Employer Branding for Proven Marketing ROI

Employer branding is valuable in the labor market, too.

Employees receive organizational messages through the same senses and filters they use to receive commercial messages as consumers, and in both cases they compare the messages, tone, and content to prior knowledge, current experience, and future expectations.” – Richard Spitzer & Michael Swidler, Employment Relations Today, Vol. 30 No. 1

Corporations will spend billions of dollars marketing their products and services. The cost per client acquisition can be as low as $20 to $50. However, there is an audience that may be ignored: employees, with a cost per hire that may range from $20,000 to $50,000. One way many firms are beginning to approach their retention strategy is to view employees as internal clients. In their research article, “Using a Marketing Approach to Improve Internal Communications,” Spitzer and Swidler explain that firms, who communicate messages with clear intent and relevance to performance and organizational goals, have employees who interpret and respond appropriately.

Just as an organization promotes its products’ quality and distinctiveness, its leaders should market the organization to their employees as consumers who are shopping around for the best job, to create employer brand loyalty. Are you aware of how your employer brand is perceived among your workforce? And in the labor market?

Employer Branding and Marketing Techniques Build Employee Loyalty

Incorporating internal marketing is important because like consumers, your employees are predisposed to respond to messages that are relevant to them. Also, due to current events, they are getting flooded from external media about the misdeeds of corporate management. Without input from above, they will come to their own potentially misinformed conclusions.

Gathering information about employees’ attitudes, behaviors, and work styles (i.e., using diagnostics) helps to identify what communications have the greatest impact. The different members of your workforce have different emotions, attitudes, and levels of trust within the organization. Therefore, not only providing communication, but tailoring the message to diverse groups is vital to influence talented employees to engage and accept the organization’s objectives.

Leadership can use many channels to communicate how employees contribute to the firm, via intranet, Internet, announcements, postings, awards, formal, and informal acknowledgments. The key is to broadcast these acknowledgements throughout the company or within a work-team. Cultivating messages and relationships for employees are pivotal steps in encouraging employee loyalty and buy-in of the organization’s goals.

For tips on how to implement an employer branding initiative at your firm, email requests@retensa.com.

Ineffective Ways of Engaging Employees

“It is not efficient to hold people in the same role accountable for perfecting exactly the same style.” – Gallup Organization, Gallup Management Journal, September 2002

Engaging employees in desired work-related behaviors: focus on strengths.

In a recent survey the Gallup Organization found that 58% of respondents cannot say, “I know what is expected of me at work.” Clarifying how an employee’s position and performance relates to the organization’s goals allows employees to grasp how their roles directly impact the organization’s success. Results of recent research have indicated that organizations succeed at engaging employees when they are given opportunities to build on their talents. However, workers who are expected to perform tasks that encompass their weaknesses will become less engaged. Subjective performance appraisals decrease employee engagement, especially if they are linked to compensation. According to, “The Four Disciplines of Sustainable Growth,” in the Gallup Management Journal, dredging up past behavior to substantiate negative ratings or employees devoting substantial amounts of time working on weaknesses can lead to a loss of productivity. Employees who are uncertain about how their efforts are valued can disengage and feel apprehensive about their future in the organization, causing organizations to lose employees that have high potential to succeed.

Focusing on outcomes can overlook how employees achieve desired results.

By identifying and supporting employees’ strengths, you can demonstrate that you value their contributions to the organization’s goals. According to Gallup Research, 20% of respondents strongly agree with the statement, “At work, I have the opportunity to do what I do best every day.” Not every employee is meant to climb the corporate ladder; some employees prefer to improve their status by growing within their role. Allowing employees to own their work can be more satisfying than advancing them through the managerial ranks and being responsible for others’ work. In fact, they may find supervising employees stressful because it detracts them from their work. Keeping an employee from perceiving themselves as successful is (indirectly or directly) one of the most dominant root causes of disengagement and ultimately turnover.

Teaching supervisors and managers how to identify specific talents that each employee possesses allows your organization to invest its training budget more efficiently and succeed at engaging employees. Creating development opportunities that encompass an employee’s talents reinforces the belief that the organization values their accomplishments. This approach bolsters employee engagement and improves many skill sets as opposed to implementing remedial steps to only improve weaknesses.