According to research published last year by Weber Shandwick, only 19% of employees globally think their employee experience matches up to the brand image it sends out. 

So more than 4 out of 5 employees believe the promise doesn't match the reality - that is quite a staggering and worrying statistic. 

It reinforces the points raised in my recent post about the need to distinguish between Employer Brand and Employer Value Proposition (EVP). Without a clearly articulated proposition that defines the lived employee experience the brand expression is built on sand.

It's why the debate about whether Employer Brand should sit with marketing or HR is flawed as it oversimplifies what the concept of Employer Branding is really about. It should be lead by CEO and supported across the organisation from:

  • People and Culture to design an employee experience aligned to the EVP. 
  • Marketing who can support with how the brand is expressed is a consistent and cohesive way
  • Line Managers to make the promise a reality in the lived experience across each and every interaction. Interestingly in the Weber Shandwick research - employees with more alignment reference leaders who act in accordance with the organisations vision and values.

A really good example would be Starbucks who have thought carefully about how they create signature employee experiences that aligns with their corporate mission and purpose. Two specific experiences stand out - one being the 5 day working week in India and paying tuition fees for staff in the UK and US.

This goes beyond a marketing campaign and goes to the heart of the EVP for Starbucks, with the ability to clearly articulate a brand promise that can be delivered. 

So let's change the conversation and stop talking about Employer Brand singularly as a marketing activity. You have an Employer Brand whether you like or not, as its the lived or perceived experiences of candidates and colleagues. 

Ultimately, there is a good business case for organisations living up to their promises, so start with defining what your proposition is - the give and get. What do you want your talent to give you in terms of behaviours, values, motivation, etc and what will they get as an employee experience in return.

Get the deal right, and you'll reap the benefits - over 1 in 2 employees will go the extra mile in their job by putting in more effort than is required.