HRO Today December 2019 - 63

Talent Acquisition
roles, they will negatively affect the overall brand. The
employer brand an organization shares with the world
should be an accurate reflection of what it's really like to
work at the company.
71%
of job seekers would be willing
to take a pay cut to work for a
company that shares their values.
Source: LinkedIn 2018 Workplace
Culture Trends
the freedom to take on new challenges, so the business
worked to create an EVP that highlighted flexibility
and reduced bureaucracy. By incorporating the survey's
results into its brand strategy and broadcasting its brand
in videos, blogs, and social media posts, the organization
reduced its reliance on recruitment agencies by 95
percent, resulting in a projected $1.7 million savings in
talent acquisition costs year-over-year.
When a company is able to identify what aspects of
its culture make it stand out, it can work to clearly
communicate those values during the hiring process,
saving time, energy, and money in the long run.
Engage Employees
Clear communication with employees alongside
educational programming about core values is
paramount to brand success. It's one thing to talk
the talk, but if employees aren't walking the walk
and representing established values in their everyday
Once an organization has established what it wants to
communicate, it must ensure that its brand values are
learned and understood by its most important asset-
the employees. This is especially pertinent to employees
involved in the recruiting and hiring process. They are the
first line of communication to candidates researching and
applying for jobs, and as brand ambassadors, they are key
to providing a positive candidate experience and sending
the right message about company values.
Support the Employer Brand
Aligning an organization's operations to its employer
brand to deliver a positive candidate experience can also
require support from automated solutions. One common
organizational value is transparency, carried out in part
by open communication. If applicants are left in the
dark or " ghosted " on their hiring status, it goes against
the company's core value of transparency through open
communication.
Often, recruiting and hiring teams find their plates so
full that " ghosting " a candidate is inevitable. To counter
this, companies can use existing tools in the market to
automate as many repetitive tasks as possible and find
tools to help with engagement and communication,
freeing up time for recruiters to focus on the human
element of recruiting, building relationships, and
finding the correct position for interested and qualified
applicants.
But beyond hiring, companies must never forget that
employee quality of life matters. While an employer
can't always control what happens outside of the office,
it must ensure its employees feel supported and are
equipped to handle whatever comes at them day-to-day.
There are many factors that go into determining an
employer's brand value, and the prospect of overhauling
that strategy can seem daunting. However, focusing on
building a strong foundation of established values and
empowered employees is the most important step to
refining the candidate experience for long-term success.
Lauren Winklepleck is the director of recruiting at Mya Systems.
DECEMBER 2019 | www.hrotoday.com
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HRO Today December 2019

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