GOOGLE is perhaps one of the best examples when it comes to understanding employer branding.

Candidates in the job market aspire to join Google. Employees love, admire and value Google. Alumni respect Google. The brand has power and has earned a place in the hearts of its employees.

While Google is in a coveted position, what it has accomplished is by no means unattainable by others. Companies like IBM, 3M, Apple, Daimler, and Boeing are on a similar basis in terms of employer branding.

The truth is, these organizations have struggled to build and grow their brand in the eyes of employees for the past several decades and are now reaping the rewards.

However, organizations that have neglected the employer brand must now wake up and take action. Continual negligence will cost them dearly as employees, especially the younger generation (Gen Z), are putting more emphasis on who they work for and where their pay comes from.

What is the employer brand?

“An employer brand is, as the name suggests, how a company is perceived as an employer and is therefore based on the perception and experiences of past, current and future employees.

But that is not all. According to Imbert-Bouchard, the reality is that an employer's brand is based on many corporate attributes, including its values, mission statement, and organizational culture.

The company's public reputation in the eyes of industry, the media, and the general public, and how they treat their existing employees through career development, rewards, and compensation, also play a role.

The point that Dr. Robert Half Singapore is trying to make is that companies need to see the big picture when they think of the term "employer brand" and take note of the various parts that it takes into account.

Rome was not built in a day. Business leaders looking to take stock of their employer's brand and plan for improvement must therefore have a long-term vision alongside short- and medium-term goals.

Who is responsible for the employer branding?

Imbert-Bouchard believes that an employer brand audits is not a fixed concept, it is a matter of perception in the eyes of the general public, so responsibility falls on a number of stakeholders, from human resources to business leaders and members of the existing staff.

“Top management is usually responsible for identifying what 'brand' the company wants to represent and how it would like to be perceived.

"Once defined, business leaders, along with other business departments, will develop a strategy to support this."

Of course, marketing plays a key role in the grand scheme of things. It is the department that ultimately implements the strategy and ensures that the internal efforts of the employer's brand are communicated externally; marketing acts as a bridge between internal politics and public perception.

From making it easier for future employees to find the mission and values ​​of the company on the company website, to monitoring job review platforms, interacting with current and former employees, or developing a promotional campaign that raises awareness about workplace culture or staff benefits, the marketing department's efforts can be crucial to building a strong brand.

Who and how does a strong employer brand help?

“A company's reputation and name recognition can play an important role in attracting potential talent. Even employers need a good elevator pitch or risk losing the best candidates to competing companies. "

With a strong employer brand consulting, hiring skilled workers, including passive job seekers, is less challenging than if a company goes unnoticed or worse, has a shaky reputation.

When candidates understand what a company stands for, they make decisions about whether the company in question is a good cultural fit for them. This results in a stronger applicant pool, which is beneficial to both employers and applicants.

"Employers without a strong brand reputation generally find it more challenging to attract the attention of top talent compared to those who already enjoy a positive public profile, regardless of how strong the internal culture of their company is."

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