Design
F
ollowing this, the econo-
my continued to show good
growth and this led employ-
ees to change their expectations once
more, this time adding on the desire
to develop themselves on the job in
addition to contributing to society.
Nowadays, this approach has evolved
even further with employees looking
for jobs that give them the opportu-
nity to grow and that moreover give
them a means to the lifestyle they
want to live. They are seeking em-
ployment with organisations that
have a good reputation and those
which help them to feel self fulfilled.
Employees are not just asking them-
selves about what they wish to do but
also where they wish to work.
The battle for talent among employers
is so evident nowadays, as skills short-
ages are becoming even more acute in
certain sectors. This has forced em-
ployers to rethink the way they posi-
tion themselves in the labour market.
In the past, companies relied on their
consumer brand to provide them with
a good reputation. A strong consum-
er brand would then be used to at-
tract and retain talented employees.
Companies
need to be seen
as a great place
to work
DESIGN&BUILD
A strong employer brand fuels job satisfaction and success.
This is no longer enough as there is
also a need for employers to have a
strong employer brand.
Employers are starting to recognise
the fact that their vision, values and
culture have a huge impact on their
image and, therefore their reputation.
In turn this fuels satisfaction, happi-
ness and success on the job. Compa-
nies need to be seen as a great place
to work, fostering a team of employ-
ees who are happy to work there and
who have a lifestyle which is attractive
to prospective employees. The brand
renders them unique when compared
to other employers.
Developing an employer brand is not
just about pushing public relations
messages to the media. It is about the
actual experiences of the employees,
the way the leadership team acts, and
the corporate values that are commu-
nicated both internally and externally.
If there is any divergence among these
three elements, it will most proba-
bly become evident and the employ-
er would have no control on it. The
employer cannot control what is said
about it in private circles, chat rooms,
blogs and online communities. So the
employer brand depends a great deal
on the authenticity of the employer.
My own experience in the recruit-
ment sector shows that employers with
strong, positive, authentic brands at-
tract the right talent for their organi-
sation, experience lower staff turnover
and reduce their recruitment costs.
In today’s highly competitive labour
market these are three outcomes that
cannot surely be ignored.
About the author
Joanne Bondin is Head - Selection
Unit and Director of Misco Con-
sulting; a leading knowledge-based
independent consulting firm in
Malta, working closely with its clients
across all sectors of the economy, with
the aim of creating and transforming
business strategy into reality.
She may be contacted at 21220303 or
at [email protected]
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57