Time to Hire

Ep 38 Elaine Nicol of AgileOne on How to Build a Magnetic Employer Brand Without a Massive Budget

• Recruitment Process Outsourcing Association (RPOA)

Share episode

Your Employer Brand Bleeds Talent—And You Don't Even Know It

According to Lighthouse Research & Advisory, 83% of candidates distrust employer brand authenticity—a crisis that costs organizations their best talent before interviews even begin. Talent acquisition leaders confront a stark reality: while 72% of professionals refuse to apply to companies with negative reputations (even when unemployed), most organizations treat employer branding as an afterthought rather than a strategic imperative. Companies that fail to build magnetic employer brands will find themselves locked out of increasingly competitive talent markets, watching top candidates flow toward competitors who've mastered authentic storytelling and cultural alignment.

How can organizations rebuild candidate trust and transform their employer brands into talent magnets? In this episode of the Time to Hire podcast from the Recruitment Process Outsourcing Association, host Lamees Abourahma interviews Elaine Nicol, Senior Director of RPO Customer Experience at Agile One, to explore how talent leaders can assess and strengthen their employer brands using a comprehensive eight-dimension framework. Nicol shares actionable strategies for minimizing unconscious bias, leveraging employee advocacy, and progressing through the employer branding maturity model to create authentic brands that attract and retain exceptional talent.

This episode features Elaine Nicol's presentation from an RPOA webinar on employer branding. Throughout the conversation, Elaine references her slides and framework materials.

I want access the complete visual presentation. 

Join the RPO Association today to stay ahead of the latest trends and best practices in talent acquisition, achieve your professional goals, and benefit from improved business performance.

Contact the RPO Association at info@rpoassociation.org

Follow Elaine Nicol on LinkedIn

Follow Lamees Abourahma on LinkedIn

Follow the RPOA on LinkedIn

Go here for more information about AgileOne

Go here for more information about the RPOA

Key statistics referenced:

Whether you're a seasoned talent acquisition professional or just starting in the field, "Time to Hire" provides an invaluable platform to expand your knowledge, learn from industry leaders, and stay up-to-date with the rapidly changing world of recruitment.


Lamees Abourahma 00.08

Hello and welcome to Time to Hire from the Recruitment Process Outsourcing Association. I'm Lamise Aburoma. My guest for this episode is Elaine Nicol, Senior Director of RPO Customer Experience at Agile One. Agile One is a leading RPO company and a gold member of the RPO Association. Elaine discusses the power of employer branding and its impact on attracting and retaining top talent.

Elaine shares her expert perspective on the eight key dimensions of a magnetic employer brand, practical ways to minimize unconscious bias, and how authentic employee stories can transform your talent strategy. Whether you're an HR leader or just passionate about building a great workplace, you'll find actionable insights and real-world examples in her presentation.

Welcome, Elaine.

Elaine Nicol 1:18

Thank you, Lamees, and thank you for such a warm welcome. Welcome, everybody. Thank you for joining today's session. As Lamise said, I'm Elaine Nicholl, and I've spent a very long time—about 25 years—working in the RPO space, partnering with organizations across healthcare, pharma, engineering, oil and gas, finance, manufacturing, and other areas.

It's been a long time across a variety of different organizations, and today we're exploring a topic that's becoming increasingly relevant across all of these industries. The one thing they have in common is how important employer brand is. When we look at employer brand in today's competitive talent market, having a strong employer brand isn't just a nice-to-have; it's essential for attracting and retaining the right talent.

So today we'll explore a comprehensive framework for assessing and strengthening your employer brand to make it truly magnetic to your top talent. We'll take a thorough and structured approach to employer branding that covers all the essentials and all the elements that are required. We'll provide you with some practical tools nearing the end of this session and insights that you can implement immediately.

Our framework at Agile One examines eight critical dimensions that contribute to a magnetic employer brand, and we'll be covering those today. So today our webinar objectives include: what is an employer brand and why it matters; discussing the employer brand assessment framework; reviewing the eight critical dimensions we use to analyze; talking about the employer branding maturity model and the roadmap for moving along that model; outlining what you can do to ensure that you have actionable items to implement right away; and finally, discussing some key takeaways as well as a question-and-answer session.

