Employer & Internal Branding
More than ever, companies are realizing the value of a strong culture but still fall into the ambiguity trap. They recognize the benefits it lends to recruiting, engagement, productivity. Then struggle to build and quantify the benefits, buying into false signals (Debunking the Open Office), wasting valuable capital, and losing time and talent.
Confronting this chasing of the culture-dragon has been one of our primary drivers at Amprsnd. Defining our work in this area as internal branding. At the core, we build the brand with its employees at the center of the story. A few of our key directives are (a) Approach employees as customers (b) Develop internal initiatives as you would a product launch (c) Measure success with longevity in mind.
At the core, we build the brand with its employees at the center of the story.
Another way to look at this is by developing an employer brand. Approaching how you engage employees in much the same way as you would your customers. Aligning the values of your organization and those of the highest-value employees. Understanding your competitors, your market, and how you measure a successful employee. Then designing a strategy to optimally attract, retain, and grow the value of each employee.
One element that I want to highlight is measuring a successful employee. This is paramount to the success of an employer brand. With an estimated loss at $300 Billion annually from productivity losses due to a lack of employee engagement, it’s understandable. The benefits of employee engagement are linked to a number of benefits, not least of which are its benefits in the new work-from-home environment. But it still verges on the ambiguous and leaves out a few key factors.
Our approach is to evolve how we measure the success of an employee. Much like we would value a customer, employees must be looked at over their lifetime. What is the cost-benefit of acquiring versus retaining? How do you balance engagement with productivity? How do you define productivity by profession? These questions have led us to develop the Employee Lifetime Value (ELV). The best way to optimize how you invest and measure the value of your culture.
As companies look inward to build better employer brands and draw more adoption of internal programs they must quantify what makes them successful. The bottom line is that companies must look at their employees as they would their customers and build experiences that add value to their work-lives. And leaders have to start looking at how they create demand for the new initiatives they want to be adopted.