The basics

In the first part of this article, we focus on the first steps in the area of employer branding, on practice-related measures and give an introduction to how employer branding can also be implemented for start-ups, small companies or medium-sized companies.

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The second part of this article will then be about how the area of employer branding can be developed by dealing correctly with applicants, through authentic HR work, through internal measures such as employee benefits and career opportunities, and dealing with criticism.

Briefly about the definition of the term: Employer branding is the development, development or optimization of an employer brand. The procedure in this process is actually almost identical to building a brand in marketing.

First, an analysis of the current situation, an inventory should be carried out, followed by a target positioning with one or more main distinguishing features. Authenticity is important here, i.e. also: which mission, which vision, which corporate values are actually lived or should be lived out. In the area of employer branding, it is crucial that all employees implement these values both internally and externally.

In order to implement this first step conscientiously, it is helpful to answer questions honestly. These can be:

• How do I want to be seen as a company, which
• Which “target employees” does the company have?
• What is the company's current position in terms of visibility among applicants?
• What are the unique selling points?
• Who from the company has already dealt with employer branding?
• Who in the company has the know-how and capacity to address employer branding with all its tasks?
• What do current employees appreciate about your workplace?
• And last but not least: Is this topic possibly so complex and important that an external contract appears useful?

As a second step, it is crucial to motivate existing employees to communicate these values to the outside world, to become good “brand ambassadors,” so to speak. This can and should be rewarded, for example with programs such as: “Employees recruit employees” or by using these employees at events or trade fairs. It goes without saying that good employer branding can only be promoted by employees who are highly motivated behind the company values. A careful selection should be made here, especially at trainee or job fairs.

The private sector of employees should also not be underestimated. Especially among friends and acquaintances, questions often arise about the respective employment relationship. Anyone who has employees here who act as “recommendation managers” has already achieved a great deal. Just as when building a brand in marketing, an applicant today demands more from a future employer than mere facts or figures. The image, the public image, the values are of crucial importance.

Depending on the positioning of the company, it is important to get involved in social, economic or socially relevant projects, to support or initiate local projects at the company headquarters, or to campaign for sustainable business, sport, equality or environmental protection. There are countless examples of this, which are decisive for good employer branding.

As a prospective employer brand manager, you've probably already figured it out: None of this is enough, of course. Preparatory and sustainable communication in the channels relevant to the company, whether in the area of social media or other media, is crucial. Authenticity should also come first here, e.g. through “real” faces or stories of your employees. Well-done “storytelling” in particular can be very worthwhile in employer branding.

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