The Power of an Employer Brand: How Employee Sentiment Can Drive Success
Some years ago, as head of a customer feedback programme in a large global organization, I went to the Head of HR and suggested setting up an employee survey to find out what staff sentiment was, how strongly staff identified with the company and what the drivers were for the responses to the first two questions. My proposal was greeted with anything but unbridled enthusiasm. My proposal was rejected on the grounds of not wanting to raise employee expectations! I tried again 18 months later with the same result. Two years later, after the Head of HR had retired and been replaced, the HR department itself came up with the idea, which I offered to support. It was promptly shot down, this time by the CEO.
There are countless examples of how a strong employer brand can help an organization achieve success. From reducing turnover to improving customer satisfaction, employee sentiment is a powerful tool that should not be overlooked. In today's War for Talent, the organizations that understand the power of an employer brand will be the ones that come out on top.
A strong employer brand can help an organization achieve success in many ways, including reducing turnover and improving customer satisfaction.
When it comes to a company's success, employee sentiment and identification with the employer can play a big role. A strong employer brand can help reduce turnover and improve customer satisfaction. In order to create and maintain a strong employer brand, companies need to focus on creating an environment where employees feel valued, respected and engaged. This includes things like providing fair compensation, opportunities for career growth and development, work-life balance support and more. By making their employees a priority, companies can create a loyal workforce that is invested in the organization's success.
Employee sentiment is a powerful tool that can have a significant impact on an organization's bottom line.
Employee sentiment is a powerful tool that can have a significant impact on an organization's bottom line. By understanding and measuring employee sentiment, organizations can make changes to improve their employees' experience and, as a result, improve their performance. In order to effectively measure and manage employee sentiment, it is important for organizations to identify the factors that are most important to their employees. Once these factors are identified, managers can then create policies and practices that support employee engagement with the organization.
In today's War for Talent, the organizations that understand the importance of employer branding will be the ones that come out ahead.
In today's competitive job market, it's more important than ever for organizations to have a strong employer brand. Employees want to work for companies that they feel good about and can identify with. A strong employer brand can help attract and retain top talent. Organizations that understand the importance of employer branding will be the ones that come out ahead in today's War for Talent. Employers can no longer just post a job ad and expect top talent to apply. In this day and age, employers must actively market themselves to attract the best candidates, and put a greater emphasis on employer branding strategies.
Staff attitudes are shaped by how they're treated
There are many reasons why employers are afraid of what their employees think. If employees feel they're valued and respected, they're more likely to be loyal and productive. If they feel safe, they can do their jobs without fear of being hurt or harassed by co-workers or managers. When companies mistreat their workers and don't deliver on their promises, people will lose trust in them—and if you don't trust a company, why would you want to work there?
There are many ways companies affect staff sentiment
Companies can affect staff sentiment in many ways. Some of the most common areas of concern are:
Poor working conditions
Unfair pay or benefits
Poor management practices, including unclear goals and unrealistic expectations, a lack of feedback and coaching, an absence of support from supervisors and managers when needed, and poor communication (including a lack of transparency) throughout the company
Poor processes that negatively impact both employees' work experience as well as their satisfaction with the results they produce
Lack of training opportunities for existing staff members
Poor employee experience (e.g., including long hours without breaks, bad public transportation options, nowhere to take breaks or take lunch)
Companies may not want to hear what employees really think
Some companies may not want to know what their employees really think. Some might be afraid of losing their competitive advantage, or they may simply be too busy to deal with the problems they already have. Or they may simply be wary of opening a can of worms and raising employee expectations that something may actually be changed or improved based on the results.
It's true that in some cases, you may have the feeling that asking employees for input can cause more problems than it solves when you're trying to improve your company. However, there are many benefits of getting feedback from employees on a regular basis—including increased engagement and improved productivity.
Time to get your head out of the sand
So, if like my previous employer, you don’t want to find out how your staff feel about working for you and what they think you could be doing better, it is time to get your head out of the sand and face the issue head-on!
Start thinking about how you can ascertain just how strongly your staff identify with you brand. Would they actually buy or recommend your products? Would they tell friends and relatives what a great employer you are and refer them for open positions? Is what you are offering staff (because you think it is what they want) actually what staff want? Or should you be offering something else in its place.
And, above all, and I can’t stress just how important this is, be prepared to take action once the results are in. Let your staff know that they have been heard and what you will do as a result. I’m not saying you have to agree to everything, not at all, but take the time to analyse the results carefully. Establish what you can do to create a better working environment, a workforce that is proud to work for you, and above all a stable workforce. As is often said, Customer Experience starts with Employee Experience.
And, if you aren’t sure how to get started, get in touch with me. I would be happy to assist you!