Alice asked the Cheshire Cat,
who was sitting in a tree,
“What road do I take?”
The cat asked,
“Where do you want to go?”
“I don’t know,” Alice answered.
“Then,” said the cat,
“it really doesn’t matter, does it?”

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Employer branding in the times of Covid-19

Whiplash Team, 19th March 2021

Employer branding in the times of Covid-19

Recruiting and retaining the best talent is always a challenge. In times of crisis and uncertainty, even more so. One year after the WHO declared COVID-19 a global pandemic, and telecommuting was adopted as a formula to keep companies operational, organizations face the challenge of creating effective employer branding strategies to attract the best professionals no matter where they reside.

The normalization of teleworking has made it possible that, in many cases, location is now out of the equation, allowing both companies and workers to select the best option without the ‘close to the office’ factor having a decisive weight. This is one of the many aspects that has changed in the recruitment and management of talents within organizations due to the conditions imposed by the coronavirus pandemic.

2020 was a year of adaptation; to working from home, of conditioning workspaces at home, of learning to manage time in these new conditions and to use technology and make better use of its advantages. One year after the global pandemic was declared, when we are now used to teleworking and organizations have assumed that this modality is here to stay, 2021 will be the year of the implementation of new employer branding strategies to attract, retain, and motivate the best talent, wherever they are.

Among the most important trends in talent management for this year, the latest Talent Trends 2021 report, prepared by Randstad Sourceright, points out, among other things, the importance of focusing the strategy on the candidate’s skills to create value; managing the safety and emotional well-being of workers; continuous training; talent without borders; diversity and inclusion; the reorientation of teams, i.e., recycling people through reskilling and upskilling; and, of course, a solid employer branding strategy.

Employer branding seeks to improve the image of the brand, not only for its customers but, above all, for its employees and potential candidates. In a context in which the levels of uncertainty are very high, and in which attracting the best in each field is essential, working on employer branding becomes a priority for companies.

Apart from boosting the business and building brand loyalty among users, a clear purpose, as well as defined values ​​and corporate culture, are the starting point for a strategy aimed at attracting and retaining talent. One must communicate that purpose, those values, and that culture in a coherent and consistent way. Everything that we offer in a selection process must be supported in daily corporate practice, without cracks or contradictions.

On the other hand, it is necessary to identify the unique value proposition of the company for the employee profile that it is looking for and it should not be forgotten that current employees are the best brand ambassadors. Any employer branding strategy must include the workforce. Employees are the voice of the company.

In times marked by the coronavirus and, of course, by its economic consequences -which are inevitably reflected in the labour market-, how the image is managed when carrying out a personnel selection process could mean a turning point of the reputation of the company. Showing empathy and sensitivity towards the situation and the needs of the candidates is a good way to start managing our employer brand image positively.

How? For example, changing the focus of job descriptions by focusing less on functions and skills, and more on what the culture of our organization is like and what the candidate’s possibilities will be to develop their career. Another way is by showing the teleworking policy, so that it reflects the flexibility of the company in this sense, since, beyond Covid-19, remote work is something that has come to stay and is what will allow the best candidates to not reject the offer for location reasons.

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