In the UK we’ve become obsessed with the notion of the Employer Brand.  There are a number of definitions but, in short, this is essentially the brand (in its physical and behavioural forms), the employer presents to existing, potential and new employees. 

Of course, there’s nothing wrong with positioning brand as a concept as applicable to the internal audience and employee audience as the customer audience. And it’s a welcome change to perceive employees and potential employees as customers of the internal support functions.  However, it’s an equation without balance.

I believe our HR functions can and should take a step further towards embracing the role of brand management in the motivation, development, recruitment and management of employees (see Brand Engagement ). That extra step means moving beyond Employer Branding and embracing the notion of the Employment Brand. It calls for a lot more than a simple shift in semantics.

We can lure employees to our employer shop window with silvery-tongued promises, clearly differentiated package, glitzy brochures featuring models airbrushed offices and slick recruitment processes, with a seamless link between the core business and linked suppliers like recruitment companies and marketing organisations.  But how do we keep them people once they step through the doors and complete the induction programme? How do we prevent potential brand ambassadors from becoming brand saboteurs if they become disenchanted with the difference between what they were promised and what they experience?

Just as a brand, from a customer perspective, isn’t the promise made but the promise delivered, the Employment Brand is the result of the Employer Brand minus the Employee Brand (i.e. what the people processes promise minus what they actually deliver). 

It’s a simple twist but by focusing on the notion of Employment Brand it keeps the minds of those responsible for managing the people processes firmly focused on constantly ensuring they understand what they’re promising new as well as existing employees and that they are delivering against that promise. 

This approach calls for close collaboration between recruiters; inductors; measurers; people developers; communicators and brand managers. It’s a massive and positive opportunity for HR departments to step confidently into the brand breach with their marketing colleagues:

-         to develop one compelling story about the brand

-         to work to a consistent set of values

As recruitment markets gradually move back in favour of the talent pool, this shift in emphasis may just be a genuine brand differentiator.