When it comes to finding - or sticking to - the right employer, jobseekers and employees are customers like any others.
They shop around, weigh in their options, make a decision and expect to be satisfied. In a context where the workforce gets to cherry-pick more than ever, building a strong employer brand is essential. It will define your company’s reputation and perception as an employer and will be the best way to attract potential talents.
One of the unexpected consequences of the COVID pandemic has been the radical transformation of the way people consider their relationship to work. Virtual offices and teleworking have changed the perspective and expectations of a vast majority of employees towards employers. And while this shift has been in the making for quite a while, such a disruptive event triggered a much faster and pronounced reaction.
Wages and benefits are no longer sufficient to differentiate yourself on the market as a company. In a way, employees have become the consumers of the workplace, and it takes a specific strategic approach to address them and convince them to join your workforce. To attract top talents, and to keep them motivated throughout their career, you will need to offer them a strong story they can relate to.
Wages and benefits are no longer sufficient to differentiate yourself on the market as a company. In a way, employees have become the consumers of the workplace, and it takes a specific strategic approach to address them and convince them to join your workforce. To attract top talents, and to keep them motivated throughout their career, you will need to offer them a strong story they can relate to.
The brand people purchase or do business with shouldn’t be confused with the brand people work for. They both share the same basis – namely your brand essence which is made up of your values, your mission, and your vision – but they operate on different levels and can influence each other positively or negatively.
Following that logic, buying sneakers is not the same as selling them. As a customer, you will most probably feel engaged by brand values related to personal performance, to sport, to movement. As an employee, you will be attracted by other elements, such as motivating people to do sports or bringing inspiration to athletes. From being engaged to being the engager.
Following that logic, buying sneakers is not the same as selling them. As a customer, you will most probably feel engaged by brand values related to personal performance, to sport, to movement. As an employee, you will be attracted by other elements, such as motivating people to do sports or bringing inspiration to athletes. From being engaged to being the engager.
"In this context, it is essential to differentiate between the 'job' and the 'job to be done (JTBD)', as explained by Yves Plees, Chief Strategy Officer at SKINN. Clayton Christensen introduced the JTBD notion to clarify that our choices and behaviours are multilayered, and that there are always underlying motives and drivers that direct the visible layers.
For instance, in the world of work, a salesperson's visible job is straightforward: 'Get our prospects to buy our offering'. However, the job to be done by that same salesperson includes several underlying ambitions, such as feeling successful, excelling in their profession, having flexible work time, receiving variable rewards for their efforts, and contributing to a meaningful company. These deeper 'wants' or JTBDs are essential to consider when building the brand's value map".
To get people to work with you, you need to first set your (brand) strategy straight. What company culture do you define and foster? What is the broader goal that gathers people around your organization? And most importantly, what is your Employer Value Proposition (i.e. a single-minded definition of the workplace offering, beyond the basics such as salary and benefits)?
For instance, in the world of work, a salesperson's visible job is straightforward: 'Get our prospects to buy our offering'. However, the job to be done by that same salesperson includes several underlying ambitions, such as feeling successful, excelling in their profession, having flexible work time, receiving variable rewards for their efforts, and contributing to a meaningful company. These deeper 'wants' or JTBDs are essential to consider when building the brand's value map".
To get people to work with you, you need to first set your (brand) strategy straight. What company culture do you define and foster? What is the broader goal that gathers people around your organization? And most importantly, what is your Employer Value Proposition (i.e. a single-minded definition of the workplace offering, beyond the basics such as salary and benefits)?
Picture yourself in a famous theme park, on a hot summer day, wearing a fluffy cartoon character costume. While the visitors are enjoying the wonders of the fantasy world around them, you are sweating under your heavy Mickey Mouse mask. What keeps you going is a sense of purpose: you are the one that delivers the magic to all those laughing children and happy parents. And what gave you that sense of purpose is the story behind the company, involving you in a bigger picture that goes beyond the activity itself with values linked to the brand promise – the magic – that were translated to an employer/employee relationship.
The same could be said of a waste management company. For the customers, it’s all about convenience, sustainability, and eco-responsibility. For the team collecting the trash, it’s about off-hours, hard work, and a less glamorous image of the job. But it is also about being an essential actor of the community, about human relationships and about contributing to the ecological changes. Using these angles to build a story will create a more positive connection with the product/service brand and will engage the employees on a whole new level.
The same could be said of a waste management company. For the customers, it’s all about convenience, sustainability, and eco-responsibility. For the team collecting the trash, it’s about off-hours, hard work, and a less glamorous image of the job. But it is also about being an essential actor of the community, about human relationships and about contributing to the ecological changes. Using these angles to build a story will create a more positive connection with the product/service brand and will engage the employees on a whole new level.
Never forget that your current and ex-employees are your most important employer brand ambassadors. Staying in touch and nurturing your relationships with them continuously is a powerful investment.
Design also plays a crucial role here. The graphic assets you choose to support that story and how you decide to showcase your workplace and the people involved will have a great influence on the general perception of your company. It will also contribute to creating a sense of community and culture around you. Employer branding has entered a new era, it demands a global vision, but no detail should be neglected to attract and retain dedicated and qualified employees.
Design also plays a crucial role here. The graphic assets you choose to support that story and how you decide to showcase your workplace and the people involved will have a great influence on the general perception of your company. It will also contribute to creating a sense of community and culture around you. Employer branding has entered a new era, it demands a global vision, but no detail should be neglected to attract and retain dedicated and qualified employees.
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