Today's most effective employer brands are those that describe the broader world the organization is trying to reach and the big ideas it intends to pursue.
Ever since a can-do company called Southwest Airlines invented what we now consider the tenets of employer brand, the internal aspects of companies' brand promises have thrived within corporate walls.
The fundamentals of the employer, or internal, brand were first formed by applying what worked on the outside, with customers, to what needed to happen on the inside, with employees, largely in order to recruit and retain talent in a competitive job market. Southwest, and a few other companies with equally strong vision, added the essential element of "corporate soul" to its efforts to brand from the inside and thus engage employees as never before.
"A brand is a company's DNA," explains James D. Lynch, ABC, vice president of communications for American Express. "It's that simple and that powerful. But a company cannot only wear its DNA on its sleeve to its customers and the public. It must also ensure its DNA is alive and well among its employees."
Towers Watson's 2010 Global Workforce Study revealed that "company reputation [and] the perceived brand reputation are consistently top drivers of attraction, engagement and retention," notes Gus Bentivegna, account director for the global consulting firm. "A sense of pride is essential to a strong brand's appeal. Everyone can identify with a well-known brand. When you tell your friends and family where you work, you want them to feel that as well.
Ever since a can-do company called Southwest Airlines invented what we now consider the tenets of employer brand, the internal aspects of companies' brand promises have thrived within corporate walls.
The fundamentals of the employer, or internal, brand were first formed by applying what worked on the outside, with customers, to what needed to happen on the inside, with employees, largely in order to recruit and retain talent in a competitive job market. Southwest, and a few other companies with equally strong vision, added the essential element of "corporate soul" to its efforts to brand from the inside and thus engage employees as never before.
"A brand is a company's DNA," explains James D. Lynch, ABC, vice president of communications for American Express. "It's that simple and that powerful. But a company cannot only wear its DNA on its sleeve to its customers and the public. It must also ensure its DNA is alive and well among its employees."
Towers Watson's 2010 Global Workforce Study revealed that "company reputation [and] the perceived brand reputation are consistently top drivers of attraction, engagement and retention," notes Gus Bentivegna, account director for the global consulting firm. "A sense of pride is essential to a strong brand's appeal. Everyone can identify with a well-known brand. When you tell your friends and family where you work, you want them to feel that as well.
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