3:46

Before we dive into why magnetic employer branding is important, let's establish what we mean by employer branding. At its core, employer branding is about positioning your organization as an attractive place to work for the talent you want to attract and keep—not all talent, but the talent that you're specifically looking for. It's not just about having a good reputation, although that certainly matters; it's about actively shaping how current employees as well as potential employees perceive your organization as an employer.

This includes everything from your workplace culture and values to the actual experience of working for your company. The key components of a magnetic employer brand include your organization's reputation as an employer, the experience you provide to employees as well as candidates, how you communicate your workplace culture and values, and what your unique employee value proposition (EVP) is.

4:50

So why does it matter? If you look at some of the data here, it's really compelling. Organizations with strong employer brands see measurable business results, which are key for us to bring to the table from an HR and talent acquisition perspective. The Harvard Business Review found that companies with strong positive cultures experienced four times revenue growth. That's a significant business impact—this isn't just about HR; it's about really positive business performance.

When candidates have positive experiences, they become brand advocates, doubling referral potential—another tie directly back to bottom-line results. While employer brand has always impacted consumer brand—even 25 years ago—now more than ever, the impact is immediate and wide-reaching. You just have to turn on the news or go on social media to see how great experiences multiply out in the world versus less-than-great experiences.

6:06

These are the eight dimensions that form the foundation of our assessment framework: company culture and values, your EVP, candidate experience, employee engagement and satisfaction, employer reputation, internal communication strategies, employer branding strategies, and our clients' social media footprint. Each dimension is interconnected and contributes to the overall magnetism of your employer brand.

We're going to examine each one in detail, providing you with specific information about that dimension as well as growth drivers and metrics that you can track for your progress. I feel like I should keep stopping to ask if anyone has questions, but I'll wait until we hear from the chat.

As we move through these next slides—which I know are a bit wordy or busy—we really wanted to provide enough context and detail for anyone watching this presentation right now to turn it into an action workbook.

7:11

So let's dive into dimension one, which is your company culture and is the foundation for your employer brand. It's not enough to have the values on the wall. I mean, we've all been there where you walk into an organization, and they have their mission, vision, and values on the wall, but they don't live those mission, vision, and values. There's got to be a consistency between what you say and what you do. You've got to walk the talk. This dimension encompasses everything from how you recognize employees to how you support work-life balance.

The key growth drivers, and there are many in each one of these dimensions, are not just suggestions. These are actual proven, data-driven elements that will contribute to cultural strength. If you look at some of the numbers here, according to Glassdoor, 77% of job seekers consider a company's culture before they even apply. They conduct their research prior to deciding whether or not to apply.

8:20

When you look at Dimension 2, or your Employee Value Proposition (EVP), this is what sets you apart from your competitors. It is the unique combination of offerings that make talented people want to work for you. It's not what your competitors are doing. It's not what you want to be; it's who you are and what’s unique about you. This unique combination of offerings is what makes people talk about you and then become interested in your jobs.

While compensation remains important, 68% of employees still consider salary and benefits as one of the most critical aspects of their EVP. Today's candidates also value flexibility, which can relate to where they work, the hours they work, and growth opportunities. Those growth opportunities can be lateral as well as vertical moves within the organization, along with ongoing education and development. The key is creating a compelling package that aligns with your organizational values and who you are.

9:20

As we move into Dimension 3, the candidate experience becomes essential. The candidate experience serves as your first impression and often your last impression or final chance to make a positive impact. With 60% of candidates reporting poor experiences, there exists a significant opportunity to differentiate yourself in how you handle your candidates. Remember that even candidates you do not hire can still become great brand advocates or detractors based on their experiences with your process.

Some additional information I gathered during my recent review indicates that candidates are 38% more likely to accept job offers with positive branding, as stated by the Talent Board. It's clear that having a great candidate experience is crucial.

10:09

When examining Dimension 4, we are reminded that engaged employees are your best brand ambassadors.

Gallup's research shows that highly engaged teams experience a 21% increase in profitability, again tying HR and talent acquisition back to hard numbers on P&Ls. A 21% increase is significant. There is also a direct correlation between employee satisfaction and customer satisfaction, which again drives bottom-line results. Happy employees interact differently with customers, thereby creating a better customer experience. When employees are engaged, they organically become advocates for your brand, attracting other individuals to your organization. This is one of the reasons why employer referral programs should be a strategic part of your talent acquisition strategy.

