Role re­ver­sal or how to build an at­trac­ti­ve em­ploy­er brand

Auch bei Re­gen­wet­ter noch al­ler­bes­ter Lau­ne. Das Mes­se­team vom Uni­ver­si­täts­kli­ni­kum Jena. Zu­frie­de­ne Mitarbeiter*innen sind auch rich­tig gute Mar­ken­bot­schaf­ter.

Well-qua­li­fied spe­cia­lists are spoi­led for choice – and have high ex­pec­ta­ti­ons. In or­der to at­tract sought-af­ter ta­lent, com­pa­nies must not only ques­ti­on their own va­lues, but also how they are pre­sen­ted. The world of work is chan­ging, „New Work“ is now the cre­do. This term is not en­ti­re­ly new; the Ame­ri­can so­cial phi­lo­so­pher Fri­th­jof Berg­mann de­ve­lo­ped this way of working back in the 1970s. Ho­we­ver, it is only in the wake of di­gi­ta­liza­ti­on and rein­forced by the co­ro­na­vi­rus pan­de­mic that New Work has be­co­me a de­mand that many em­ployees are ma­king – and em­ploy­ers need to ad­apt. It’s not just about di­gi­tal working from home. New work also in­vol­ves self-rea­liza­ti­on and a sen­se of pur­po­se: more and more ap­pli­cants are choo­sing their job ba­sed on the pre­mi­se that it fits in with their own va­lues and de­si­res. Work must be fun, so the job must suit the em­ployee, as must the team and the com­pa­ny. Ri­gid duty rost­ers and com­pul­so­ry pre­sence in the of­fice no lon­ger go hand in hand with em­ployees‘ re­qui­re­ments – espe­ci­al­ly as the pan­de­mic has pro­ven that working can work dif­fer­ent­ly. New Work also in­cludes li­fel­ong lear­ning, be­cau­se em­ployees want to con­ti­nue to de­ve­lop.

Ac­ti­ve sourcing and em­ploy­er bran­ding

Com­pa­nies that fail to meet the new re­qui­re­ments of their em­ployees risk lo­sing qua­li­fied spe­cia­lists in par­ti­cu­lar. This is be­cau­se they are sc­ar­ce in many are­as of the la­bor mar­ket and are the­r­e­fo­re more in de­mand than ever. Tra­di­tio­nal ap­pli­ca­ti­on pro­ce­du­res, in which do­zens of in­te­res­ted can­di­da­tes re­spond to a job ad­ver­ti­se­ment and the em­ploy­er de­ci­des who to hire, are out­da­ted. In­s­tead, com­pa­nies have to ap­proach spe­cia­lists in the cour­se of ac­ti­ve sourcing, and they choo­se their new job from a lar­ge num­ber of of­fers. It is the­r­e­fo­re es­sen­ti­al for com­pa­nies to stand out from the crowd as good em­ploy­ers. This is whe­re em­ploy­er bran­ding co­mes into play. Com­pa­nies need to open up to the out­side world and ac­tively pre­sent them­sel­ves as em­ploy­ers who­se em­ployees are sa­tis­fied. The mes­sa­ge that re­crui­ters send to spe­cia­lists via pro­fes­sio­nal net­works such as Lin­ke­dIn or Xing alo­ne must make com­pa­nies stand out. Af­ter all, good staff are in de­mand and usual­ly don’t just re­cei­ve a mes­sa­ge. If the first im­pres­si­on is right, can­di­da­tes re­se­arch the com­pa­ny be­fo­re re­spon­ding to in­qui­ries or ad­ver­ti­se­ments. The ob­vious thing to do is to take a look at the company’s web­site or scroll th­rough its so­cial me­dia chan­nels. Plea­se note: at least the­se things are nee­ded in the com­pe­ti­ti­on for good per­son­nel!

Ans­wer key ques­ti­ons in com­pa­ny pre­sen­ta­ti­on

In or­der to con­vin­ce in­te­res­ted par­ties to in­tro­du­ce them­sel­ves to the po­ten­ti­al new em­ploy­er, can­di­da­tes must be able to ans­wer the fol­lo­wing ques­ti­ons in ad­van­ce:

  • What va­lues does the com­pa­ny re­pre­sent?
  • What does it stand for?
  • How sa­tis­fied are the em­ployees?
  • What is it about working?
  • How is the co­ope­ra­ti­on among em­ployees and with su­pe­ri­ors?
  • What are the pro­s­pects?
  • How does the com­pa­ny stand out from the com­pe­ti­ti­on?

In de­scrip­ti­ve texts on the com­pa­ny web­site, in so­cial me­dia posts and vi­de­os, com­pa­nies can show exact­ly that. Im­portant: Em­ploy­er bran­ding must be au­then­tic! Vi­de­os should be shot in ever­y­day working life or du­ring joint ac­ti­vi­ties and with your own em­ployees. An­yo­ne who stages sce­nes with ac­ting is usual­ly ea­si­ly ex­po­sed – at the la­test in the job in­ter­view or du­ring the pro­ba­tio­na­ry pe­ri­od. The re­sult: skil­led workers don’t even sign up or quick­ly re­sign and make the lies pu­blic in their net­works. This also sca­res off other in­te­res­ted par­ties.

Em­ploy­er bran­ding: ad­van­ta­ges for com­pa­nies and ap­pli­cants

Em­ploy­er bran­ding of­fers be­ne­fits to both com­pa­nies and ta­len­ted in­di­vi­du­als:

  • Com­pa­nies achie­ve a bet­ter re­spon­se and re­spon­se rate to their ad­ver­ti­se­ments and re­crui­ting re­quests
  • The in­te­rest of spe­cia­lists in the com­pa­ny is in­cre­asing
  • Ta­lents are gi­ven a cre­di­ble image of the com­pa­ny
  • The de­cis­i­on-ma­king pro­cess for ta­lents be­co­mes ea­sier
  • Job in­ter­views al­re­a­dy have a ba­sis: com­pa­nies have made their re­qui­re­ments clear, ta­lents have al­re­a­dy in­for­med them­sel­ves about them.

The in­ter­view is then about open ques­ti­ons and get­ting to know each other per­so­nal­ly. The more open the ex­ch­an­ge bet­ween ap­pli­cants and em­ploy­ers is, the hig­her the suc­cess rate – for both si­des. Di­s­ap­point­ments due to fal­se ex­pec­ta­ti­ons are avo­ided. The time that both si­des in­vest in a job in­ter­view and in­duc­tion is not was­ted. Em­ploy­er bran­ding the­r­e­fo­re makes the ap­pli­ca­ti­on pro­cess more va­lue-ad­ding.

Tar­ge­ted spe­cia­lists for re­crui­ting and em­ploy­er bran­ding

As em­ploy­er bran­ding and tar­ge­ted re­crui­ting are a mix­tu­re of mar­ke­ting and hu­man re­sour­ces, the­se tasks can­not ne­ces­s­a­ri­ly be as­si­gned to one de­part­ment – also be­cau­se they are ex­ten­si­ve and would over­bur­den em­ployees. It makes sen­se to as­sign the­se tasks to spe­ci­fic em­ployees and crea­te de­di­ca­ted po­si­ti­ons for them. Af­ter all, wi­t­hout em­ploy­er bran­ding and re­crui­ting, com­pa­nies hard­ly stand a chan­ce in the com­pe­ti­ti­on for ta­lent. Both should the­r­e­fo­re not be ne­gle­c­ted. Source: https://​www​.hr​today​.ch/