Como atrair e reter os melhores talentos com sua marca empregadora?

Employee Value Proposition is related to hiring & retaining the top talents. The retention is not only related to their Compensation, it also adds the clear career path and healthy culture. and the most important factor is work-life Balance.

A strong Employer Value Proposition (EVP) is key to attracting and retaining top talent. It extends beyond salary and benefits, highlighting the unique employee experience, including growth opportunities, work-life balance, and company culture. Companies that refine their EVP often see improved hiring outcomes and retention rates. Candidates today seek more than just a paycheck - they want to feel valued and grow personally and professionally. A well crafted EVP communicates this, making the organization a place where talent wants to stay and thrive.

How do you attract and retain top talent? To attract and retain top talent, start by clearly defining and communicating your company’s values, mission, and culture. Make sure your employer brand reflects what sets your workplace apart—whether it's growth opportunities, work-life balance, or innovation. Offer competitive benefits, but also focus on things like career development and recognition. Authenticity is key ... your brand should match the real experience of working at your company. Engage with employees regularly to ensure they feel valued, supported, and aligned with the company’s goals.

Attract & retain Top Talent - A common HR strategy must be designed implemented and executed with accuracy for maximum output: - I feel the model is to follow "Maslow Need Hierarchy" or "Gallup Q 12" - Key Take away as per me : - 1. Create an Employer Brand emphasizing organizational culture - many tools available 2. Invest in People (Human Resource) - "Salary to be considered as Investment and not expenses" with Long term benefits 3. Transparent & Uniform in People Practices (HR Policies) 4. Structured Career Progression Path Linked with Pay with opportunity to skill development 5. Recognition - Trust & Respect (Sense of belongingness)

To bring in and keep the best employees, we communicate what makes our company a great workplace. We highlight our unique culture and benefits, share positive stories from our team, and maintain a good online reputation. By offering competitive pay, growth opportunities, and a supportive work environment, we stand out and keep our people happy.

Tell a story, be honest and let employees do the talking. Real stories will have a real impact on the employer brand. Showcasing real people behind the work also builds great connections with the customers.

Pour la diffusion des communications à ce sujet, les canaux de communications doivent être différent en fonction de la cible et du contenu.

Use various platforms to showcase your company culture and the impact your organization has on its employees, customers, and the community. Highlight employee testimonials, success stories, and behind-the-scenes looks at your workplace. Demonstrate your company’s values and how they translate into everyday actions.

Selbstbeweihräucherung ist der Sargnagel. Authentische und ungescriptete Interviews die spürbare Emotionen kommunizieren sind der Schlüssel zum Herzen eines jeden Bewerbers. Zu wissen wie der Alltag aussieht und sich anfühlt beugt vielen Ängsten vor. Bewerber suchen vielmehr nach Gründen warum sie nicht bei jemanden Arbeiten sollten, anstelle Gründe dafür. Denn 90% der Unternehmen stellen sich selbst und ihre Mission blendend ins Rampenlicht, vergessen aber dabei das es hier nicht um Sales oder Marketing geht. Nichts überträgt Emotionen stärker als Recruiting- und Image-Filme als Mitarbeiter-Portrait-Format bei denen Mitarbeitern und Experten eine nahbare Bühne geboten wird. Ehrlicher Real-Talk ist die Grundvoraussetzung.

Use várias plataformas para mostrar a cultura da sua empresa e o impacto que sua organização tem sobre seus funcionários, clientes e a comunidade. Destaque depoimentos de funcionários, histórias de sucesso e análises de bastidores do seu local de trabalho. Demonstre os valores da sua empresa e como eles se traduzem em ações cotidianas.

L'expérience collaborateur commence où l'expérience candidat se termine. La première image que le salarié se fait de l'entreprise est lors de son parcours de candidature. Pour soigner cette expérience, récolter les avis des candidats est important mais les acteurs de l'entreprise intervenant dans le processus doivent être formés pour devenir des ambassadeurs de l'entreprise.

The employee experience starts prior to hiring the candidate for the role, it's starts with the attraction portion, having current employees refer others to work in your organizations, and showcase how great it is to work for a company that offers so much more. Leadership should be ensuring that the candidate experience is smooth and pleasant; many candidates wants to feel welcomed and properly oriented from day 1, building authentic relationships with your teams should also be a priority so the employee experience can be memorable, and use it as an essential retention tool.

I'd be led by the data. -Is our employer brand reaching desired talent (reach, channels, in-flow, quality via fill-rates etc.)? -Are we making it easy for our desired talent to apply i.e. optimised for conversions? -Is our experience from top funnel, to assessment, interview, to offer, to pre-board and onboarding aligned i.e. do our candidates feedback says so? Simple data-points measured regularly will tell a story almost like a P&L for finance does :)

Having an optimised candidate experience has a direct impact on both attracting top talent and your employer brand. You typically have a few tiers in terms of quality of candidates. Do you think the top tier candidates will be willing to jump through hoops to apply to your roles when they know they are in demand and probably have offers on the table?? Making it easier for them to apply will help you get them through your door. Also given that 78% of candidates judge how an employer treats it's employees based on their candidate experience, fixing this allows you to kill 2 birds with 1 one stone.

People have a desire to learn and progress.. we generally all want to grow and thrive in the work we do as well as in life. Provide people with a variety of learning and development options that enable people to not only move upwards in their career trajectory but also gain breadth to their skills and knowledge. Growth doesn’t have to be just upwards .. it can be sideways and have various different paths along the way. Modern day careers are not linear which is why we should focus our efforts on skills development more broadly in our learning opportunities for people.

