We ourselves always start our projects with an analysis of the so-called touchpoints. Platforms like kununusocial media channels, social job networks such as LinkedIn or Xing, advertising campaigns, job advertisements, the website and communication during the application process show how a company presents itself, how consistent its image is and whether a potential applicant wants to work there.
1. how does the company present itself at the various touchpoints?
It gets really exciting whenwhen this picture of the perception of the employees laidlaidt is superimposed. There may be relevant deviations here and these need to be looked at. No one is helped if a company is polished to a high gloss on the outside and the inside is rather dull. In Individual interviews or focus group discussions, we find out whether the external narrative already today already corresponds to the internal realities or whether there is a need to work on cultural issues.
2. what stories do the internal stakeholders tell about the company?
The results of the discussions and the touchpointChecks are subsequently incorporated into the results of the analysis. They are the compass for the strategic answer to the question:
3. how and where do we position the company as an attractive employer?
The development of measures based on this is as individual as each company itself itself. All measures are directed outwards, but also inwards, in order to paint a coherent picture. We have to deal – and this is not uncommon – with numerous and serious gaps between the external image and the internal perception, parallel a cultural change can be started, which naturally Time is needed. Time that hardly a company has in the current situation. So it makes sense to focus on the employer branding without losing sight of the cultural journey required to close the gaps.
These two topics, i.e. Employer Branding and cultural change are often mixed up, which means that acute challenges get lost in the overall process without being resolved. But: cultural changes have the same priority, because as a future employee, I want to be able to recognize whether important changes (which may have been advertised by the company) have already been initiated, even if they have not yet been completed. So:
4. what changes are necessary for the company to develop in line with our vision?
In order to attract the right applicants, we have had good success with the creation of tailored personas. They are primarily developed for positions that need to be filled in large numbers or for those that receive few good applications. We use this to develop very targeted campaigns that fit into the overall image of the employer brand and address precisely those people who are wanted and needed.
5. how do we describe the people who fit our job profiles?
Internal alignment is also important here: the target group of the recruiting campaign corresponds to the ideas of the management, the needs of the company and is anchored where the touchpoints are served, i.e. in communication and marketing.
These questions are used to approach an authentic employer branding and thus the people you want to retain in your company. It is successful when potential employees consciously choose an employer and get what they have been “promised”. And if the salary and benefits are right, it works too with the applicants*with the applicants.
Do you need more input or want to delve deeper into the employer–want to get involved in the branding process? Then take gladly contact us – we will look together at your your challenges and needs together.