Employer branding: you already have one, but which one?

What you promise must exist before they sign

If, during an interview, you want to convince a candidate to join your team by talking about an exciting day-to-day life, flexibility, and a culture of mutual support, it is important that this be the reality they will experience as soon as they arrive.

If you recruit a candidate who was attracted by a collaborative structure, and they find themselves blocked by rigid processes at every turn during their first week, the psychological contract and trust will be broken on the spot.

Regarding your employer brand, your messaging should not be more than 20% aspirational. This "20%" is your room for growth—an ambition that motivates the troops—but if this percentage is exaggerated in your promise, it is no longer a promise, but a mirage.

When you make a promise and it isn't kept, you won’t have to wait long to measure the consequences: early resignations, bitter online reviews, a climate of mistrust…

Never forget that criticism coming from an employee is the most formidable, because their words carry credibility for a candidate doing their research. Talent will always weigh an employee's word more heavily than your official communications.

Candidates do their homework (and not on your site)

Before booking a table at a restaurant, renting a cottage, or when you are in charge of dessert for a dinner at your friends' place… you read the reviews.

That is what candidates do too! And they don't limit themselves to your website or your careers page. Trust isn't there yet; they need to compare what you say with what you do.

It is an expectation on our end, in interviews, that a candidate knows our company, and they take the exercise seriously. They examine ratings on Glassdoor, observe your social media posts, query search engines, and analyze the details of your recruitment processes.

If we think about the next generation entering the workforce, their vigilance is even greater. New generations are looking for transparency, and well-being at work is one of their top priorities in their job search. Faced with a false promise, they won't bother negotiating: they will leave the recruitment process and share their disappointment with those around them.

Internal diagnosis: the first foundation of an employer brand

Before hiring a communications agency to design catchy slogans, the groundwork must be done internally. A flattering advertising campaign won't save a fragile organizational culture. You already possess the data necessary to act.

Where to start?

• Take the time to listen to your teams.
• Conduct rigorous exit interviews to understand the reasons for departure.
• Read online reviews, even the ones that bruise your ego.
• Test your own application process yourself to identify pain points.
• Identify your real strengths—the ones your employees experience daily—rather than the ones you wish to display.

Facing your own reality requires boldness and resilience, but it avoids the false promises that lead to a bad reputation.

Don't forget: your reputation is a lever for profitability

Taking care of your reputation doesn't just impact your HR; it is an asset for your economic performance.

When your reputation is consistent with the reality on the ground, quality candidates come to you on their own. Your recruitment budgets decrease, and your critical roles are filled before they create a backlog and paralyze your operations.

Regarding retention, the experience you provide your employees turns them into ambassadors rather than eroding your margins with a high turnover rate. Not to mention the loss of knowledge and the vacant positions you have to fill in an emergency (Webinar in french only).

When your employer promise is aligned with the reality experienced in the field, you secure your teams. And employees who trust their workplace develop better instincts, make fewer mistakes, and deliver quality work. Your clients benefit, and you can measure the impact on your financial performance.

In conclusion

To take stock, start by opening a dialogue with your collaborators. Their diagnosis will give you an accurate assessment. If you notice a gap between your recruitment promise and the day-to-day reality, it means talent is slipping through your fingers.

The next step will be to improve the candidate experience and the employee experience.