Your employer branding shines externally, but why aren't your HR employees buying in?

Your HR team’s reluctance to buy into the employer brand might stem from a perceived gap between the external image and internal reality. If they feel the brand promises made to potential employees aren’t consistently met once people join the organization, their belief in the brand’s authenticity can waver. This dissonance can lead to skepticism and a lack of engagement. To bridge this gap, ensure that the values and culture promoted externally align with the actual employee experience. Engage your HR team in discussions about their perceptions and work collaboratively to address any inconsistencies.

Creo que cuando hablamos de marca empleadora debemos de tener un punto de partida d medición como encuestas de clima organizacional para entender los puntos de dolor de los colaboradores y a su vez iniciar las mediciones del NPS de los mismos, es decir, qué tan identificados están como la marca que es la organización. En este sentido medir y poder generar espacios y sondeos para entender la perspectiva de la gente será clave para trabajar engagement que finalmente vuelve a los colaboradores en promotores o detractores de la marca.

If both the salary and daily management are poor, irrational, unfair (!), employees will direct their energy towards: 1) avoiding discomfort at work, 2) pursuing appealing activities outside the workplace. After all, they are human beings (and professionals): not over-enthusiastic cheerleaders :D

If your employer branding shines externally but your HR employees aren't buying in, it may indicate a disconnect between outward perception and internal reality. Start by conducting internal surveys and focus groups to understand their concerns and experiences. Ensure transparent communication about the organization's values, mission, and vision. Align internal practices with external promises, fostering a culture of authenticity and trust. Provide opportunities for professional development and recognize contributions to boost morale. Encourage open dialogue and address issues promptly. By bridging the gap between external branding and internal culture, you can foster genuine buy-in from your HR employees.

Se hace necesario dise?ar una estrategia de endomarketing donde se puedan habilitar palancas que promuevan espacios de sensibilización y donde los aportes, logros y propuestas de valor para los colaboradores puedan ser presentadas por grupos a los diferentes niveles de la organización. Mientras más transparencia exista en comunicarse los retos, aprendizajes y logros que la organización está teniendo, más claridad tendrán líderes y equipos y por ende mayor identificación con la marca. No involucrarlos genera un error contraproducente. Nadie recomienda un lugar para trabajar en el que no cree; es por ello que un colaborador comprometido será tu principal embajador dentro y fuera de la organización

As an HR expert, I can attest that effective internal communication is not just about sharing information but about fostering a culture of trust and collaboration. HR professionals must be seen as strategic partners, people with integrity, and aligned with the overall business strategy. By involving HR in brand initiatives and valuing their input, organizations can ensure that HR not only understands but also leads the employer brand, enhancing employee engagement and organizational effectiveness.

Je pense que l'alignement culturel est la base d'une marque employeur réussie, il suffit de rendre un employé déjà à l'aise dans son environnement de travail ensuite lui fournir le pack confort pour sa vie socioprofessionnelle, il sera satisfait et de ce fait convaincu qu'ensemble nous batirons l'avenir, de celà commence l'incrementation d'une culture d'entreprise réussi, car un employé heureux ambassadeur de son entreprise vaut 10 connaissances de touché !

I can affirm that cultural alignment is a foundational element for HR buy-in. Leaders must not only communicate the brand values but also live them. This creates a cohesive culture where HR feels connected to the brand's mission, enhancing their commitment and driving strategic HR initiatives forward. It's about becoming the values that attract talent whether it be internal or external.

Cultural alignment in the workplace fosters a cohesive environment, where shared values and attitudes enhance communication, reduce conflicts, and build unity. It leads to higher employee satisfaction and retention, as individuals feel a sense of belonging. Moreover, cultural alignment aligns with the company's mission and strategic goals, streamlining decision-making and boosting efficiency. It promotes a positive work atmosphere, increasing motivation, creativity, and productivity. Attracting like-minded talent, it ensures new hires fit well, contributing to organizational growth and strengthening the company's brand and reputation.

La marca empleadora de la organización se forma por el esfuerzo e impacto de todos. Sin embargo, se hace vital poder contar con un equipo de RH que viva su rol desde el Propósito y que de manera continua se capacite no solo a través de la vía organizacional sino que tenga el nivel de conciencia de entender que nadie puede dar lo que no tiene. En este sentido el autodesarrollo es clave. Ser curiosos, innovadores, generar comunidades de aprendizaje y compartir buenas prácticas hace la diferencia entre un equipo transaccional que hace su función porque le pagan a uno que sienta que su rol de cara a la gente tiene impacto en el bienestar de los colaboradores y en los resultados estratégicos del negocio

I can't stress enough the importance of aligning training and development with strategic HR initiatives. By investing in the continuous growth of HR professionals, organizations can ensure that their employer brand is not only understood but also lived by those responsible. This alignment between brand values and HR competencies will creating a workforce that is engaged and committed to the company's mission and vision.

La marca empleadora de la organización se forma por el esfuerzo e impacto de todos. Sin embargo, se hace vital poder contar con un equipo de RH que viva su rol desde el Propósito y que de manera continua se capacite no solo a través de la vía organizacional sino que tenga el nivel de conciencia de entender que nadie puede dar lo que no tiene. En este sentido el autodesarrollo es clave. Ser curiosos, innovadores, generar comunidades de aprendizaje y compartir buenas prácticas hace la diferencia entre un equipo transaccional que hace su función porque le pagan a uno que sienta que su rol de cara a la gente tiene impacto en el bienestar de los colaboradores y en los resultados estratégicos del negocio

Recognition and rewards not only boost employee morale and engagement but also enhance your company’s reputation as a great place to work. By investing in a robust recognition and rewards program, you can create a positive work environment that reflects a commitment to valuing and appreciating employees, which is a key component of strong employer brand

In the end, the goal is to emulate the brand image and drive those concepts into the organization's actual culture. Authenticity is often the critical gap between the branding campaign and HR's buy in. It is essential to break down the essence (the feeling) associated with the branding campaign and create tangible programing that is in alignment. Second, find day-to-day tactics that promote the branding. This should be defined and measurable. For example, a local grocery chain seeks to be the friendliest in the business. They have a policy called 10 Tiling, which requires employees to engage and make eye contact with every customer, employee, & vendor within 10 floor tiles from them. Simple. Measurable. Aligns with branding campaign.