The fact that it is impossible to build a strong HR brand if there is no strong product or service behind it is a marketing axiom.
At the same time, when it comes to HR branding, most companies forget it.
They spend huge budgets and intellectual resources on flashy advertising and recruitment campaigns but do next to nothing to create a work environment that makes the HR brand promises a reality. Reference: “Internal and external HR branding“, https://60yearsnato.info/internal-and-external-hr-branding/
When asked “are you engaged in HR branding?” HR professionals most often answer “yes” and start talking about updating logos, creating new advertising materials, and formulating the ideal slogan. They use it in their internal HR branding campaign, in other words, they try to convince their employees that the company is an attractive employer. All this is important, but to start with the formation of the HR brand is to put the cart before the horse.
It pays to start with a clear understanding of the needs of key categories of candidates and employees.
On this basis, a proposition for the HR brand or a value proposition for the employee/unique competitive proposition (employee value proposition) is formulated.
These are the reasons why the candidate chooses a company among other potential employers, and the employee refuses to accept the offers of headhunters. It is a set of benefits that the employer offers to the employee. The value proposition includes both emotional (“I like the atmosphere”) and rational benefits (“This organization cares about my career development”). The real work environment and processes in the company must correspond to the HR brand proposition: you can only promise what you can achieve in reality.
A bad offer not only destroys the company’s HR brand in the labor market but also weakens the loyalty of the employees involved. Reference: “The five steps to forming the HR brand“, https://stc-montreal.org/the-five-steps-to-forming-the-hr-brand/ The concept of “loyalty” does not need a detailed definition: it is about loyalty, and the commitment of employees to the interests of the organization, but let’s say a little more about commitment. According to a generalized definition derived from the most popular research, commitment is an increased emotional connection that an employee feels to the organization and thanks to which he voluntarily puts more effort into doing his job well. Reference: “For HR managers: How to start building the employer brand?“, https://www.worldforgemagazine.com/for-hr-managers-how-to-start-building-the-employer-brand/
So today HR branding is not only:
Working with the company’s reputation as an employer;
A targeted long-term strategy for managing the awareness and perceptions of employees, candidates, and all stakeholders.
Today, HR branding includes all aspects of work in the company and all HR processes and practices that shape the perception of employees and candidates.
In other words, HR branding today is aimed at creating a real work environment, not just ideas about it. This supports both attracting the talent needed to achieve the organization’s goals and further effective employee onboarding and retention.