5 tips for companies who want to improve their employer brand

by bold-lichterman

Your community manager does everything in his power to boost your employer brand, he submits ideas, suggests new formats and tells you that he would like all the employees to give him a little help. Has so many ideas you don’t know which ones to keep? We have selected for you the main trends for improving your employer brand, those we have tried at 231e47 and tested in the context of the digital acculturation of our customers.

Be conversational

The top-down employer brand where candidates drank the words of the company, it’s long gone. Today, they ask questions and wait for answers, even if their questions are sometimes disturbing.

But often it’s practical questions that save them time and avoid disappointment, just like you: What are the opportunities for advancement and training within the company? how is the first week of a new employee? what are the opportunities for international mobility?

Google understands this and goes further than most companies that answer random questions on social media. Recruiters are available to candidates during hangouts which relate to a given subject, such as the coaching of candidates or the trades of Sales. Often accompanied by a collaborator, they answer questions from the public, give examples and advise candidates.

On our side, we set up chats on Twitter, where in an hour or an hour and a half, candidates can ask all the questions they want to your recruiters thanks to a dedicated hashtag.

Employee ambassadors

After a period of lack of love, this is the big trend of the moment: the employee ambassador. It is about letting employees express themselves on their experience within the company (and outside) to make candidates want to apply. Without you knowing it, your employees may already have a Twitter account, write LinkedIn posts and are ambassadors in spite of you. The time when we chose a few collaborators authorized to speak are thus over: everyone can spontaneously answer the questions that Internet users can (themselves) ask, so it’s up to you to make everyone aware of the use of social networks by publishing a code of conduct. , with a typology of errors to be avoided and answers to be provided to the most frequent questions. External support may be necessary, as we have seen in clients where an external perspective makes it possible to better convince internally of the importance of everyone speaking up.

In the same vein, offer your employees to leave a review on Glassdoor during a milestone event, such as a company seminar, the end of their trial period or their 2nd anniversary within the company. The goal: to see all those who are happy to be part of your teams and who express themselves less spontaneously than those who are dissatisfied.


To each audience its own channel

Adapt. Are you recruiting senior communicators as well as young graduates developers? Some will be on LinkedIn and others more on Github. If they don’t go to the same networks, then why are you putting all your offers and information in one place? Explore niche networks, find out about the presence of different populations on the networks you want to invest and adapt your speech and your content accordingly. And above all, do not think that your choices are final: new recruitment solutions appear regularly and are more and more often dedicated to shortage profiles. In addition, being present where the candidates are will give you an innovative business image while making your recruitment more efficient.

Include video testimonials

Do you have employee video testimonials that you can easily share and that are well referenced? If candidates search for “Work at…” on Youtube, what will they find? In the tradition of YouTubers, known and lesser-known millennials spontaneously share their professional experiences in 15 to 30 minute videos on YouTube. Take the test by searching for “working at” on the network. Of the best-referenced testimonials, none officially comes from a company and the majority are critical. However, imagine a video series where employees who are happy within the company talk about their daily lives and show your premises using a GoPro. By covering the major business areas of the company and a majority of hierarchical levels, you will create a small library of videos that you can easily share and that will be easy to find by anyone who wants information for you.

Treat rejected candidates and departures

Your employees are a valuable lever for the employer brand. But do you think enough about those who left your teams or those who never made it? Rejected candidates will recommend you more easily to their talented contacts if you have answered them on time, that you have notified them of the rejection of their application and that you have informed them of the reason for the rejection (even if it is a follow-up question from their share). Yes, it’s all part of the candidate experience! If they don’t recommend you to their network, they themselves might want to reapply, later, for a position that suits them better. Likewise, maintain a bond with the collaborators who leave and with whom you separate on good terms. In the course of our experiences to create strong links outside the company, we have brought out two essential elements: rationalization and systematization of processes are the key words. Newsletter with news from the company or their colleagues, dedicated social network, alumni evenings …

All means are good for your ex-collaborators to cultivate their attachment to you and to come back or enthusiastically share information about you with their network!

jean-noel-chaintreuil- 231e47Jean-Noel Chaintreuil is the CEO and founder of 231E47. This company supports companies in defining and implementing their digital acculturation strategies.

Frenchweb mobilizes and organizes the fifth digital employment week (# SEN5) throughout the week (portraits, interviews, job offers, round tables, etc.). The #SENFW operation, intended to promote employment opportunities in this sector, takes place every 6 months.


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