11:06

Turning to Dimension 5, we see that your reputation precedes you in the talent market. As previously discussed with Lameez, we found that 72% of professionals will not apply to companies with negative reputations, even if they are unemployed. This statistic emphasizes just how critical this dimension is. Interestingly, people trust average employees more than CEOs, which underscores the importance of authentic employee voices when building your reputation.

It is beneficial to have your senior leaders speak positively about the organization, but what carries more weight and believability in the marketplace is for your employees to share their authentic experiences.

12:06

When considering Dimension 6, internal communication emerges as a key piece.

I am passionate about change management and communication. Communication operates like the nervous system of your organization. Companies with effective communication strategies are 4.5 times more likely to report high engagement levels. Well-informed employees are 2.2 times more likely to be engaged. This dimension is often overlooked; we tend to believe that since people are here, there’s no need to communicate. In contrast, communication should be prioritized to keep all internal employees informed and engaged, discussing internal movements, educational opportunities, and new product lines.

13:00

Your employer branding strategies constitute Dimension 7, representing how you actively promote your organization as an employer of choice. If you have a great employer-employee group and a fantastic culture but lack a strategy for communication tailored for both internal and external audiences, that message will not penetrate the marketplace. This concept goes beyond passive reputation management and transitions into active brand building.

The fact that 38% of candidates are more likely to accept offers when they have a favorable perception of your employer brand reinforces the direct return on investment for talent acquisition and your employer brand’s effectiveness in contributing to the bottom line.

13:48

And the final dimension is the social media footprint, which ties back to your employer branding strategies. Social media is where your employer brand lives and breathes in the digital age. With my phone here right now, I stay connected all the time. Even someone like me is on social media, watching what's going on. This is where you really need to make a connection. With 79% of job seekers using social media to research companies, your social presence is often the first impression a candidate has of your organization. This connects back to what we were saying earlier about how your employer brand impacts your consumer brand, and vice versa. We are all on our phones, asking ourselves: What am I going to buy? Where do I want to work? What did this company do? It's all interconnected and they tie together. Companies with a strong social media presence are 58% more likely to attract top talent.

When you look at your employer branding strategy and that social media footprint, you cannot afford to be quiet about it. You can't simply say, "Well, we're out in the marketplace, but we don't do anything." You need to own it, create a strategy, and be active so that you are managing your own social media footprint.

15:12

So where does all of this lead us? We have discussed the eight dimensions, and now I want to tie this back to the fact that not all organizations are at the same stage of employer branding maturity. There are different levels within this model. Most organizations start at step one, which is foundational. This level involves some basic understanding and sporadic efforts, but the goal is to progress through each stage systematically. The best-in-class organizations have distinct brands and employee-centric cultures; they manage their social media effectively and treat their employees well, turning them into advocates.

16:02

I want to walk through this model a bit so you can start to think about where your company might be and where it might fall between these steps. Step one is foundational. The arrow going down provides a definition of foundational, while the highlights above indicate what that entails. At this foundational level, there is some basic understanding of employer branding, but efforts around managing that brand are limited or ad hoc. Organizations may also be in the early stages of their Employee Value Proposition (EVP) modeling.

Step two is emerging. Here, there is some strategic awareness and an understanding of the importance of employer branding. Organizations begin looking at their EVP development and advocacy efforts, which can include having videos or quotes from employees on their career site.

As we advance to step four, we become data-driven. We look at what we are doing and measure results. We integrate employee engagement into our internal messaging for external audiences and develop a comprehensive employee value proposition. Moving to step five, we reach a best-in-class status where our employer brand is differentiated in the marketplace. We cultivate an employee-centric culture and robust employee advocacy both internally and externally. We have created and launched a dynamic employer referral program, with employees actively engaging on social media by adding their thoughts and liking posts.

Finally, at step six, we achieve real strategic alignment. We are fully aligned with the business strategy; we know a new product is going to launch, and our teams are engaged for all of that. We are not considered an adjunct to the business; we are part of it. Here’s the kicker: you don’t stop there. There’s a little arrow at the top for a reason—we are in continuous improvement mode. Anyone who has worked or lived through the last six months knows that there is always something happening with technology and in the world. Therefore, you need to look at what’s coming next and how you can improve your EVP. Is there something else you need to get out there and engage with in the marketplace?

This employee-employer branding maturity model helps us determine where our customers, client partners, and companies fall on this continuum. As this data goes out, take some time to look at some of the definitions and see where you land—somewhere between step two and three or between step one. Are you actually aligned strategically? Don’t get comfortable; start thinking about how you can pursue continuous improvement.

