Brands are created by people for people, so reviewing how the internal brand strategy fits into the overall strategy is critical to ensuring the necessary coherence in the process of building powerful and consistent meaning.

And in what could be identified as the great work moment of millennials, the rules have changed, they have a lot to say about the brand they work for, or about those they would like to work for.

From a branding perspective, one of the benefits of good brand management is to optimize its ability to attract and retain talent. And this is where the employer brand and the talent brand come in, two sides of the same coin, which well articulated make up a perfect engine in brand building and attractiveness for the company.

What is employer branding?

Employer branding is the strategy that defines the way in which the company promotes itself as an ideal place to work. In other words, employer branding is the perceived identity of the organization by the public, whether it is an accurate reflection or not. It focuses on how you are able to translate your value proposition based on multiple factors, including the policies, programs, rewards, and benefits you offer to prospective candidates and existing employees. Even if you haven’t created an employer branding strategy, employer branding exists and is experienced every day.

It’s a crucial tool for retaining and attracting the best talent, based on the organization’s reputation as an employer and with respect to what makes the company a place to want to work.

What is talent branding?

Talent branding is the result of employer branding, it is shaped by the experience of employees and the content they share about the company. Employees have the power to be either a company’s best defenders or its worst detractors. The voice of employees is 3 times more credible than that of the CEO. Logically, a happy worker will contribute to a positive transmission of what the brand represents, but it is undeniable the damage that can be caused by any worker who is simply not aligned, leaving aside those who, for whatever reason, decide to take their particular revenge on social networks.

Employees are an essential component of any brand strategy. It is necessary to involve them in what the brand represents and for this there are various formulas, from the creation of promotional programs to the provision of general guidelines so that they share any aspect related to the organization. These programs have a common goal: to equip employees to be an extension of brand-building efforts, and to leverage their unique perspective within the organization to more effectively engage target audiences.

How to achieve alignment between employer and talent brand?

In essence, it is about connecting talent with the brand, with a culture that reflects a way of being in the transmission of a common purpose. Let’s think of brand culture as more than just an expression of the brand, it’s an expression of the people who work for the brand and their shared beliefs. To achieve this, consider at least these 5 points:

  1. Analyze the corporate culture. A strong employer brand starts from within. If you want candidates to perceive your company as a great place to work, it should actually be a great place to work. In today’s hyper-connected world, word of mouth travels fast. If your brand promises promote an experience that it doesn’t really offer, candidates will soon find out.
  2. Develop a clear value proposition. Employees need to understand how the brand adds value to them, what are the elements that differentiate it from the competition, and how the brand’s personality affects the construction of relationships. The Employer Value Proposition (EVP) is a fundamental tool to achieve this.
  3. Develop a specific content strategy. The content is more important than the container. To build a strong employer brand, you need to craft a comprehensive, multi-channel content strategy to engage target profiles. Listen to your employees and candidates, understand their concerns, and use the power of storytelling to share your message.
  4. Promote a brand ambassador program. Employees are the most trusted and influential source of company news and information, both internally and externally:
      • External Audiences: Brand ambassadors and social media are multipliers of the brand’s value proposition. For example, by posting company news or announcements on LinkedIn, they drive online hiring opportunities and events through social media. With these programs, you need to balance giving them the autonomy to use their authentic voice when sharing information and ensuring that their communications align with brand guidelines.
      • Internal Audiences: Empowering them to be like an extension of the organization’s internal communication efforts. These programs can take the form of “change agents” or “culture ambassadors” with the goal of encouraging the organization’s initiatives to come to life for their coworkers.
  1. Review and measure on a recurring basis. Improving internal branding is an ongoing process. It’s about identifying and tracking the most appropriate metrics in each case, which may include:
      • Reviews & Ratings: Ratings received on specific portals, for example Indeed, are extremely important as it is the first place many candidates go to learn about the quality of their employer’s brand.
      • Retention Rate: Employee turnover is fluid and unpredictable, but retention rates are a key indicator of employer brand quality.
      • Source of Contract: Track the source of hiring to understand which channels your hires are coming from and determine where you should focus your efforts.
      • Employee Satisfaction: It’s essential to measure employee satisfaction across teams and departments. Anonymous surveys are a great way to allow them to provide honest feedback about their experience without fear of repercussions.

Why is internal branding important?

There are many reasons why the development of a good internal brand strategy is relevant: attracting and retaining talent, employee engagement , cost reduction, etc. Although for this occasion I leave you some data that will surely make the undecided think:

  • 84% of job seekers say a company’s reputation as an employer is important. (Talent Now)
  • 9 out of 10 candidates would apply for a job when it comes to an employer brand that is actively kept alive. (Workable)
  • 64% of consumers say they would stop buying a brand after learning it treats its employees poorly (Carrer Arc)
  • 50% of candidates say they wouldn’t work at a company with a bad reputation, even with a raise. (Talent Now)
  • Employee turnover can be reduced by 28% by investing in employer branding. (Office Vibe)

Continuing with the data, despite the fact that 96% of companies believe that internal branding and reputation have a direct impact on business results, only 44% monitor it (Career Arc). So if you’re part of the remaining 66%, what are you waiting for to work on your internal brand?

 

Carlos Puig Falcó
CEO of Branward