Читать книгу Employer Branding For Dummies - Richard Mosley - Страница 10

Common sense dictates that in order for promises to be of any value, they must be kept. Employees who feel as though they’re working for one of the best employers in the world are more likely to refer friends, family members, and professional contacts to the organization and sing its praises on social channels, such as LinkedIn and Glassdoor. Employees who are disappointed by their employment experience may start to think that the EVP and any new employer branding initiative is an empty promise at best, and a self-serving gesture at worst.

To continue to earn employee trust and engagement, do the following:

❯❯ Stress to the CEO the importance of creating an exceptional employment experience. The CEO must make it her personal mission to earn a reputation for being an employer of choice by shaping a healthy organizational culture and supporting a consistently positive employee experience. Ideally, the senior team should take the lead in launching the employer brand (including their key future commitments) and briefing management on what is required from them to deliver on the brand promises.

❯❯ Do more in a distinctly better way. Strive to continually do more in a distinctly better way for employees. Your goal is to create brand-signature experiences – elements of your company’s employment experience that make the experience unique and superior to that offered by organizations competing for the same talent. Brand-signature experiences are of value to employees and to the organization, but they also serve as constant reminders of the company’s culture and values.

❯❯ Take a customer service approach to HR processes. Manage the employee experience as carefully as you would manage the customer experience. Strive to make every important people management interaction (or touch point) with employees a signature experience and every stage in an HR process a consistently positive “on-brand” experience for the employee. Follow the customer service model practiced by most airlines, in which the customer experience is managed from the time the customer starts shopping for a flight until he boards and ultimately exits the plane.