Attract qualified but demanding candidates, retain and mobilize employees or even increase the company's reputation with students and future candidates. To meet these objectives, we released the “employer brand” (a fine Anglo-Saxon concept born at the end of the 1990s). It is the real label of distinction on the job market, consistent with the communication strategy of the company and - in fact - one of the facets of its brand. Concretely, the communicators here have the task of building an attractive employer image.
Initially, the employer brand only exists if the company wishes to be perceived both internally and externally in a consistent and attractive manner by its stakeholders. This brand expression has two audiences:
- The public on the external labor market: the candidates. The challenge ? Attract the best students, young graduates and experienced.
- The public on the internal job market: the collaborators. The challenge ? Avoid the rupture between the promises made externally and the reality internally, and ideally retain employees and cultivate their feeling of belonging through a discourse of evidence focused on the individual and his career.
At the borders ofinternal and external, the “employer brand” must meet the new expectations of candidates. The latter no longer judge the company solely on its ability to recruit, but also to guarantee career development made up of short and medium-term opportunities.
Moreover, even in an unfavorable economic context, it remains strategic for companies to conduct recruitment communication campaigns. Indeed, they must continue to ensure minimum visibility on the job market. It is more expensive to start from scratch after several months or years of absence, than to ensure a minimum presence in times of crisis.
In short, the objectives of “employer communication” would be as follows:
- Seduce. The goal is to develop a label of distinction and deliver a promise that would be a career in the company.
- Adapter. The speech must meet the expectations of each of its external targets, as well as internal.
- Mobilize. The company must rely on its HR practices and its employees.
- Shine. The challenge is to become a noticed and remarkable employer.