19:26

Now we will discuss how to build a magnetic employer brand. What are some of the things you can do? We have provided you with a framework and a map to see what the eight dimensions are and where you fall on that maturity model. Now let’s talk about some actionable steps you can take.

To begin, I would like to share an example of an assessment that we have used, and I will guide you through how to create your own. Everything around employment, employer branding, and creating a magnetic brand starts with a plan. You cannot create an action plan until you know where you stand in the maturity model. What are you doing well? Where do you need improvement? Where could you use some help?

So this is just that example of how we assess organizations across what we consider the four key branding dimensions: employer brand strategy, employer brand alignment, employer brand communication, and employer brand execution. We assign a score to indicate where we think an organization stands, and we provide a report card that helps us identify areas needing improvement.

In this case, you can see that for this organization, execution is strong at 4.2, but communication is a significant weakness at 1.6. This type of analysis may not always rely on numerical scores; instead, we will discuss some questions you can ask to evaluate your current standing. This process helps you focus on what actions to take in order to create a magnetic employer brand.

21:02

Let’s examine these four areas one at a time. When assessing your company, consider how you are performing and where you fall on the employer branding maturity model. Anyone who has worked with me before knows that it always starts with asking questions. I emphasize this point: ask yourself, but remember that you do not have to do this alone.

When evaluating your employer branding, form a team that could include members from various departments such as business operations and IT. Your employee advocates are one of the strongest sources for determining your Employee Value Proposition (EVP) and disseminating that message. Think about who could be on your team to help answer some of these questions.

Now, regarding strategy, this slide covers two elements of the assessment. Remember that if you do not have a clear EVP, it is challenging to make the rest of your efforts effective. Start with the strategy by asking the first question: do we have a clearly defined employer value proposition? If the answer is no, stop there and focus on developing that. If the answer is yes, then proceed to ask yourself and your teammates the remaining questions.

When looking at alignment, it is often where our client partners find the biggest gap. Many organizations may have great strategies on paper, but in day-to-day employee experiences, those strategies do not match the promises made. As I mentioned earlier, you might see mission, vision, and values displayed on the wall, but they often do not connect to what employees are experiencing daily.

We need to ensure there is a connection; otherwise, the employee brand will lack credibility and will falter both internally and externally. You truly only have one chance to create a great first impression. While it is possible to mend things as you move forward, it is much harder to start from a position of weakness than with something clean and well-defined from the beginning.

Strategy and alignment are interconnected; effective alignment cannot exist without a clear strategy, and your strategy becomes meaningless without proper alignment to execution—how you will deliver on it.

As we progress through the next two areas—communication and execution—authenticity is paramount. Organizations often struggle with generic messaging that fails to differentiate them. Statements like "we really care about our employees" or "we're number one in this" may contain some truth but are overly generic.

One way to address this issue is to emphasize the importance of employee stories—what is happening with your employees—and make your current employees effective ambassadors for your brand. They are the most credible voices; remember that people listen to employees more than they do to CEOs, which significantly influences their decisions.

Start by asking questions such as: Are our employer brand messages clear, compelling, and differentiated? Do we have authentic employee stories that bring our EVP to life? If the answer is no, utilize the "five whys" technique: ask why repeatedly until you reach the core of the challenge, which will enable you to address it effectively.

When we look at execution focus, this is where the rubber meets the road. You have done all the hard work; now you need to execute it effectively. The candidate experience often serves as the first real test of whether your employer brand is mere marketing or a genuine reflection of reality. Consider your candidate experience carefully.

A consistent delivery across all locations and functions poses a common challenge for larger organizations. Even within talent acquisition, job descriptions may not match or differ in how job ads are posted, leading to inconsistent messaging. It is essential to ensure that execution is taking place effectively.

26:01

Key points across these four dimensions include that measurement is critical for continuous improvement. Without regular monitoring and feedback loops—checking in with people about how things are going—you cannot identify gaps where issues may arise or emphasize areas where things are working well.

Accountability structures ensure sustained focus and improvement. I personally find accountability structures helpful; I have checklists and other tools because while having an idea or plan is excellent, execution requires holding yourself and others accountable to achieve desired results.

26:57

So, here are some quick win actions we wanted to put together for you, minimizing unconscious bias. Unconscious bias can significantly impact your employer brand's attractiveness or magnetism. These biases, depending upon where you are, can unintentionally exclude qualified candidates and limit your talent pool.

