This article has been written by Ximix Xavier pursuing a Remote freelancing and profile building program from Skill Arbitrage.
This article has been edited and published by Shashwat Kaushik.
Table of Contents
Introduction
In a market where employees are trying hard to crack interviews and get into their dream jobs, the story is no different for employers. Recruiting the right candidate for the right job is a challenging, costly and complex phenomenon as compared to what it used to be. Companies these days have to indulge in branding themselves to outperform their competitors in the same industry and draw in a skilled workforce. This article will tell you what employer branding is and what exactly you need to do to ace it.
What is branding
Many MNCs (Multinational National Companies) have spread their network of functions across the globe in search of good talent. To attract the best talent in the market, they have to showcase their unique essence based on what an organisation would like to credibly offer to employees and prospective employees by aligning with the expectations of premium talent. One can attribute this to “branding”. To create an image of a company in the minds of prospective employees who are willing to work with the company not just for monetary benefit but also for flexibility, reputation, job security, work-life balance, career development, and other benefits and perks. To acquire and retain a talented employee, creating a brand in the minds of prospective employees is the key factor. Your company should outperform in building a reputation as a great place to work as compared to many other similar service providers in terms of positive employee brand to retain or hire a talented workforce. Now, how is that possible? As with all brands, not just good storytelling, but also living out that story will bring about the desired result. At the same time, this should be clear, consistent, and through proper channels. It should clearly state that your organisation is a worthy employer in terms of recruiting, engaging, and retaining their workforce.
What is employer branding
The market perception or image your prospective, current, and past employees have in their minds about the employment experience at your company is called an employer brand. It is imperative to realise that this branding process will have a profound impact on the overall success and competitiveness of MNCs in the global market. This process becomes indispensable when the talent pool is shrinking and when it becomes demanding to attract and retain talent. To maintain a strong brand, various companies have pursued various employer branding strategies
How do they do that
Organisations employ a variety of strategies. They acquire that by maintaining a continuous global presence and ensuring that their values resonate across diverse regions. A majority of them believe that a company’s website is the most powerful branding tool, apart from social networking sites and social media channels, to name a few.
What is the employer value proposition
Now there’s a concept called employer value proposition that defines not only the vision, and mission statement of the company but also a strategy that communicates how the organisation is a unique, appealing, and fantastic place to work, not just to the existing employees but to the prospective ones to build a brand true to the essence of the company. Your employees also shape your company’s work culture, live your values, achieve your objectives, and manifest your company’s mission. A timely and frequent review monitoring the firm’s conduct among employees and prospective employees will be beneficial. According to Lievens, Van Hoye, and Anseel et al. (2007), there is a concept referred to as employee-based brand equity. A candidate is attracted to an organisation based on various factors like company size, location, and the sector in which the company operates. The more appealing the organisation’s reputation, the more it will psychologically improve the candidate’s desire to acquire the job. Timely and frequent review and monitoring of the firm’s conduct among employees and prospective employees will be beneficial. The review needs to pay attention to what’s working and which areas need improvement. A company can leverage customer-based brand equity to create employee-based brand equity based on various research based on Vickrey (1961) and Mirrlees (1971).
The functioning of the Human Resources Department is like that of the marketing team.
We can draw a common connection between the work of marketing and the HR team of the company. The only difference is that for the HR team, “the customers” and “the suppliers” are both present within the company. The tasks and activities conducted can be attributed to the goods and services that meet the requirements and wants of employees while working towards the common goal of the company. The close similarities between marketing and human resource management contribute significantly to the perception of marketing as a valuable underpinning of HRM. The principles and methods proven effective in marketing can also be applied in HRM.
Social media profile
You have to pay attention to the social media profile of your company and keep it updated in terms of your employee accomplishments and experiences. Keep it updated not only with photos of the latest events but also with a behind-the-scenes look of the company, which should portray the true essence of what it’s like to work at your company. Preferably, try to share testimonials and success stories of your employees on your website. This is very important, as the candidates would prefer to check out the experience of the existing ones over your curated profile before deciding to join. Encourage team members to share their experience working at your company on social media, through employer reviews, and while networking.
Referral programmes
The whole branding process requires active participation from your team members as well; otherwise, the whole process is a waste. Encourage your team members to attract more valued participants through employee referral programmes and add to the existing pool of a valued team. Referral programmes are one of the best methods to get candidates in the same field. An increase in referrals will be beneficial since they enhance employee retention not only in the recruitment process but also reduce the recruiter’s responsibilities (Sullivan, 1999).
