Your strong employment brand starts with culture. What adjectives and descriptors would your leadership team use to define your current culture? Or your aspirational culture? How strongly is it embraced by senior leadership?
Does your recruiting process have consistency, collect good information about candidates, and does your interview process appear professional and well organized? In what ways does a candidate’s first view of your company appear positive or negative?
How positively or negatively would your current team members rate your organization? Have you surveyed them lately? (Think Net Promoter Survey for loyalty, not satisfaction)
How strong is your onboarding and orientation process? What career tracks or programs have you created for promotion and succession? What options, internal or external, are available for leadership and technical development?
How strongly are your core values and mission communicated to the wider world? In what ways does your organization value and support the community(s) that you operate within? Why do current employees say, “I’m proud to be part of this organization.” Is your organization well known throughout the community?
Do you treat recruitment of employees as a marketing goal, similarly to recruiting customers?
Is it time to overhaul your benefits package or review compensation against the labor market? How strong are your manager’s soft skills related to employee retention? What systems do you have in place to give constructive feedback on performance and outline career development?
If the answer to any of these questions is “No” or unclear, you have work to do! Positive and clearly defined answers will assist any organization’s efforts to strengthen their employment brand.
For more information, email Chuck or call 574-361-6166.