The one that gets me every time, and I think I get the numbers wrong every time I share this with a client, is that studies show women intend to apply for jobs when they meet 100% of the listed qualifications, while men are more likely to apply when they meet only 60% of those qualifications. We are cutting out a whole group of people. The language you choose has unintended consequences on the diversity and outreach of the work that you're doing.

When considering common types of bias, there is generational bias. Terms like "digital natives" or "experienced professionals" may unintentionally favor certain age groups. Educational bias occurs when there is an unnecessary heavy requirement for degrees, which can exclude candidates who possess skills but not formal education. For instance, someone may have 20 years of experience without a degree; do you really want to hire someone just out of school without experience?

Cultural bias is another concern. Idioms like "hit the ground running" may alienate candidates unfamiliar with certain phrases. My family jokes about this; there are a couple of us Canadians on the call. Some phrases don't translate culturally or may not be understood by everyone. Therefore, be very careful about cultural bias. Additionally, gender bias exists—words like "assertive" or "competitive" may be gender-coded and could discourage some applicants.

The bottom line is to be intentional with your language to promote inclusivity and attract a wide range of talent. Consider implicit bias in your imagery as well. Look at your career site; if you post job ads with pictures, ensure you're using photos that do not focus on one gender, age, or race to avoid unintentional preferences. For example, if it's a manufacturing job, do you really want to show someone sitting at a desk? These little things can have a big impact; after all, a picture is worth a thousand words.

Avoidable requirements should also be addressed. As discussed earlier regarding degrees, do not overstate experience or unnecessary skills. Be mindful of leadership bias; look for phrases like "effective leadership" versus "strong" or "assertive leadership." Regarding ability bias, use specific requirements like "must lift 30 pounds regularly" rather than vague phrases like "must be able to lift." Focus on the task rather than the traits.

We also touched on language bias; use "fluency in English" rather than "native speakers" to avoid excluding multilingual candidates. Several individuals, myself included, may feel discouraged by the term "native speaker." For instance, when asked about my French-speaking abilities, I often say, "Je ne peux pas en français." I may not consider myself a native speaker, but I might have the right level of French for a particular job. Thus, inclusive job language helps attract a broader and more diverse talent pool.

30:56

Now, let’s think about this: where could you apply these thoughts and ideas immediately when you return to work? I wonder if there are enough people to jump into the chat. Where do you think you could minimize unconscious bias from a talent acquisition perspective?

I don't know if I can see the chat; I closed it.

Lamees Abourahma 30:59

Does anyone have ideas? - We have a quiet audience, Elaine. -

Elaine Nicol 31:11

Okay, here I go. Job d 31:11escriptions! It's right in the title here, everyone. Job ads, interview guides, career sites, your social media posts—think about where you could have an impact by minimizing your unconscious bias.

Tied to that, let's specifically consider what you can do with your job descriptions. Often they are the first touchpoint for candidates with your employer brand. Following these strategies will help ensure that your job descriptions are inclusive, readable, and effective. The goals include using gender-neutral language and maintaining an appropriate word count—don’t be like me and put a thousand words before getting to the meat of what you want from candidates. This approach will help maximize your reach to qualified candidates.

Think about the job title and summary, essential responsibilities, and actual qualifications. More importantly than some job descriptions is to get your company culture in there; this is your chance! For many candidates, this is their real first experience doing a deep dive into who you are as an organization.

Think about this though; this seems like a lot of work, but there are several tools that can help you with this, including On Gig. You can use some secure AI. Make sure you're secure in every tool that you're using, like ChatGPT, my favorite, Claude. I know we're not getting a lot of engagement right now, but if anyone else wants to drop in the chat, I know at our organization, we actually have an AI Champions group where we're testing out and trying a variety of new tools. If you guys don't mind adding some more to the chat, you don't have to do this on your own.

There are ways to take your thoughts and ideas and spend a little time making sure that your job descriptions are optimized.

Lamees Abourahma 33:00

Helene, Erica mentioned Perplexity; I guess that's one of hers.

Elaine Nicol 33:08

Yes, Perplexity is one that our team uses quite a bit, and thanks for adding that, Erica.

