Consumer brand and the employer brand are two sides of the same coin. They have to complement each other. A great consumer brand will help in attracting talent, but the moment of truth happens at the employer brand level and that’s where we need to be the strongest in.
A well-defined EVP along with living the brand are the core to building a passionate talent force. An employee who is engaged is the one who feels committed to his organization and its goals and delivers business results.
The investment made in the consumer brand is always far larger and becomes the face of the organization. Its imperative to leverage its strengths and get the talent aligned to it, by defining a clear EVP and living by it makes an unbeatable combination. Convergence of brand, business and people.
And by the way, the father-in-law test – is not relevant any more.. (For those, who are not aware of this, it’s the test if your employer brand is known by your prospective father-in – law … you know the result)
Irrespective how many marketing dollars you put in the brand, it will not impact your employer brand, if your organization culture and employee engagement strategies are not in place.
In today’s business environment it’s imperative for businesses to build a high performance based work culture. To do so, you need a powerful EVP – a free-flowing connector between the brand, the business and people. A powerful EVP enables organisations to attract the right people to deliver the right values in the right way.
Everything starts with the brand.
The idea is to create a performance based culture that not only asks of but allows people to ‘live the brand’.This is done through attracting the right talent, constantly engaging with them and eventually making them the evangelists for the brand.
Attraction: Signaling the change, creating awareness and drawing attention and interest for the brand. Building on the motivators and differentiators
Engagement: Forming an emotional or rational attachment between talent and brand.
Advocacy: Ensuring an experience, which builds positive cognitive and emotional affirmation that in turn encourages word of mouth advocacy.
Measurement of an engaged talent force, has to be on a continuous basis. A robust and scientific Culture Audit is one of the key tools , to evaluate employee engagement levels with brand. Employer Brand Perception is also a great way to measure how engaged the current talent is and how potential talent perceives the brand.
Fostering an engaged culture in the workplace is not a one-time effort. Companies whose engagement statistics improve after a particular effort aren’t done with the task. Rather, it’s important to measure engagement periodically.
An organization is like a tribe, with a clan leader deciding who should be part of his tribe and what values should each tribe member live everyday.
Cultures are all about alignment of each and every member, to the vision of the clan leader and build a robust ecosystem. Where each member contributes, his or her role in the tribe to the best of potential.
Survive and compete with other tribes is one of the biggest challenge for the clan leader, he ensures that he has a team of agile, strong and smart army. So the tribe invests in development !
A good tribe thrives on collaboration; roles and responsibilities are clearly defined and each and every tribe member has to contribute.
Clan leader has to ensure that, each member is happy, motivated and taken care of. Tribes create their own rituals, to bond and celebrate every occasion. Rituals is in fact an inevitable component of culture
Conflict resolution – everything escalates to the clan leader for resolution and the final decision is, accepted by all in the right spirit.
Historically tribes, which have excelled well, have had great clan leaders with clear vision and ensuring alignment of each and every member with the vision, roles and responsibilities.
Well, tribes today have been replaced by organizations, but fundamentals of survival and growth remains the same.
Relationships are built on trust. Every organization today, is focusing on building the employer brand. But do organization have “ Trust ” as key dimension to their employer brand.
Simply putting, do we trust our employees and most importantly, do employees trust organization. And can a brand establish itself, if there is lack of trust? Let’s look at examples across employee life cycle.
Lack of trust starts at hiring
- Employer believes, the information given by candidate is not right.
- For employee – moment of truth happens post joining – “I was not told about this at the time of hiring.”
Trust starts diminishing in first 30 days …
Big Corporate Black box
- The clichéd, we cannot share this info with employees (Even if the world knows about it) . An India IT company was about to be taken over by a giant, and for over 6 months, everyone “knew” about it .. just before the acquisition CEO writes a mail .. Focus on work … nothing is happening. ET publishes the story next day and announces… there goes the trust ..
- Blame it on HR, the best thing business can do – Line manager promises increment, but HR did not give (lack of trust)
- Restrict info access, because employees will share info with competition and market.
- And to top it all the governance committees etc.
All this adds up to one thing,
- Organization – Dear employee I don’t trust you.
- Employee – I don’t trust you either!
So, what’s the solution?
We talk about building transparency at work; need to walk the talk, and build a culture of trust and commitment. It starts from the top.
All we need to do is, say right and stay committed to what we say.
“Build trust” and you’ll be the best employer
Well is it that simple?