Your Employment Brand – do you really have control?

Our guest author, Malcolm Peak from Randstad’s HR Consulting Practice, explains whether companies are really in control of their employment brand and what it means for their Employee Value Proposition.

Over the past few weeks I have been sharing the results of Randstad’s  global employment branding survey and one of the most contentious points I have made is that I don’t believe companies can control their employment brand.

Let me explain…

Your employment brand is your reputation in the market.  You can tell the market what you want your brand to be, but the market will make assumptions and make their own decision – and different segments of the market will form a different view of your brand based on their own circumstances.  This will be as a result of a number of factors but could include what they read in the paper about the people you employ, their own employment experience – or just as likely what they have experienced of your corporate brand as a consumer of the products or services you offer.

Therefore, I contend that your audience has too many factors to incorporate into their decision-making to accept simply what they are told about your brand.  You can’t control what they think so you can’t control what they think of your brand.

But, you can influence…and this influencing power revolves around your employee value proposition (EVP).  If you can create an EVP that speaks to the core drivers of the type of people you would like to have working in your organisation, you can influence the market’s decision-making process to help prospective and current employees come to the right conclusion about your organisation – and your employer brand.

To be successful in this regard, you need to realise that your organisation doesn’t have “one EVP” but many.  People join an organisation for a different reason to why they stay, and will leave for a different reason again…and not forgetting that different segments of your workforce will act on different drivers (finance people vs IT people vs salespeople).

How do you create an EVP that speaks to the core drivers of your ideal employee?

1. Start by asking questions

Why did people join your organisation? What makes them stay when there might be more attractive offers elsewhere? What would make them leave?

2. You will then understand the motivators and drivers

You can then start to understand the different motivators and drivers of your workforce during their employment journey with you and begin tailoring your focus.  To do this properly, you’ll also need to look at different segments within your workforce –  tenure, business unit, gender etc.

From there you can start to distill your overarching EVP which will give you insight to the gaps between the EVP you want to project to the market and the EVP your employees experience.

3. Don’t let the answers deter you

You might be surprised by some of the answers you get (both positive and negative), but that should not deter you.  Sometimes there is nothing wrong with what you are offering, just that you are not marketing or communicating it particularly well.

If you’d like to know more, see some of our research or discuss your own situation and how we might be able to help you, please feel free to contact me or one of the HR Consulting team at Randstad.

Malcolm Peak is a General Manager in Randstad’s HR Consulting Practice.  He can be contacted via  email at or mobile on 0409 234 860.


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