33:18

I wanted to touch a little bit on social media strategy. That's another way to get a magnetic employer brand out in the marketplace. All social media sites are not the same; each social media platform requires a tailored approach while maintaining consistent messaging. For instance, LinkedIn is ideal for thought leadership and professional content, while Facebook allows for more engaging personal content. Glassdoor, the bane of some people's existence, should never be ignored; it focuses on authentic employee experiences. Indeed prioritizes job-specific information, so when you're looking at what you're posting, customize the content to the right site. Make sure it's meeting what the site is designed to do.

34:06

Here’s just a list of some best practices that you can cross all social media platforms, changing the language a little bit to be appropriate. In everything, you need to be authentic. When you're looking to bring your company culture into play, consider your Employee Value Proposition (EVP) and brand messaging. Make sure you're aligned across LinkedIn, Glassdoor, Facebook, and Indeed; however, the language and how you approach it should differ.

A consistent, authentic presence helps attract candidates who align with your mission and creates that consistent experience from start to ongoing retention. Ensure that your presence across platforms reflects a unified, engaging, and authentic employer identity. Some key areas to focus on include employee testimonials. If you leave here today with one thing, let it be this: employee messaging is crucial. Employees as your brand ambassadors are really important. Share real stories and humanize your organization.

Think visually about what you're putting out there and consider the candidate experience. Get your employees out there sharing and engaging; create a Glassdoor campaign. Do not dictate what your employees should say; instead, ensure they share their authentic experiences and consistently acknowledge and engage with reviews. This "oh yeah, we know they're out there" attitude will not help you create a magnetic employer brand.

Feedback response is essential. Have someone responsible for all of those sites or individual sites responding to comments. Don't let a comment go unaddressed on Glassdoor or another platform like LinkedIn; you need to actively engage on those social media sites.

35:56

So what are some of the key takeaways for building your magnetic brand? You are not alone—ask for help! This is highlighted for a reason. Whether it's your internal team or if you belong to the RPOA group like we do here, reach out to some of your friendly competitors for assistance. You are not alone. Do you have an internal team? Other colleagues who do talent acquisition? Ask for help! In fact, the more voices involved, the more comprehensive and better your results will be.

Take the time to assess your current state. Look at the maturity model and consider the eight different dimensions. Ask a variety of people the questions that are listed out; give them a scale of one to five, take the numbers and their comments, and really assess where you are before creating a plan.

The next five bullet points are bolded for a reason:

  1. Make sure you're always using a data-driven approach: Use metrics to guide your decisions. This helps at the C-level as well as operations and connects HR and talent acquisition back to business needs and goals.
  2. Consistency is key: Align all touchpoints with your brand messages.
  3. Employee experience first: Engaged employees create magnetic brands.
  4. Continuous improvement: Do not rest on your laurels; employer branding is an ongoing journey. As your EVP evolves and as you grow into different areas, continuously look for ways to improve.
  5. Authentic storytelling: Let your employee voices drive your narrative; do not force-fit or create for them.

People who've worked with me before, don't boil the ocean. Don't look at this and go, "Oh my gosh, it's too big for me to do anything." Take the time to assess, create a plan, and choose one or two things that you can do right away. Job description optimization, job ad optimization, and making sure you're taking care of your unconscious biases in these areas are essential. Look at your career site and do the same thing there. Use the tools available; AI is your friend.

When we talk about supercharging the human element, we must remember that we are never going to take our human ability out of the equation. However, we can provide tools that make life easier, help eliminate unconscious biases, and effectively promote our brand. So, utilize the tools that are available to you.

38:40

Did I leave any time for questions? Thank you for listening to me today; I really appreciate it. I'd love to hear your questions and discuss how this framework might apply to your specific situation. It is important to remember that every organization is different and unique. There is no one-size-fits-all approach; the key lies in adapting these principles to fit your culture and values. If you're interested in conducting a comprehensive assessment, I'm happy to schedule a follow-up. I'm also available to chat and brainstorm. Lamise and I had a really great conversation driving this forward just before everyone else joined the call, so sometimes just talking it through can be beneficial. You are not alone if you need any help. Any questions?

Lamees Abourahma 39:31

Thank you, Elaine. We are taking questions if anybody has them, but I always have questions for my guests, so buckle up!

Elaine Nicol 39:13

I know, I'm a little afraid right now. That should be fun!

Lamees Abourahma 39:49

You should not be afraid; you covered a lot of ground, and this is kind of baked into your presentation. However, I'm curious about employers who hire globally.

