What are some effective ways to use brand leadership to retain top talent?

To leverage your brand's leadership in attracting and retaining top talent in a competitive market, it's crucial to highlight your company's core values. Define these values clearly as a leader and display them prominently in your business, especially at the entrance. This practice not only strengthens your brand identity but also creates a strong, appealing company culture. By integrating these values across all aspects of your brand, you foster a consistent and attractive work environment. This strategic alignment helps attract talent that resonates with your vision and aids in long-term retention, setting your brand apart in a competitive landscape.

El propósito de la marca es la razón de ser, es la esencia y por lo que la empresa existe. Tener un propósito establecido y que se practique en la organización -desde los más altos cargos-, motiva a que todos sigan una misma directriz y se genere un punto de encuentro en las expectativas de todos los colaboradores. Contar con un propósito muy bien pensado, único, real y transparente, resulta ser una base para el establecimiento de objetivos y, como consecuencia, el logro de estos.

As an employee, I believe a compelling brand purpose goes beyond the products or services. It's about being part of something meaningful and impactful. When I see that my work contributes to a larger mission, it instills a sense of pride and purpose. This connection not only keeps me engaged but makes me more likely to stay with the company, knowing I'm contributing to a shared vision that goes beyond the bottom line!

In my experience brand leadership these days needs to turn to basic values we were taught as children. Respect the elderly, save resources, never stop trying new things, believe that "you are the change you want to see in the world", ignite curiosity. These are universal and so easy to follow - since we, as humans, have them deep inside us.

brand too often becomes a very strict policing device.. the more it becomes a colour-coding, limbic-defining set silos, the more it will only exist with brand people. not the company. the more people can build the brand by doing not defining the more they engage. in short: let them play. please.

To use brand leadership to retain top talent is crucial to develop a strong brand culture:it is the mirror of brand purpose and it's essential an effective communication of vision,values and behaviors,the interaction with the team and stakeholders.

Créer une culture de marque forte commence par vivre vos valeurs au quotidien. Imaginez que votre marque est une personne : comment se comporterait-elle ? Par exemple, si l'innovation est au cœur de votre marque, encouragez vos équipes à partager régulièrement des idées créatives. Si votre marque valorise la durabilité, implémentez des pratiques écoresponsables au bureau. Communiquez ces valeurs clairement et constamment, non seulement à travers des messages, mais aussi par des actions concrètes. Rappelez-vous, une culture de marque réussie est celle où les employés sont les premiers ambassadeurs, passionnément impliqués et fiers de représenter ce pour quoi votre entité se bat chaque jour.

I think it is key to build a strong culture and more importantly act strongly on the right things. Then the brand will follow. Not the other way around. To brand is to do, afterall.

Establishing a robust brand culture is imperative for fostering a cohesive and purpose-driven organizational identity. It involves articulating and disseminating core values that resonate with your brand's purpose and personality. Crafting a shared vision and mission provides a unifying direction, fostering a collaborative and supportive environment among team members. Additionally, implementing a system to acknowledge and reward employees for embodying brand values and contributing to brand objectives enhances engagement and reinforces the desired brand culture. These elements not only cultivate a sense of belonging but also drive the brand towards sustained success.

Make sure the leadership team ensures the culture the brand has communicated to the employees is practically implemented within teams. For instance, there is no point in having policies around well being and communicated that with a lot of gusto when in effect the expectation is to work late nights and weekends. A strong implementation and feedback mechanism needs to be in place for the culture to truly be what the brand/ company talks up or attrition will always be high.

Years ago, Dell implemented an Employee Advocacy program to recruit the brand's “Champions”. The employees spread awareness of the Dell Brand on social media, while becoming more knowledgeable, connecting better with customers (studies show customers want to see employees be treated well by the companies they support), and growing their own online presence. At the end of the first 12 months, employees had shared over 150,000 pieces of content to an audience of 1.2 million people, driving over 45,000 clicks to their website. Your employees are incredible brand ambassadors, take care of them, and give them reasons, and the tools, to promote your brand.

