and many others. Having the team informed and involved in communication, we chose to monetize internal sharing on Argo's LinkedIn pages. Why? So that our followers also get to know the people who make up Argo, to understand if they feel identified or not, if they would like to work with us or just share experiences. We feel that having a communication that transmits a tone of proximity allows us to build fans of the brand, instead of candidates.
 
Actions like these make it so that, in the feedback we receive on a first contact, the candidates often mention that they feel they already know the company's employees, that they idealize what it's like to work there, and that one of the great reasons for the contact is the feeling of directness and respect that we mirror.
 
Promoting the values and culture of a company is a differentiating point to find professionals who feel the true engagement. Communication has to be true and transparent, without filters. If the clothes used in the office have to be formal, it has to be said, if we are supposed to be called "you" it has to be said, as we say "Leave everything on clean plates". That way, those who don't feel identified don't move forward with the process, and those who do feel identified are happy and motivated.
 
As I mentioned before, applying the concept of Employer Branding is not a science, you just have to communicate it properly, whether it's through a lecture given by an employee, word-of-mouth, contacts with university's, or even on social media. Many times, more than a good salary, for a candidate it may be more important to feel that he/she works in a team where his/her work fits his/her personal values and the company's organizational culture.
 
For a successful talent attraction strategy the golden key is quite simple: have a good internal communication, adapting and conveying the right message to each team member. From there everything flows and, as in everything in life, the concepts must be used appropriately, and Employer Branding is no exception: neither too little nor too much.


By Mariana Andrade

Sources

https://www.managementstudyguide.com/employer-branding.htm
https://launchpadrecruits.com/insight-articles/improve-employer-branding-recruitment
https://builtin.com/employer-branding
Internal Documents

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