How?

EVP offers its employees values that are different from other competing employers in the job market. This technique assists in getting and retaining better talents. A strong EVP not only attracts and retains the best talent but also reduces hiring costs by re-engaging unmotivated employees (Lybrand, 2018). As an employee-centred approach, EVP help employers identify about all benefits and rewards that their employees receive.

To create an attractive employer brand image, a firm is required to undertake a three-step approach (Backhaus and Tikoo, 2004).

• Develop value proposition
• For potential talent
• For third parties involved in recruitment
• Market value proposition: Match employer value proposition with other branding strategies
• Internal branding
• Promote firm's values to current staff
• Ensure staff contributes to firm's goals

First, it needs to develop a value proposition for the talent they aim to recruit and other agencies or third parties that contribute to finding the right talent. That includes recruitment agencies, placement coordinators and career councillors at universities.

Once the value proposition is developed, it needs to be marketed for recruitment purposes. Whilst its main goal is to attract potential employees, it also continues to strengthen the brand image for its current and potential clients. This means that employer branding strategy needs to match other branding strategies and values of the firm. For example, “the employer brand is strengthened when the consumer-based promise and the corporate vision of the firm are aligned with the personal benefits offered to employees (in terms of working conditions, hours, holiday entitlements, work – life balance, childcare arrangements, training, perks and other inputs to job satisfaction)” (Moroko and Uncle, 2008).

Backhaus and Tikoo describe the employer branding process in the following words: “External marketing of the employer brand establishes the firm as an employer of choice and thereby enables it to attract the best possible workers. The assumption is that the distinctiveness of the brand allows the firm to acquire distinctive human capital. Further, once recruits have been attracted by the brand, they develop a set of assumptions about employment with the firm that they will carry into the firm, thereby supporting the firm’s values and enhancing their commitment to the firm.”

The third aspect of employer branding is internal marketing or internal branding. It is used to put into practice the promises that were made during the recruitment stage. According to Backhaus and Tikoo, internal branding ensures that staff embrace the organisational values and contribute towards achieving the organisational goals.