In short I don’t think we do, well, not for the reasons cited in the article below, some of which I agree with and some I don't.
It strikes me that the approach in this article doesn’t seem to really come from the employees. And suggests the answer to the question “Who owns employer brand?”, is the CEO. Is it right that an employer brand comes from the CEO and everyone has to follow suit? – if that is the case it’s not a brand I’d like to work for.
I always argue that employer brand is owned by everyone, not an individual in a HR team or a Marketing team or the Brand team. It’s owned by employees. And their families, and their friends, and their friends friends.
One good or bad experience that single employee shares will be heard by many others and it will impact your employer brand whether you like it or not. And we all know there are two sides to every story, but you’ll be more inclined to believe someone you know or love.
There are some brands that you will feel positively about, it could be anything really. Now think of that brand as an employer.
Do you know what it’s like to actually work there? I mean really work there?
Not any of the meaningless stuff like product discounts, bonuses, pensions or health care. I’m talking about the day to day. I don’t think I’ve ever met anyone that does their job for the discount, bonus, pension or healthcare they get.
People work for a whole host of different reasons, it could be because it challenges them, excites them, brings them enjoyment, a sense of pride or belonging. Or maybe even simply because it just pays the bills.
I think every employee can take a bit of ownership for the employer brand, and they will shape it for sure. The best the HR, Marketing or Brand team can do is to make the ‘Employer Brand’ as authentic as possible, giving the tools the employees need to keep the message consistent.
I’d either be very brave or a fool for completely disregarding the insight here, and differing views often help produce a better end product, maybe a change of approach is what’s needed, but I think that approach could be different depending on your organisation, and what ‘employer brand’ and culture you currently have.
After all we rarely take the time to say how good things actually are – what the with grass nearly always being greener elsewhere.
The problem with most employer branding is that it is disconnected from the corporate brand and the core drivers of the business. It is typically managed by the HR department and too often becomes associated with superficial perks, such as free lunch or unlimited vacation. In the United States alone, there are now more than 40 consultancies focused on employer branding, usually separate from any larger strategic purpose. The consequences can be dismaying.