Today, a strong employer brand is seen as a critical way to attract, engage, and retain the best people. At a time when top talent is highly mobile, those are certainly laudable goals. But is building a special, separate employer brand the way to achieve them? No.
Why We Need to Rethink “Employer Brand”
Too often it has nothing to do with the core business.
June 07, 2019
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Summary.
Today, a strong employer brand is routinely seen as a critical asset to attract, engage, and retain the best people. But too often its management is left to HR, leaving it disconnected from the corporate brand and the core drivers of the business. What should organizations do instead? First, create a talent framework that lays out the key qualities, behaviors, and motivations C-suite managers want to see in their workforce. Next, validate the talent framework with key stakeholders, especially customer-facing employees. Finally, embed the talent framework into the business by incentivizing the right behaviors.
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Writing Skills. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
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