What do companies need today in order to stand out in the labour market? What has changed in recent years and how does employer branding fare in the “new normal”? We will explore these questions in a new blog series on the topic of employer branding.
A good four years have passed since our last blog series on employer branding. Do you remember 2017? Donald Trump posts “alternative facts” on an almost daily basis. Emmanuel Macron is elected President of France. Switzerland adopts the Energy Act and rejects the much-debated pension reform. The most devastating virus known to the world is called “WannaCry”. And Corona is just a beer to most of us.
A lot has happened in the meantime. The work environment has also changed dramatically, in part but not only due to the Coronavirus pandemic.
The shortage of skilled workers intensifies
According to a recent study, there are around 230,000 vacancies in Switzerland that remain vacant. The gastronomy, healthcare and IT sectors are particularly affected, but companies in other sectors are also struggling to find suitable candidates.
Home office – between well-being and isolation
The imposed home office experience is providing an involuntary impetus to new forms of work. We are suddenly all learning that it is also possible to effectively work together virtually, that employees are in fact productive at home, and that teams can function well even without physical meetings. But in the process, we are also becoming aware of what we are losing.
Digitalisation as a new opportunity for HR
An already fast-paced digitalisation is gaining additional momentum as a result of the Coronavirus pandemic, especially in human resources management. Approaching new talent is shifting almost entirely to social media, recruitment processes are conducted virtually, and algorithms are increasingly supporting the selection process for new employees.
A new generation on the labour market
The first generation Z employees are entering the labour market, and with them a new attitude. Deemed ‘’digitally demanding bourgeois’’, they seek a strict separation of work and private life. Just how compatible this is with the current “work-life models” of many employers remains to be seen.
Diversity and inclusion lagging behind
The topics of diversity and inclusion continue to gain importance, both in social discourse and in HR work. Unfortunately, the actual shift is still often limited to three additional letters appearing in job advertisements. However, it is slowly dawning on some that the next “Managing Director m/f/d” might actually not be a man.
Urgently wanted: purpose
Our collective experience of crisis over the last two years has triggered a process of individual reflection and rethinking among many people. What is really important to me? In life? At work? For some, the pursuit of security is gaining importance. Others are lacking a sense of fulfilment in their work and are specifically looking for more purpose.
All these changes have a tangible impact on how companies today engage with existing and future employees, and how they can position themselves successfully in the labour market. At Farner, we are convinced that employer branding is also changing rapidly and sustainably. There are, however, certain “basic truths” that will remain valid in the future. Two of them are revealed in this article:
Firstly: A holistic approach to the employee experience
Successful employer branding is much more than a recruitment campaign. It is a holistic process that covers all phases and touchpoints in the employee experience chain:
- Before the applicationprocess, it is important to position one’s own company on the labour market and attract the attention of new talents.
- During the application process, it is important to find and engage the right candidates.
- During employment, the focus is on retaining and developing the best employees.
- After employment, staying in touch is a good way to turn alumni into ambassadors.
An employee’s experience
Secondly: Focus on the employer value proposition
The goal of employer branding should be to make the experience coherent and authentic throughout the entire experience chain. Every single touchpoint in it offers the opportunity to position your company as a unique employer.
But what makes your company attractive? Why would someone choose to work for you and, more importantly, why would they want to stay? It is important to carefully elaborate an employer’s promise and formulate it in a convincing Employer Value Proposition (EVP).
You can read more about this in an upcoming blog article before Christmas. Until then, dear readers, please join our search forthe “new normal” of employer branding and leave us a comment with your thoughts on LinkedIn or Instagram.
- Farner employer branding offer https://www.farner.ch/en/expertise/employer-branding/
- Mercer study: What generations y and Z expect from work life https://www.mercer.ch/our-thinking/was-die-generationen-y-und-z-vom-arbeitsleben-erwarten.html
- Study or article on shortage of skilled workers (to be selected)
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