Elaine Nicol 40:08

If you're a global organization, you need to view yourself as such. Everything needs to connect; you can't operate as separate entities in different locations. Employer branding is equally important whether you're looking at a region like EMEA or individual countries in AMIA, APAC, or Latin or South America—however your company defines those regions. It is crucial to ensure that country by country, culture by culture, and language by language, you are using the right language.

Your job descriptions may require some consideration. Firstly, they should be in the language that you need people to work in. Additionally, consider how unconscious biases may differ from culture to culture and how different words may not translate well across languages. Be careful about taking what you might be using in an English-centric country and how that translates culturally.

Lamees Abourahma 41:17

The principles of creating a magnetic employer brand remain consistent across countries. The way I see this, Elaine, is like the guidebook or playbook you shared with us; you are likely creating different versions for various regions and countries as well.

Elaine Nicol 41:40

Absolutely! This work needs to translate literally and figuratively across the globe. While it seems conceptually straightforward and simple, I can see execution being a significant undertaking.

Lamees Abourahma 42:03

Related to this, I appreciate how you have delved deeper into employer branding and provided actionable insights for the talent acquisition audience—employers who can apply this internally. As an RPO association, I must ask how an RPO can assist an employer with employer branding.

Elaine Nicol 42:35

I love that you asked that! While I can't speak for all RPO organizations, over my 25 years of experience working with various firms, I've found that understanding your culture, your GDP (Gross Domestic Product), and your selling propositions is incredibly important for all our client partnerships. This understanding is how we market you effectively.

During the business development cycle, we discuss our brand boost program, which includes essential elements for our client partners. Over the life of our partnership, some of this work takes time; we incorporate these elements into our sourcing strategies and trip campaigns. At the very least, understanding who you are as an organization and your Employee Value Proposition (EVP) is crucial.

One immediate way an RPO firm can assist its client partners is through job description optimization exercises, job ad optimization, addressing gender bias, and unconscious biases—optimizing them to make them most attractive and engaging for the right talent that fits your culture.

Lamees Abourahma 43:54

Fantastic! You also touched on something relevant regarding the employer branding maturity model; that takes considerable work. What are realistic time expectations for when we first start?

Elaine Nicol 44:14

That's a great question! The timing can vary significantly depending on the size of the organization because it relies on the number of participants who provide feedback on your current state. For smaller organizations with around 40 participants providing feedback, putting a plan in place typically takes about eight to twelve weeks. For larger or multinational organizations, while we can create an overarching plan, we will need to address each country or region individually.

And then we have to do the work, and then we put the plan in place. That's an eight to twelve-week exercise. The larger you get, and the more multinational you become, we'll do something overarching, but then we need to go country by country or region by region to make that happen. I think eight to twelve weeks is sufficient to create the plan. The most important aspect here is that we measure what's working and what's not working, optimize accordingly, and focus on incremental progress. It's not about going from step one with our clients to step eight; it's about how we move from one to two, and two to three. We don't create a five-year plan; instead, we focus on moving through each of those steps, typically within an eight to twelve-week timeframe.

Lamees Abourahma 45:15

I have an audience question regarding how RPOs support employers with employer branding. What can you tell us about how the demand for employer branding from RPOs has changed over the last few years?

Elaine NIcol 45:38

I can trace this back to day one. One of my very first business development opportunities involved a small group of us in the room, and I have been saying for a long time—along with many others—that your consumer brand impacts your employer brand, and vice versa. We have been emphasizing this connection for twenty-five years, but many people dismissed it. However, the biggest change over the last year or two is that this connection has exploded in recognition. If someone has a bad recruitment experience, they are quick to share it on social media platforms like Blue Sky or Instagram, telling their Facebook friends about their negative experience with Company X, which they perceive as not caring about people. This sentiment spreads rapidly, leading potential customers to reconsider purchasing from a company that does not treat its candidates well.

Conversely, if someone has a bad experience with a product, they are also quick to express their dissatisfaction online. When someone is considering a job opportunity and conducts a Google search, they may find negative reviews about the company’s treatment of customers. In the last eighteen months, this awareness has exploded, and I believe business leaders are finally recognizing how intertwined these aspects are.

Lamees Abourahma 47:16

From a data perspective, the RPOA has been researching buyer trends in the RPO market for the past three years. Recruitment marketing has consistently been one of the top three services expected and requested by RPO buyers or employers during this time. Recently, while browsing LinkedIn to see what is trending in talent acquisition, I noticed that employer branding stood out prominently.