Employee retention
Further, employee retention forms a major part of the company branding process. Various factors contribute to retaining the existing employees. As discussed earlier, people just do not work for money alone; along with that, they want job guarantees, recognition, and professional development; they want to be active participants in matters of company affairs.
Having branches in many countries
A major benefit to having branches in multiple nations is to attract and utilise the best talent from across the globe at a minimal cost.
Apart from that, multinational companies automatically stand out and are more preferred by the candidate as the possibilities of internal transfer out of the country are easier, and those who are willing to settle abroad prefer to work with such firms. This will help the existing employees network across boundaries and find new opportunities not just for themselves but for the company as well. Thus, high-end employees prefer to work with companies that have footholds in many countries, as they feel that the possibility of development and networking is greater.
Building new generation employees in the pipeline
It is always a good idea to generate new employees from the roots, i.e from schools and colleges. Providing them with the required training, guidance, and seminars to encourage the new generation to take up the profession in this field will help inculcate interest among the young generation. Job security and training are some of the important factors concerning freshmen students. It becomes very easy to tap the best talent at an early stage by providing solutions to the matters concerning them. The top five dimensions students consider when it comes to seeking employment are independence at work, salary package, growth prospects, where the company stands, and opportunity to learn on the job. Based on these criteria, some of the best employers in India are
- Google stands is in first place.
- Followed by KPMG.
- Procter & Gamble is in third place.
Best practices for employer branding and recruitment in MNCs
Authentic employer branding
In today’s competitive job market, attracting and retaining top talent is more important than ever. A strong employer brand is essential for standing out from the competition and attracting the best candidates. Employer branding is the process of creating a reputation for your company as a great place to work. It’s about communicating your company’s unique culture, values, and mission in a way that resonates with potential employees.
Authentic employer branding starts with a thorough self-analysis. Take the time to identify your company’s key differentiators, values, and strengths. What makes your company a unique and desirable place to work? Once you have a good understanding of your company’s identity, you can start to develop your employer’s brand messaging.
Your employer’s brand messaging should be consistent across all channels, including your company website, social media, job boards, and employee testimonials. It’s important to create a positive and consistent perception of your company in the job market.
Here are some tips for creating an authentic employer brand:
- Be genuine. Your employer’s brand should be a true reflection of your company’s culture and values. Don’t try to be something you’re not.
- Be specific. Don’t just say that you’re a great place to work. Be specific about what makes your company unique.
- Be consistent. Your employer’s brand messaging should be consistent across all channels.
- Be engaging. Use storytelling and visuals to make your employer’s brand messaging more engaging.
- Get your employees involved. Your employees are your best brand ambassadors. Get them involved in promoting your employer’s brand.
Authentic employer branding is an ongoing process. It takes time and effort to build a strong employer brand. But it’s worth the investment. A strong employer brand can help you attract and retain the best talent, which can lead to improved performance and success for your company.
Employee engagement
Employee engagement is crucial for any organisation looking to establish a strong employer brand. Engaged employees are more likely to be proud of their work, advocate for their company, and stay with the organisation for a longer period of time. They are also more likely to be productive and contribute to the company’s success.
There are many ways to engage employees in employer branding initiatives. Here are a few ideas:
- Encourage employees to share their experiences. One of the most effective ways to build an authentic employer brand is to let your employees tell their own stories. Encourage them to share their experiences, insights, and perspectives about working at the company through various platforms, such as social media, blogs, and employee testimonial videos.
- Recognise and celebrate employee contributions. When employees feel appreciated and valued, they are more likely to be engaged and productive. Make sure to recognise and celebrate employee contributions to the company’s success regularly. This can be done through employee awards, recognition programmes, and public shout-outs.
- Foster a sense of pride and ownership. Employees who feel a sense of pride and ownership in their work are more likely to be engaged. Create a culture where employees feel like they are making a difference and that their work matters. This can be done by providing employees with opportunities to learn and grow, giving them a voice in decision-making, and empowering them to take initiative.
- Align employee values with company values. Employees are more likely to be engaged when they feel that their values align with the company’s values. Make sure to communicate the company’s values clearly and consistently, and provide employees with opportunities to live these values in their work.
- Provide opportunities for employee development. Employees who have opportunities to learn and grow are more likely to be engaged. Provide employees with access to training and development programmes, and encourage them to take advantage of these opportunities.
