Employer branding as a management task

Under the title The manager as employer branding manager, the speaker MMag. Judith Kastner, expert for human resource management, gave valuable impulses for practice. The participants then had the opportunity to exchange ideas in a discussion round. The aim of the HR manager circles is to establish a forum for the exchange of ideas, the further development of relevant topics or a platform for initiating projects. 

EMPLOYER VALUE PROPOSITION: THE ADDED VALUE OF A COMPANY

Employer branding has been established in HR management for a number of years and has also found its way into business-related literature. The challenge lies in creating an attractive and authentic employer profile based on the Employer Value Proposition (EVP). The EVP is the promise a company makes to its employees and should demonstrate the unique added value it offers them. But how can a company ensure that the EVP is not just an empty promise, but can also be experienced in practice? A 2020 study by Randstad shows that only 19 percent of employees feel that their employer keeps its promise. However, 76% of those who are satisfied recommend their company to others. This means that a credible and consistent EVP has a major impact on employee retention and employer branding. “To make the EVP a reality, you need an employer brand experience that makes the brand tangible in everyday working life,” says Judith Kastner. “This requires targeted internal and external communication, cultural adaptation and continuous evaluation. This is the only way a company can create a positive employee experience that motivates employees and makes them loyal.”

EMPLOYER BRANDING AT ALL LEVELS OF MANAGEMENT 

All managers should be actively involved so that the promise can be anchored in the corporate culture. The CEO Managing Director should enable employer branding to form an integral part of the corporate brand. To implement this, it is recommended that the HP department works with the communications and marketing department to develop a solution and communicate it both internally and externally. “Employer branding can only work if this topic is classified as a top priority by management. Ultimately, it is important that all managers live the employer brand and communicate it authentically,” emphasizes Judith Kastner.

EASY-TO-IMPLEMENT TIPS

A strategic and holistic approach should be taken when designing good employer branding. Nevertheless, it is relatively easy to implement some quick wins in practice that have a positive effect on your company's image:

• Quick response to applications: Prompt feedback to applicants with individual reference - i.e. no standard rejections to avoid frustration and resentment.
• Finding the right employees and matching expectations in a coffee chat: Sometimes it is better to have an online meeting in a relaxed atmosphere before the interview to get to know each other and openly exchange expectations.
• Open and transparent communication in job interviews: Applicants should be given clarity about their own expectations during the interview and should also be told which of their expectations cannot be met. This creates transparency and provides both sides with an honest basis for decision-making.

Conclusion of the event: Employer branding is costly for the entire company, but is indispensable, especially in these times of skills shortages.

ABOUT THE PERSON MMAG. JUDITH KASTNER:

She is particularly interested in strategic and tactical human resource management. The combination of strategic, conceptual planning with focused, results-oriented implementation forms the basis for her work. Ms. Kastner currently works as a management consultant and executive coach with a focus on the human factor and organization.

Link:

• Download Präsentation Employer Branding - MMag. Judith Kastner