As a brand custodian you need to create a long term relationship with the brand ambassadors. These are people who live and love your products and help you market them by talking and endorsing them. Brand ambassadors can be your customers, students, employees, or even social media influencers (ones who genuinely love your brand). To develop a successful program you need to follow these steps: 1. Set clear and specific goals 2. Formulate a program 3. Develop clear guidelines for the ambassadors to follow & execute 4. Shortlist brand ambassadors 5. Negotiate deals with them 6. Maintain relationships with them during and beyond the program 7. Analyse data of your program and its performance. Follow the above for a successful program.

Brand ambassadors can be very useful. They carry your story and your values into various channels - including social media. They can take work off your hands here.

Brand ambassadors goes with their great employee experiences journey. Organizations should focus on every touch-points so that employees are willing to share and advertise their business with other friends, who may become your potential candidates. The brand purpose should be consistent in every steps from the onboarding process, their development journey, being recognized till the end of employment. Event after that, they still are brand ambassador with great messages for organizations.

1. Brand ambassadorship - the more employees connect with your brand and the value of your products, are empowered to share news, post with their own voice, and turn your brand into something they personally care about (more than just a job) the more attached they will become to the success of it but also how much more loyal they will feel about it. 2. Turn your human capital into your brand. You are who you are because of the people working to make it happen. Introduce key stellar employees on social, reward brand ambassadors as going above and beyond and use this in their annual reviews. 3. Survey your employees for causes they care about and make an intentional effort to support social issues that will make them proud including PAC.

WALK THE TALK! Não basta ter um belo propósito, é essencial colocá-lo em prática de maneira verdadeira, pois isso garante coesão entre a marca e a proposta de valor (EVP). Transparência e sinceridade ao comunicar o EVP e os compromissos da marca estabelecem uma base sólida de confiança. Assim constrói-se uma relação honesta com os funcionários, promovendo um ambiente de trabalho com comunicação aberta. Isso contribui para uma cultura organizacional coesa, fortalecendo a relação entre a marca e seus colaboradores. Isso é válido não apenas para grandes corporações, mas também para startups, onde a coesão entre marca e proposta de valor podem estar atrelados ao sonho da pessoa fundadora, e é fundamental para atrair e reter talentos.

To keep consistency beween your brand & your EVP, it's important to outline messaging pillars to create a powerful storytelling. First, you have to do a bit of research: which stories are told by the competition, who is your primary and secondary audiences and map the gaps between their needs, uses & the experience + story you're sharing with them so far. When it's done, you can then focus on clearly defining your brand story, brainstorming great content ideas to bring to life, and by pushing content consistently through a tidy editorial calendar, you can make the right impression at every stage of the candidate (and employee) journey 💫

Muito tem se falado sobre o proposito das marcas, empresas tem mudado seu slogan/ tagline para destacar à sociedade que sua missão vai muito além de gerar negócios. Mas é preciso olhar para o seu público interno, ouvir quais os valores da marca tem sinergia com os valores pessoais dos funcionários. O seu público está engajado na mesma causa? A construção deve ser coletiva, afinal empresas são formadas por pessoas e a execução desse proposito só irá funcionar se verdadeiramente seus colaboradores estiverem engajados e compartilharem do mesmo propósito.

One key to align brand with EVP is the consistency between them. With brand, we should focus more on your vision, mission, core values. Before the alignment, you also need to clearly articulate the unique benefits and value that your organization offers to employees and why employees would choose to work for you. EVP needs to align with HR policies and practices such as recruitment, onboarding, performance management, and rewards to ensure they reflect and reinforce the desired employee experience. Ensure that your brand messaging, visual identity, and communication strategies align with the desired employee experience also.