Gen Z is known for its focus on personal development. When employees feel valued, they perform at their best for the company. Providing personalised development opportunities that align with the employee's goals, values, and strengths is a win-win for both the employee and the company. It's important to invest in your employees since they are your most valuable assets. Training and mentoring should not just be treated as checkboxes but as value-adding benefits for employees at all levels.

Entscheidend ist bereits bei der Einstellung Menschen basierend auf ihren Motiven vor-zuqualifizieren. Ihre Eigenschaften als Mensch müssen zu der entsprechenden Aufgabe passen + die vorhandene Arbeitsumgebung muss ihnen zusagen. Freiheitsliebende Kreative werden wahnsinnig bei zu viel Einschränkung. Sicherheitsliebende Menschen brauchen klare Ansagen, Führung, Struktur und Regeln und brenne bei zu viel Stress und Chaos aus. Wahre Teamplayer dürfen nicht isoliert & alleine in einen Schuh-Karton als Büro-Eingesperrt werden. Erst wenn sich Personaler grundlegender Charakteristika bewusst sind können diese optimal und langfristig eingesetzt werden + entsprechend ihrer Motive, Ziele und Bedürfnisse weiter entwickelt werden.

It has been my observation in the last five years that an employee requires investment in their own professional development in order to earn loyalty. A formal development path may be considered based on role responsibilities, or individualized development funds may be considered on a company-wide, specialized level, or case-by-case basis. A culture that celebrates achievements and encourages feedback will reap the rewards from the staff that they are able to attract and retain.

Ensure consistency in how your employer brand is communicated across various platforms—both internally and externally. Use LinkedIn, career pages, and other professional networks to share success stories, employee achievements, and exciting company initiatives. Consistent communication reinforces your brand image and ensures that potential candidates understand the value of working with your organization.

To attract and retain top talent, position your employer brand as an appealing and supportive environment. Establish a positive, transparent culture that reflects the company's values and goals. Offer opportunities for professional growth, continuous training, and clear career paths. I believe employees should feel ownership from the start, not like tenants whose lease will expire. Foster this sense of ownership by involving employees in decision-making, providing fair rewards, and creating a valued environment. Additionally, motivational programs and recognizing outstanding performance are crucial for retaining talent.

Your EVP is your biggest employer branding asset… think like a marketeer in how you communicate and present your EVP. Consider various mediums and platforms to showcase your EVP both internally and externally. Bring it to life through real life employees stories.

Employer Branding ist ein weiteres Buzzword - lasst eure Mitarbeiter Einblicke geben in ihren gelebten Berufsalltag. Keine Show, keine Strategie. Echte Menschen die ehrlich berichten was sie an ihrem Arbeitgeber begeistert + die Geschichte und Entwicklung dahinter. Niemand kauft diesen künstlich vorlesenden Marionetten in Videos ab das sie wirklich glücklich sind wenn das schmerzverzerrte Lächeln am Ende nur Erleichterung bedeutet, darüber das diese gestellte Szene endlich abgefilmt wurde. Mitarbeiter sind das wertvollste Gut und der Nummer 1 Magnet für weitere Bewerber. Es steht und fällt alles mit dem Ausdruck und der Aussagekraft der Interview-Statements und deren professionellen Umsetzung. Alles andere ist Eigen-Sabotage.

A well-rounded employer brand strategy will indeed receive input and eventual approval from all stakeholders. As I am developing this message, I plan a brainstorm with all stakeholders to allow an opportunity for input. Once received, I then blend the voices together to develop an over-arching message, which I then share and adjust accordingly. I believe this is a living message that may be adjusted as needed as we have new experiences and learning opportunities as an organization. This message is one to share with potential candidates, shape for internal messaging as needed, or to a community.

To attract and retain top talent, cultivate a strong employer brand by promoting a positive workplace culture, offering competitive compensation and benefits, and showcasing opportunities for career growth. Highlight your commitment to employee well-being, diversity, and inclusion. Leverage social media, employee testimonials, and company achievements to enhance your brand's visibility. Ensure a transparent, engaging recruitment process and provide ongoing support and development to retain and motivate your employees.

Organizations must build a real and strong employer brand (No well washing please) by promoting culture, values, and a compelling Employee Value Proposition (EVP). This includes offering professional development, competitive compensation, and fostering employee engagement. HR plays a key role by aligning talent strategies with business goals, enhancing onboarding, and promoting diversity and inclusion. By leveraging employee advocacy, improving work-life balance, and using data-driven insights, organizations can create a positive work environment that attracts, develops and retains talent and supports long-term success while also focusing on trust and sustainability.

Attracting and retaining top talent in a company involves creating a compelling employer brand through a strong online presence and employee advocacy. Offer competitive compensation, benefits, and flexible work arrangements. Foster a positive work environment with an inclusive culture and work-life balance. Provide growth opportunities via training and career development. Implement proactive, data-driven recruitment strategies, leverage technology, and promote authentic company values to ensure long-term employee satisfaction.

Regularly surveying employees throughout the year is crucial for fostering a continuous culture of curiosity and improvement. By actively seeking and responding to feedback, we reinforce a culture of trust, making it clear that these surveys are tools for growth, not for penalization. It's important to act on selected insights from each survey and communicate these actions transparently to demonstrate commitment to change. Additionally, consistently expressing gratitude to employees strengthens a positive workplace environment, emphasizing their vital role in our organization's ongoing success.