Yes, times are changing. The ongoing digital revolution, the new work models (hybrid and flexible, accelerated by the pandemic), the cultural pressure of the new generations (millennials and the emerging generation Z) and this new era of exposure and transparency (inherent to people and organizations) came to disrupt the basis of what might be considered a great EVP (employer value proposition). People’s needs and expectations are quite different from what we saw 5 or 10 years ago. Moreover, the increasing diversity requires building value propositons that can attract distinct talent in terms of age (3 or 4 generations living in the same business environment), gender, cultural (in result of globalization and mobility) and in terms of work context (many full-time professionals, others in part-time mode, in projects or as freelancers). In fact, many big corporations are now addressing the gig economy, trying to engage top talent to specific transformation projects.
As the future of work arrived earlier than many people expected, more than ever it’s important for a company to deploy a marketing strategy and an employer brand that will be relevant to communicate the new EVP – for the present and future talent. This requires a refined and insightful effort in several dimensions – substantial and symbolic, from purpose, principles, values and benefits to talent management processes, from models of compensation to colaboration and personal development.
By evaluating the internal engagement status, benchmarking the market and performing an employer image audit, companies can start a journey for a consistent Employer Branding strategy. From strategy to execution, this roadmap should reinforce the attributes of the company´s brand, segment the market and addressing the relevant targets and choose communication channels (mostly, digital) to deliver the key messages. And, finally, enhance the “employee experience”, using technology (for example, augmented and virtual reality or artificial intelligence) to maximize interactions effectiveness and “human touch” rituals, on-site or remote, to build a more positive and healthy corporate culture.
In the future of work, building an employer brand with personality, differentiation and consistency is a mandatory challenge.
Managing Partner of Darefy – Leadership & Change Builders