Forget the Employer Brand and Try Transparency
"Employee brand" and "recruitment brand" are major buzzwords these past few years. Which means a lot of new technologies have popped up to create beautiful websites selling your internal brand to potential employees.
And that's the problem. These websites exist to SELL workplace brands -- touting all of the best things and none of the real day-to-day things. Workers today, especially millennials and Gen Xers, crave authenticity. We can smell a sales pitch a mile away.
We were trained this way. Our schools now spend weeks teaching students how to see through marketing and sales pitches in order to pursue the truth. So of course workers are skeptical when presented with marketing or sales pitches -- they want to know what the workplace is REALLY like.
Is the manager a jerk? How flexible will my hours really be? Will I be guilted into working over the weekend if I ever have a prayer of advancing in this organization? These are the questions we want answers to and no amount of happy videos and beautiful pictures of break rooms and ping pong tables are ever going to give us those answers.
In fact, these are factors that aren't easily quantified. The schedule flexibility that you crave may not be the environment that I want. The culture in IT is different than the culture in the call center - which makes a one size fits all approach challenging. So what is an employer to do?
Why not start with measuring your culture? Sure, this is no new suggestion. Internal culture surveys have been used widely -- but after the results are generated, are they actually useful long term? We hear they often collect dust on the shelf.
This is why we built Cloverleaf -- to help you measure your culture in an actionable way. As in, you can use the results to communicate your day-to-day culture in your employee brand, and visualize how new hires will fit in the team.
We believe culture is created by the collection of individuals that make up a team. And a company is then a collection of these different teams. So it might help tostart small - perhaps with that difficult department that has high turnover or is constantly looking for that difficult technical skill set that is impossible to recruit for.
Then you canaggregate to entire divisions or Fortune 100 companies. Along the way you have the power to create teams and gain a better understanding of the unique culturesrepresented by these teams. And the best part as a talent acquisition specialist is that you can use that team to build the basis for your recruiting efforts. Attach the job listingto the team dashboardand see how the applicants fit in.