Research can define both your EVP and your HR action plan. I’d go further,
they should define it. And they are both vital to your employer brand.
As I alluded to last time, I think that too
often an organisation’s EVP (what you get for working here) and its employer
brand (how it feels to work here) are treated as the same. Your EVP is a
snapshot of the great things about working in your organisation right now. Take
it fresh out of the box, and use it today.
On the other hand, your employer brand is a
couple of things:
1)
Hypothesis #11: It’s
a constant process of building your reputation. And there’s a
strong parallel with consumer branding. It’s about understanding, even
anticipating, what your audience wants, and creating the product to match that
need. It’s not claiming that you make the best widgets; it’s making the best
widgets.
2)
Hypothesis #12: It’s
a permanent process of cementing your reputation. And there’s another
strong parallel with consumer branding, it’s about understanding what your
audience already associates with you, values about you and what they wish you
to represent in the future. It’s continually building a body of evidence for
why yours are the best widgets.
Your employer brand should be actions and
communications, always about what drives employees or future employees,
building in the purpose, told in a culturally appropriate way – experienced and
evidenced consistently in and out of the organisation. And the more you do
inside, on defining culture, on building engagement through communications,
managers and leaders – the easier to attract from outside.
You’ll get benefits from using it
as a communication tool. But to get the real benefits, it must be long-term, it
must involve culture, management, engagement – and it’ll take commitment from
outside of HR. Then it all leads back to greater performance, and should be one
of your key tools to improve your organisation.
Here ends the lecture.
There’s a few topics that I’ve skimmed over
in the last 8 posts. I’ll return to them soon.
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