- Create a positive work environment. Employees who work in a positive and supportive environment are more likely to be engaged. Make sure to create a work environment where employees feel respected, valued, and supported.
By engaging employees in employer branding initiatives, companies can create a more authentic and credible employer brand. This can lead to increased employee attraction, retention, and productivity, as well as a stronger reputation in the marketplace.
Performance-based hiring
Traditional hiring practices, which primarily rely on educational qualifications and general experience, often fail to identify the best candidates for a specific role. Performance-based hiring, on the other hand, takes a more comprehensive approach by focusing on acquiring candidates who possess the necessary skills, experience, and cultural fit for a particular position and location.
Central to performance-based hiring is the process of thorough job analysis. By conducting a detailed analysis of the role, organisations can identify the critical competencies and skills required for success. This information is then used to develop assessment tools and behavioural interviews that evaluate candidates’ abilities and cultural alignment.
Benefits of performance-based hiring
- Improved hiring decisions: Performance-based hiring helps organisations make better hiring decisions by assessing candidates based on their actual performance and potential, rather than solely relying on qualifications. Candidates who are selected based on their ability to perform the job are more likely to be successful in their roles, leading to increased productivity and reduced turnover.
- Increased retention rates: Employees who are hired based on their performance are more likely to stay with the organisation because they feel valued and challenged. A study by the Aberdeen Group found that companies that use performance-based hiring have a 15% lower turnover rate than those that use traditional hiring methods.
- Stronger cultural fit: Performance-based hiring also helps organisations find candidates who are a good cultural fit for the company. By assessing candidates’ cultural alignment, organisations can ensure that they hire individuals who share the company’s values and work ethic. This leads to a more cohesive and productive work environment.
- Greater diversity and inclusion:Performance-based hiring can help organizations achieve greater diversity and inclusion by focusing on candidates’ skills and abilities rather than their background or demographics. By removing unconscious bias from the hiring process, organisations can create a more level playing field for all candidates.
To implement performance-based hiring, organisations need to take the following steps:
- Conduct a thorough job analysis: Identify the critical competencies and skills required for each role.
- Develop assessment tools and behavioural interviews: Use assessment tools and behavioural interviews to evaluate candidates’ abilities and cultural alignment.
- Train hiring managers: Train hiring managers on the principles of performance-based hiring and how to conduct effective interviews.
- Integrate performance-based hiring into the recruiting process: Incorporate performance-based hiring into all aspects of the recruiting process, from sourcing candidates to making hiring decisions.
Performance-based hiring is a modern approach to talent acquisition that can help organisations make better hiring decisions, increase retention rates, and create a more diverse and inclusive workforce. By focusing on candidates’ skills, experience, and cultural fit, organisations can find the best candidates for their specific roles and build a high-performing team.
Conclusion
After all this discussion, finally, the matter comes down to who is responsible for the branding of the company. Needless to say, every member working for the organisation is responsible for the branding process. However, some organisations feel this responsibility should be shouldered solely by the marketing and HR teams. But in real time, this is not true; it becomes a combined effort from all the departments, all the way from the policymakers in the top management to the employees. To some extent, our customers and suppliers as well. Although the policies and strategies are to be planned by the top management of the company, formulating those policies should be taken up by all the members associated with the company in some way or another.
According to a recent survey conducted by Jobbuzz, a large number of employees would like to work with an organisation due to its brand image and the prospects of career growth. As per that survey, almost 66% of employees agreed to the fact that the brand name matters the most when selecting a job offer. If you refer to a survey conducted by T Jinsite, the research and knowledge arm of TimesJobs.com, it claims that recruiters have to push boundaries to create brand attractiveness.
References
1)https://www.linkedin.com/business/talent/blog/talent-acquisition/employer-branding
2)https://cutshort.io/blog/hiring/how-to-build-an-employer-brand
3)https://www.whatishumanresource.com/employer-brand
4)Chitu, E. & Russo, M. (2020), The Impact of Employer Branding in Recruitment and Retaining Human Resources. International Journal of Communication Research.
5) Lievens, F., Van Hoye, G., &Anseel, F. (2007). Organizational identity and employer
image: towards a unifying framework. British Journal of Management.
6) Vickrey, W. (1961). Counterspeculation, Auctions, and Competitive Sealed Tenders,
7) Mirrlees, J. (1971). “An Exploration in the Theory of Optimum Income Taxation” Journal of Finance
8) Sullivan, S. E. (1999). The changing nature of careers: A review and research agenda. Journal of Management,
