Building an employer brand is similar to assembling puzzles with 1000 pieces. At first it seems to us that the confusion is too great, that the pieces have no connection, many people despair because “why would we even tackle such a complex matter, since we already have a lot of other work”, but where there is will, there is a way. Matters need to be tackled systematically, thoughtfully, with the involvement of a challenge driven team that enjoys the process.
This is also the case when designing an employer brand: from “1000 pieces” we compose a picture that is a true representation of our culture within the company, the work we do, career opportunities, caring for employees, caring for society as a whole … Yes. It’s all part of the puzzle.
Last week, at the KIK conference, we presented concrete activities we carry out for a company EKWB, a leader in the field of water cooling, that has been number 1 in the world for the last 10 years.
Given that they sell to almost 140 markets, have a company in Slovenia, the US and China, they found out that their staffing needs are no longer addressed effectively. The human resources pool is mainly tied to the Slovenian market, as the heart of the company is in our country, and the company simply does not know the Slovenian human resources pool. Therefore, we started building the visibility of the company as an employer. This means close cooperation between management, human resources and communication team. Namely, employer branding is not about “beautifying the facade” on the outside, but about fundamental adjustments on every single touchpoint when an employee is with us.
How to start? Process-wise, we run the project in clear steps, but the problems lie in the details, which we only realize in practice. Below are 5 well-intentioned tips for anyone embarking on the active design of your employer brand.
- Choose a good team that will be committed to the project – the changes that will take place will, of course, bring good, often even great innovations, but you still can’t do them half-heartedly.
- It is essential to include management, human resources and communication experts in the team – management support is essential, and fundamental changes will take place at the human resources and communication level, both externally and internally.
- Start with an analysis and take the time to consider tackling the project holistically – otherwise you will be adjusting all the time, with the team feeling like they are running next to a car driving at 100 km / h, trying to fix the car. Trust me, everyone will be grateful.
- Don’t be afraid to adapt – paper conveys all ideas, but sometimes we only see in the field that an idea cannot be realized in the exact way we’ve imagined.
- Continuity and monitoring – even before you start implementing all the ideas and activities, set indicators to help you see if you are moving in the right direction. Also, the work team should meet regularly – once a week or every 14 days, not less.
Is it worth it? This project must reflect your culture internally and externally, it will also help you reduce the cost of recruitment, differentiate from the competition, attract talent, increase the involvement of other employees, etc. I think the answer is clear. I wish you much success!