Os colaboradores cada vez mais estão atentos ao valor da empresa para si e para a sociedade. Salário e benefícios não são mais os únicos pontos considerados pelos principais talentes para buscar uma nova vaga ou para permanecer em seus empregos. De acordo com o Workmonitor, da Randstad, 50% dos profissionais brasileiros deixaria o emprego por não nutrir um sentimento de pertencimento à empresa. Além disso, 48% recusaria uma posição não alinhada aos seus valores sociais e ambientais.

A brand that is static will not deliver value. A significant part of a brand's power is to evolve how the company (and its products and people) show up to meet a dynamic marketplace. To adapt without walking away from the core essence of a what a brand stands for is where innovation, creativity, and novelty are required. The marketing engine of any business needs to be investing in research to gain deep knowledge for steering decisions to innovate and challenging those decisions against the core purpose. This leverages both brand and purpose to deliver the most impact.

The Market is a dynamic reality with it's demand,offer and trend and brand innovation is crucial to respond to market needs.A strong brand culture is essential to reach this objective involving employees with an effective communication,improving products and services.

We are living in a dynamic world. Change is the constant and as human beings we keep adapting to our environment to be relevant. The same is true for brands, they need to adapt and evolve with times in a fiercely competitive marketplace. Brands that choose not to innovate may get lost in the noise and be more prone to failure. For innovation brands need to think beyond meeting consumer needs and focus on how consumers have changed, and that all starts with reliable research.

In order to adapt your brand, you should understand your targeted audience (both internal and external) by g conducting market research, analyzing consumer trends, and gathering feedback from your existing customers. This will help you identify their needs, preferences, and pain points, which can serve as a foundation for innovation and adaptation. Further more, you should pay more attention to your competitive landscape. Stay updated on industry trends, emerging technologies, and shifts in consumer behavior. This will help you identify gaps in the market and potential areas for innovation and adaptation.

Each and every member of your workforce is your strongest ambassador. While you develop and establish a strong brand leadership externally , what will really work in your favour is if you look at bringing it alive internally through a strong combination of internal communication and HR working together to ensure the work force knows that you mean every bullet point on the vision / mission statement. When the entry level person understands, believes and lives it along with the top management, thats when you know that brand leadership is working for you to help you retain top talent across roles.

Strong brand leadership and retaining top talent necessitate trust, transparency, consistent recognition, advancement opportunities, prioritized employee development, and a genuine commitment to well-being. These elements are not merely desirable but essential.

Strategic communications deliver business outcomes and are strategic, in part, because they tell the organization's strategy, which is the story of what we will do to create something new. This story must illustrate the facts and illuminate the values in describing what we will do and how we will do it; leaning into what is true today will foster the belief that success and winning are possible. The story must also describe what is at stake because leaning into why it matters will grow engagement and foster action.

As a technology firm, aligned its brand with an EVP centered on innovation and collaboration, my company emphasized these values. And I just want to mention one aspect of EVP aligning with brand through LnD. We provided continuous learning opportunities and spread learning environment. With the purpose of employees felt purposeful and connected, the learning and development is executed in various methods from mentoring IDP, on-class training, social sharing, self learning and reflection, internal contest,... One key point is that each position has its own career path and learning path for supporting their growth in business. We try to stimulate the innovation in every activities.

Your engaged workforce is a huge asset. Support them with the best ways to talk about and represent your brand and you’ll see benefits!

In my experience is important to bring out the "spiritual capital" of a brand, an enterprise, a challenge to build strong relations with top talents and, most of all, engage them in this awareness process. In this perspective retain could sound as an improper concept, because it underlines a "top-down" opportunistic moral suasion. Working with real talent requires a different peer-to-peer approach; an attitude of no-possession and no dependency; a profound desire to coach the talent to her/his full potential and if needed or if it's the time... to let them go! When a talent perceives this culture, environment around, leadership style and feels really free to grow and to express her/his best self, probably will be with you for a long time.