Employer branding against corporate culture and employee engagement

03 December, 2019
By G-Team

Employer branding is a big business in the workplace today. It is one of the core pillars of recruitment and talent attraction. As companies increasingly understand the importance of employer branding, the demand for employee branding has led to the proliferation of employer brand agencies and employer brand conferences.

As defined by Universum, employer branding is defined as “the process of promoting a company, or an organization, as the employer of choice to a desired target group, one which a company needs and wants to recruit and retain”.

While employer branding is technically built upon company culture and employee engagement - after all there should be some form of company culture to promote to the talent pool - eventually, employer branding might end up defining the culture within the company and how the leaders strive to engage and retain talent.

Here’s why:

Companies will eventually sell the brand that they want the public to see.

And once companies have shifted their focus to that, it is difficult for them to focus efforts on internal alignment within what they portray to the public versus the actual culture within the company.

Managers will start to micro-manage

Channelling a strong employer branding means little room for managers or team leaders to create their own micro culture. And in order for employers to uphold the company branding, managers are likely to micro manage their employees - after all, they are ones who have to front the company “culture” and they are certainly not going to let any employee create their own “happy hour fridays”.

Employer branding is an investment

Unlike company culture which can easily evolve over time depending on the type of employees, employer branding is an investment of time and money. Thereafter once a certain employer brand is established, it is difficult for the culture within the company to deviate away from what they portray to the public.

While companies may view employer branding as a way to attract and retain talent, they also run the risk of creating employee disengagement and lack of a “real” workplace culture in the long run. Instead of placing all bets on creating a “brand name”, companies should instead focus on creating a wholesome culture that works best for both managers and employees. The best talents and new hires are then likely to come in due to word of mouth - and that reflects more of an authentic workplace culture.

Posted in Human Resource