The world of work has changed irreversibly since the COVID-19 pandemic. Zoom calls. Working from home. A new perspective on work life balance and wellbeing. A desire for a more purpose-driven work. All of these factors have influenced the way employees view work and the expectations that they have of their employer. The period following the pandemic has seen a rebalancing of the employee-employer relationship, emphasising the need for businesses to adapt and create workplaces that foster engagement, inclusivity, and long-term growth. 

The evolution of the hiring process provides a clear example of the shift in dynamic. Candidates no longer just look for more generous salary or prestigious job title. They’re looking for purpose, alignment of values, flexibility, an authentic culture and leadership.

Platforms such as Glassdoor, Kununu, Love Mondays and Maimai also give candidates access to real-world, unfiltered experiences of past and present employees that share the good, the bad, and sometimes, the damn right ugly insights into a business’ culture.

The rise of remote working has further intensified competition. With location no longer a barrier, employees can now access job opportunities from companies across the globe, forcing businesses to compete on a global scale. This trend has made it even more critical for companies to distinguish themselves through a compelling employer brand. 

Certainly sounds simple enough. But the reality is that creating an effective employer brand that attracts the right people requires a ground-up approach. It takes more than a clearly defined and well-articulated mission, vision and values that get presented to the team once and then put on a shelf to gather dust. The best employer brands capture the very essence of the company culture and consistently apply it across its people and talent development strategies.  

It often comes down to one important question – how well do you really know your team and what matters to them? And secondly, how does that align with the needs and future aspirations of the business? Too often business and team leaders make assumptions about what their team wants rather than just asking the questions that will help them to create more meaningful engagement, mutual understanding and actionable insights to enhance the employee experience. 

Often the challenge lies in establishing what a great place to work looks like – and not just for one individual or team, but across the whole organisation. How an organisation deals with issues, such as interpersonal conflict, the level of autonomy given to employees, the creation of meaningful work, as well as considerations for workplace wellbeing and people management, are all tangible elements of the day-to-day employee experience – all of which can have a significant impact on people’s overall job satisfaction. But so often there are inconsistencies that can weaken or even damage an employer’s reputation.  

So once established, it’s important that everything is done to protect what an employer brand stands for. That means not being a bystander to behaviours that aren’t aligned with your values. It means having difficult conversations and getting comfortable with giving honest feedback. It also means taking accountability for your own actions and behaviours, carefully considering the language you use in your daily interactions with your colleagues. As well as the bigger picture vision, it’s the micro moments that really matter when it comes to building and maintaining an employer brand.  

What businesses often get wrong when it comes to company culture is thinking it’s something that can be enforced from the top down. A company’s culture is a direct product of the people you have within the business, and just one or two individuals who aren’t aligned with the culture can have a catastrophic impact. A great company culture is one that attracts the right people because it’s fostered by the right people. It’s not about appealing to everyone. You know you’ve got it right when you have a diverse team from different backgrounds, experience and perspectives who form a cohesive unit based on shared values and sense of purpose. 

Culture runs deeper than office perks and early finish Fridays (although these things can still have a place!). It’s about creating an environment that nurtures, challenges and supports individuals – not only as employees, but as people. Real, emotional human beings that have needs and dreams outside of their day jobs. An environment where differences and uniqueness are celebrated, welcomed and valued.  

But how does all of this relate to employer branding?  

If employer branding sets the aspiration and external culture, the culture is the lived experience for employees.  

“Today, brands need to focus on the broader cultural aspects of being part of a team and acknowledge that their people ultimately shape the business.”

Consisting of a core positioning statement and supporting pillars, the EVP defines the “give and get” in an employer-employee relationship and ensures that a brand and its employees share the same expectations from each other. Importantly, it articulates the business’ reality and provides employees with insight on what they can expect from working there, while communicating realistic aspirations about where the business wants to be.

Authenticity is key when building an EVP – it must be reflected in day-to-day operations, fostering a positive work environment that enhances employee satisfaction, morale and productivity.

Developing an EVP that resonates with current and prospective employees requires a deep understanding of what your employees value and what your business offers (or could offer). When employees share the values and experiences associated with the business for which they work, they not only feel more satisfied in their roles, but also project those values to customers more effectively and build the business’ brand reputation externally.  

Now that you have your EVP, it’s essential to ensure it flows throughout the entire employee experience. From creating a robust recruitment and onboarding process that leaves a positive impression on candidates (regardless of whether they are successful or not) to maintaining engagement with your top talent, no stone should go unturned.  

It’s also worth acknowledging how integral managers are to the employee experience. Managers play a pivotal role in working better together, bridging the gap between business goals and employee needs to ensure team members feel valued and motivated. The saying goes that “people leave bad bosses, not bad businesses”, and research has shown that ineffective managers more than double the likelihood that workers plan to leave their organisation in the next 12 months.3 In addition, nearly a third of employees with ineffective managers said they are satisfied with their job, compared to 74% for those with effective managers.4 

By supporting managers in leading with empathy, authenticity, and a commitment to ongoing development, they can help to cultivate a culture of trust, collaboration, and continuous improvement. Investing in training your managers is one of the most effective ways you can strengthen your EVP and avoid the trap of the “accidental manager” who isn’t prepared or equipped to handle your people with the care and respect they deserve.  

Ultimately, if you want to succeed in attracting and retaining the best talent, you have to give people a reason to believe that they are part of something worthwhile and most importantly, that their input is recognised and valued in a way that’s meaningful to them. Whether that be the ability to work flexibly around their other commitments or trusted to make decisions without going through layers of management. By better understanding what motivates and drives your team as individuals and as a collective, you can successfully avoid the pitfalls of employers who promise the world and deliver disappointment.  

Just as rough seas forge stronger sailors, businesses who are clear about what their promise is to their employees are more likely to not only survive but thrive during turbulent times and periods of change.