Do we really need employer branding?

Any company that wants to sell needs a commercial brand very well constructed. Meaning that image associated with the products or services sold, in which most of the marketing budgets are invested. Because we do want to sell, right? What is left after we draw the bottom line at the end is what really matters, since we all do business, not volunteer work in this case.

But with all this chase for clients and sales we sometimes forget about employees. Since they get a salary, meal tickets, health insurance and some other benefits, all well structured in a scheme. What else can we do? We do not understand why they sometimes leave with no reason at all and in that vacant job we just put another person, but any newcomer will take some time to learn all the job details and perform at a desirable level.

The times when all people wanted was a safe job and a decent salary are all gone. Words like ”I want to find myself in what I do” or ”I want a job to help me develop myself” are more and more frequent amongst employees, especially the young ones. The decent salary and work conditions are just a foundation on which the rest needs to stay. So, unless on top of this foundation there is also something else, people leave in search for more. A company that inspires and that has values with which people resonate is more attractive for any potential employee compared to one that only pays well. And even if sometimes they do not realize it, companies generate perceptions in the minds of their potential employees. And if these are not cultivated and channeled in the desired direction (as in commercial branding), they can weave a network of opinions and rumors, of interpretations and views, some leaving from reality or personal experience, yet others deformed and exaggerated. Thus, a conscious and structured employer branding process starts with defining the employer’s brand – what is the respective company like in relation with its employees, how does it want to be perceived based on its values and benefits offered – not only material ones? Is it a company that encourages diversity? New ideas and innovation? Is it a company in which hierarchical structures are less important and operates better in a project-management style? Is it a company in which working hours are flexible and remote work is also accepted or, on the contrary, appreciates presence and team work at the office? All these things must be well defined, clearly understood first by the current employees and then communicated in the market, aiming at attracting persons with similar values and interests. This way a solid organizational culture is created, in which benchmarks are clear and the adhesion flows simpler and better filtered. People do have a higher cause and sense of meaning in the job they do and this motivates them even more.

There is obviously also the option of leaving things just be, but then it is also possible that the ones we hire get to us by chance. You go ahead and choose the option that better suits you.

 

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