EMPLOYER BRANDING
Employer branding a relocation revolution?
Almost three-quarters of CEOs are worried about securing talent, according to the Harvard Business Review. With employee experience becoming a critical competitive differentiator for companies, Dr Sue Shortland examines the intrinsic value of employer branding within global mobility and the business impact of an employee relocation experience.
E
mployer branding is generating a quiet revolution within the mobility landscape that cuts across a range of HR activities, from recruitment and selection to training, performance
management and communications. Having internalised their relocation experience, employees go out
into the world reflecting and promoting their organisation’s actions. As brand agents, employees are extremely powerful marketing and business tools and so the relocation experience is fundamental to a positive employer brand. Employer branding involves the identification of the distinct
features of the employment experience within a particular organisation, strengthening and communicating these and thereby clarifying and reinforcing the attractiveness of working for that specific organisation. When successful, employer branding generates alignment with
employee or internal branding, such that the workforce absorbs these unique values, and then employee behaviour actively and positively promotes the employer brand. With both employer and employee recognition that employees are fundamental to an organisation’s marketing activity.
Where marketing meets HR The concept of employer/employee branding within the realms
of HR is a fairly new concept. That said, it has rather quietly gained considerable traction, moving out from the fringes of overlap between marketing and mainstream HRM into a recognised and integral part of the role of the HR professional. Its starting point concerns the legitimate values, norms and behaviours that lie behind a corporate brand which represent the organisation in the public consciousness.
46 | Relocate | Autumn 2018
To differentiate one employer brand from another, benchmarking and auditing are necessary processes through which unique employment features can be identified. The employer brand should be consistently and persistently
communicated to employees via images (such as logos and advertising), value statements, and day-to-day actions. These messages are brought to life by management and leadership and should be those considered appropriate and legitimate representations of what conjures up best representations of the employer’s principles. Employer branding begins with the recruitment and selection
process where, in effect, it creates a continuous loop: the brand attracts talent that shares the organisational value set; and the selected employees empathise with the brand values, become brand
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