Rebuilding the employer offer of a service provider
When a solid employer brand is no longer enough
- client request
The HR director of this service company faces a serious reputation problem among potential candidates. The situation is made worse by negative and well founded reviews on Glassdoor, such as « Harmful management. A complete absence of strategic vision. A failing executive committee. »
In an extremely competitive job market, attracting and retaining talent has become a real headache for the client. The current poor image of the company as an employer does nothing to bring its values and its culture forward, which reduces its appeal further for potential candidates beyond those simply looking for a job close to home.
On top of that, the current recruitment and onboarding procedures leave a lot to be desired, which adds another layer of difficulty to attracting new employees and settling them in effectively.
- challenges
The negative reviews on networks such as Glassdoor, X-Twitter and Facebook make it harder to present the company as attractive to a demanding audience of engineers. In a highly competitive job market, this situation has to be turned around in order to attract and then retain the talent the strong growth of the company depends on.
Improving the reputation of the company. Negative comments on review sites have damaged its image for the long term and made it less attractive to qualified candidates. The urgent task is to identify the reasons, and the people, behind that, and to "repair" the company culture so it stops frightening people off, before trying to attract anyone.
Bringing management practice up to date. Deep work is needed on management practices that belong to another era. Adopting more inclusive and participative management styles, and putting regular feedback mechanisms in place, are among the actions that can improve the quality of leadership.
Rebuilding the recruitment and onboarding process. The current procedures are not effective and they put potential candidates off. A complete review of these processes is needed so that new recruits get a smooth induction and a warm welcome.
Bringing the values and the company culture forward. At the moment these aspects are not given enough prominence, which affects the appeal of the company. It is time to communicate about them effectively, so potential candidates can see what makes the company distinctive and strong.
- stakes
With competition intensifying and with candidates and current employees expecting more, the HR director of the company has several challenges to overcome.
Attracting talent. Improving the reputation of the company and bringing its values and its culture forward effectively in its "candidate value proposition" can considerably increase its appeal to the candidates it wants. According to LinkedIn, 75% of candidates look at the employer brand of a company that is hiring.
Retention. Bringing management practice up to date and rebuilding the onboarding process can help raise employee satisfaction and, as a result, their loyalty to the company. According to a Glukoze study, the cost of replacing an employee can reach 300% of their annual salary, which shows how much retention matters.
Productivity and engagement. Improving the recruitment and onboarding processes and bringing management practice up to date also raise the productivity and the engagement of employees. According to Gallup, highly engaged teams show a 21% increase in productivity.
Better performance. A better brand image, an employer offer that meets candidate expectations and better trained managers can lead to higher productivity, more innovation and, in the end, more growth for a company that is still growing more slowly than its potential allows.
- solution
Management
Develop a complete training programme for managers, covering the legal aspects, their responsibilities and the way they carry themselves as managers.
Brand
Rethink the employer offer, the employee value proposition and leadership, in order to strengthen the employer brand and the company culture.
Recruitment
Build an approach centred on the values and the culture of the company from the very start of the recruitment process, after rewriting the job ads.
Onboarding
Creation of a redesigned and structured onboarding pathway, including meetings with key people and dedicated training for the role.
- results
Taking account of challenges such as improving the brand image as an employer, rebuilding the recruitment and onboarding processes and bringing management practice up to date, several things moved quickly, within six months.
A better reputation for the company. One of the results visible early on was a substantial improvement in the reputation of the company. A positive employer brand image brought in a greater number of qualified CVs. That change showed up in higher ratings and more positive reviews on platforms such as Glassdoor.
Better recruitment and onboarding processes. Rebuilding the existing processes helped reduce the time to hire while greatly improving the candidate experience. New starters were also settled in faster and more effectively, which supported their engagement and their productivity from their first days in the company.
Better management practice. Bringing management practice up to date was another result achieved. Better trained and more capable managers were able to support and guide their teams effectively. That improvement showed up in better engagement survey results and in lower turnover.
Stronger cohesion and company culture. According to the most recent engagement survey, employees are becoming more engaged and more aligned with the values and the mission of the company, which supports more collaboration, better communication within teams and more innovation.
A positive impact on company performance. Finally, a significant positive impact on the performance of the company was recorded. Higher productivity and efficiency across the teams, along with better customer satisfaction, strengthened the position of the company in its market.
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