Is your company attractive enough for an employee?

Is your company attractive enough for an employee? 

In the current labour market talented people use all their senses to scan for interesting jobs.

Can you answer the question when a candidate asks you: "Why should I come to work for you?" Few people can even respond properly to the question "tell me about your corporate culture?" How about "the way you operate and how you commit to these values in practice?"

In previous corporate interviews, interviewers bombarded interviewees with familiar questions and interviewees bombarded back with even more familiar questions. Today, these experts demand answers, in-depth and knowledgeable. Throughout the interview, they analyse whether this manager is my front-line manager and what his or her management style is like. Is this company responsible enough and does it act according to its values, or how does the company take care of its employees and how flexible is the company  in supporting the employee? These are things that cannot be overemphasised in today's recruitment process.

For many companies, it can even be  shocking  to find out how they are not attractive enough  despite  fine pay and benefits  and  products  of high quality. That may no longer be enough.

The pandemic changed this. I've seen it in dozens of interviews during the last  four years. The tone and questions have changed. Of course, salary is still important, but not the most important. Now candidates want a company to offer not only all the accountability and leadership and flexibility, but also emotional well-being and, in terms of benefits, good practical benefits. Clarity is important.

We have talked for years about the meaning of work and how important it is to have a say in your own work and to feel like you are doing something important. There is also the added nuance that employees want the company itself to contribute to something meaningful. If not through the company's services and products, then at least through sustainability or diversity. But somehow it should be visible. And it is these companies that can attract the best employees.

Do you know how to sell image, corporate culture and skills development?

The problem then is that the company may not know how to sell these ideas and concepts to the candidates. They may not be communicated as desired, or the candidate may not get a positive or realistic impression and withdraw from the process. For reasons of politeness, some candidates rarelylist their reason when they withdraw. The candidate may be motivated by something quite different from what the company offers.

Demand for labour now often exceeds supply and companies are competing for the same talent. Candidates quickly learn what they want and learn to compare companies and therefore  companies should invest in building their own employer image.

EB, or Employer Branding, is an important part of attracting employees today. It also includes the way companies manage the development of their employees' skills. The well-being of the work community and employees is improved and staff turnover is reduced if skills are developed. It strengthens commitment and has been shown to increase organisational efficiency and productivity. Many candidates today ask: "How can my particular skills be developed in this company?"

Is building employer branding hard and expensive?

Of course, if you have a strong brand, it is easier to build an employer image. The overall market situation and resources will play a role. As a rule of thumb, there are many ways to build visibility and even small resources can get you started. Many companies already have a dedicated EB Manager, but most do not have one, or have one on the side, run by the CEO or HR or the marketing manager. External experts can help. It is also important that the company is genuinely on the move and has a genuine desire to develop its own activities. Coated words and images will be revealed.  

Candidate experience is equally important

Part of the employer's image is also how well the company looks after its candidates. This  implies that the partner, the executive search company, must take at least as good a care of the candidates. The company's own time and resources are not always sufficient and therefore an external partner is brought in to take care of the recruitment through direct search.

However, an unacceptable number of executive search companies take arrogant or poor care of candidates. For every candidate, the job search process is important and demanding and they deserve to be noticed and respected. Both from the executive search partner and from the company.

Improving the employer's image, improving the candidate experience....The task is not impossible. Let us help you find a solution.

Birn+Partners has an Employer Branding service where we can both help with employer image development and Story Telling, and help you outline and build your own employer image. The service also gives us accurate information about how attractive you really are in the market and why.

We analyse, develop and build together. We have the knowledge and know what is important for a company wishing to manage its employer image and we know how to change them, as well. In addition to the EB service, we also help companies understand how to interview better to keep the candidate motivated and to ensure a high level of candidate experience. On the other hand, in executive search, we take care of that from the very beginning, when we are looking for talent. The best people don't just look at the job advertisements, they have to be found and attracted, and here too the client's EB reputation plays an important role.

For more information contact Birn+Partners, Mona-Maria Ilola, mmi@birn-partners.com