Primary research into the strength of the organization ’ s appeal as a potential employer is also a helpful benchmarking tool . But it ’ s essential to use these market findings to support , not mold , your organization ’ s talent brand .
on ’ t just recruit — anchor all of your workplace culture in the brand .
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A talent brand is not just about recruiting . If it accurately touches on the collective values and personality of a workplace culture , why not frame it as the basis for all human capital activities ? This is where its most telling strategic value emerges , and where recruitment-centric employer brands inevitably fall short .
L ike all ‘ big idea ’ brands , it has to be more than a premise for advertising and promotion .
A talent brand can contribute in tangible and practical ways to improving performance . It can spur culturally authentic programs to develop and retain talent , to align the workforce on corporate goals and strategy , and to drive initiatives for inclusion , change management , corporate oral tradition , and workforce planning , among many others .
In all cases , a talent brand should be the basis for concrete human capital programs that build or reinforce organizational culture . This is equally true if your organization ’ s talent brand turns out to be a work-in-progress . No corporate culture is flawlessly homogeneous , and a brand platform can become the fulcrum for breakthrough human capital strategies .
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If you ’ re willing to explore and build , you will find a powerful asset in your workforce .
Building blocks of a great talent brand
1 Brand power emerges from community and shared values .
2 A talent brand should be authentic from the inside out .
3 The premise is that if you demonstrate your workplace ’ s culture and values , the best qualified applicants will self-select .
4 Don ’ t just recruit — anchor all of your workplace culture in the brand .
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Like all ‘ big idea ’ brands , it has to be more than a premise for advertising and promotion .
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