Elaine Nicol 48:12

I believe technology plays a significant role in this shift. The ease of finding information now is unprecedented. While we had the internet before, it was much harder to uncover details about an employer. Organizations could easily present only their positive aspects while negative information was more challenging to find. Now, with technology, you can conduct research from anywhere—whether you are on your phone, on an airplane, or relaxing in your backyard. Information is readily available at your fingertips.

I am not surprised that employer branding remains in the top three services; it should have always been there in my estimation because I am passionate about it. Now, people are making the connection between employer branding and recruitment marketing.

However, technology is also creating instances of unauthentic employer branding for employers due to its misuse. Research from the recent TA trends report by Lighthouse indicates that 83% of candidates do not believe in the authenticity of employer brands. This lack of trust is alarming and can be attributed significantly to technology and AI. Candidates tend to trust what employees say far more than what the CEO claims. This is why it is crucial to let employees lead the storytelling process.

I could use any tool right now to generate an Employee Value Proposition (EVP) for any company based on set parameters. While it may produce a decent EVP for well-known companies, if it comes from an external perspective, it lacks authenticity. People are increasingly skeptical of brands that do not seem genuine; they recognize when something is generated by AI.

Therefore, it is essential to allow employees to lead the EVP creation process and share authentic stories as brand ambassadors. Organizations should implement robust employee referral programs and ensure their career sites feature real employee experiences rather than generic statements. Authenticity is key; employees should share both what they love about their jobs and what they find challenging. For example, they might express that while they appreciate their job and colleagues, they dislike having to come into the office three days a week.

Engaging employees in this process is crucial; it cannot be a top-down initiative. I would like to close with some examples of companies that excel in their employer branding efforts. For instance, Netflix offers an open vacation policy and fosters a unique work culture by utilizing employee-generated content to showcase its values and attract like-minded candidates.

Google's employer branding emphasizes innovation, a supportive work environment, and a strong global presence. This forms their Employee Value Proposition (EVP), making them an attractive option for those looking to work globally. Another noteworthy example is Wegmans, a grocery store chain that stands out for its career growth opportunities, including language courses, college scholarships, and cross-training. Many employees share inspiring stories, such as those who began stocking shelves in high school and, with the company's support, advanced to positions like area manager or district leader. Wegmans exemplifies a compelling EVP and a magnetic employer brand.

Conversely, some companies face challenges regarding their employer branding. Amazon, for instance, is often criticized for its intense work environment, high employee turnover, and a focus on productivity over well-being. This results in a negative EVP. Similarly, Tesla is known for demanding work schedules and a high-pressure environment. Exploring various company websites reveals these sentiments, allowing potential employees to gauge the corporate culture.

I recently heard from a CEO who actively engages with drivers, dedicating eight hours a month to experience their work firsthand. He learned from one female driver about the importance of finding clean restrooms during their routes. This led to the development of an app that helps drivers share information about accessible bathroom locations. While it may seem trivial, such initiatives significantly enhance the work experience.

I appreciate the value of direct engagement in recruitment. I enjoy plant and location tours as they connect individuals to the end product, whether in a hospital or manufacturing setting. These experiences are crucial when assisting our client partners with their employer branding. For example, we can spotlight Joe, who works on the floor making extruded wire; his enthusiasm for his job and journey from starting right out of school is compelling content for our branding efforts.

Feedback from our client partners often reflects a familial atmosphere within their organizations. Employees express genuine affection for their workplaces, emphasizing that it is their words that matter most in conveying the employer brand.

As we approach the end of our hour together, I want to express my gratitude for this engaging conversation. I appreciate everyone who joined us during this mid-July session, especially considering the heatwave affecting many regions.

Lamees Abourahma

Thank you for this opportunity to share insights on employer branding. On behalf of the Recruitment Process Outsourcing Association (RPOA), I want to remind everyone that we will have the recording available on YouTube and will share it with registrants within 48 hours. Additionally, I encourage you to stay connected with the RPOA for upcoming events and valuable resources in the recruiting world.

I hope you enjoyed this episode of the Time to Hire podcast from the RPOA. Please consider leaving us a review wherever you listen to podcasts, and always stay engaged with developments in talent acquisition by tuning into the RPOA—your Place to Go for RPO™.