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Employer Branding Trends in 2019

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Employer Branding Trends in 2019

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What will happen in 2019?

As always, I can only read between the lines, combine various signals, information and experiences from the labor market, unlock trends in the United States and Western Europe, watch the progress and the actions of inspirational companies, and polish my Employer Branding crystal ball. I have been faithful to this approach for many years. So, what do I see in the next year? With my eyes closed, I see "people dancing around the company fire in a celebration of a meaningful workplace progression for them". Well, well - let's move the metaphors into a more comprehensible form - 5 specific directions that could be enacted in the new year in Employer Branding.

1. attempts of ANY KIND TO MOTIVATE –> creating MEANINGFUL WORK
2. BUZZWORDS on notice boards –> capturing KEY VALUES
3. Concern for MATERIAL REINSURANCE -> focus on the CARING ENVIRONMENT
4. corporate SOCIAL RESPONSIBILITY –> corporate EMPLOYEE RESPONSIBILITY
5. separate DEPARTMENTS –> united TEAMS

What will happen in 2019?

As always, I can only read between the lines, combine various signals, information and experiences from the labor market, unlock trends in the United States and Western Europe, watch the progress and the actions of inspirational companies, and polish my Employer Branding crystal ball. I have been faithful to this approach for many years. So, what do I see in the next year? With my eyes closed, I see "people dancing around the company fire in a celebration of a meaningful workplace progression for them". Well, well - let's move the metaphors into a more comprehensible form - 5 specific directions that could be enacted in the new year in Employer Branding.

1. attempts of ANY KIND TO MOTIVATE –> creating MEANINGFUL WORK
2. BUZZWORDS on notice boards –> capturing KEY VALUES
3. Concern for MATERIAL REINSURANCE -> focus on the CARING ENVIRONMENT
4. corporate SOCIAL RESPONSIBILITY –> corporate EMPLOYEE RESPONSIBILITY
5. separate DEPARTMENTS –> united TEAMS

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Employer Branding Trends in 2019

  1. 1. EMPLOYER BRANDING TRENDS 2019 in the Czech Republic
  2. 2. Foreword …................................................................................ 2 1. Creating MEANINGFUL WORK ............................................. 4 2. Capturing KEY VALUES .......................................................... 5 3. Focus on the CARING ENVIRONMENT ................................. 6 4. Corporate EMPLOYEE RESPONSIBILITY ............................... 7 5. United TEAMS ………………………………………..…………. 8 In Conclusion ……………………………………………..……….... 9 Content 1.
  3. 3. What companies did in 2018 is not enough heading into the New Year. First, we will look at trends from the Czech Republic in in the field of Employer Branding throughout 2018. I'll let you know upfront that if you’re searching for discussion of artificial intelligence technologies or the latest career sites with an expanded reality penetrating the Human Relations area, you’ll be searching in vain. These are all things that relate to employer brand communications, but do not primarily create it. Instead, my approach to Employer Branding, which I follow and continually promote, is as follows: "Employer Branding is a leadership concept to increase the value of companies, organize thoughts and form teams of inspired employees who pull together.” Building strong employer brands is the responsibility of leaders. Many people can help with it, but none of them can carry the baton and do it for them. No one, other than company leaders, has the power to change the company so employees find meaning in their work. Even Pfizer, with all its pharmaceutical expertise, cannot create a miracle pill for company leaders which automatically grants them instantaneous powers to instill meaning in their employees’ work. Foreword 2.
  4. 4. What was happening in the labor market in 2018? I have been talking about Employer Branding this year with far more business directors than ever before. The topic began to resonate in the highest places, especially once companies that previously invested hundreds of thousands of Czech Crowns in fast-paced HR marketing realized their high-cost efforts had stopped working. Do you wonder what this fast-paced, high-cost HR marketing is? Most often, you will see it on the career pages and profiles of companies that emphasize superficial benefits such as relaxation rooms with football. In video cameos, they portray scripted opinions of employees who keenly argue (that everything is wonderful in the company and don’t admit every coin has two sides “pros and cons” focus only in videos about what is perfect etc. and not acknowledging cons. I always learn the flip-side of the coin when I speak (off-record) to people in such a company. However, I have a good feeling that more and more companies are turning to real solutions based on understanding the real causes of problems to enhance their employer brand, attract new employees and retain workers. I won’t conceal that this makes me very happy, and I have high hopes and belief in the trend continuing on through 2019. Foreword 3.
  5. 5. In the Czech Republic, the practice of companies has remained with satisfaction, measured year by year and compared with other similar companies. Others hire managers supposedly charged with the task of “improving happiness”, and single-handedly boosting the workplace and corporate atmosphere. Manufacturing factories especially care about security and proper training, while others are dedicated to minimizing bureaucracy and trying to reward people fairly. Perhaps every company has acquired a benefits-card program so that employees can choose from a range of options. Everything complements the rewards for reaching the annual bonus - which some companies still think can utilize to motivate employees towards better performances. One incentive after another—stimulation for stimulation. In 2019, businesses will begin to perceive the need for sustaining people's long-term enthusiasm (versus those making sustainable businesses from other sources). This is probably best described by Simon Sinek: “Great companies don`t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something better than their job to work toward, they will motivate themselves to find a new job and you`ll be stuck with whoever`s left.” The result equals meaningful work and the development of managers who create exceptional teams with members who have autonomy and development opportunities and who will listen to fellow teammates. Take a look at the picture below, which outlines five questions as prerequisites for creating meaningful work that, together with managers' approaches, forms a corporate culture in which people want to perform their best. Creating MEANINGFUL WORK 4.
  6. 6. You know the basics: openness, respect, teamwork, innovation, reliability. Most people in the company do not even name them all, let alone know what they are supposed to mean. Clutter on central notice boards, empty chatter in meetings. I just saw one nice example on a bulletin, "Our company provides its customers with high-quality products and expertise necessary for informed purchasing decisions. We deliver our products faithfully and honestly to the highest level of customer satisfaction. We create professional and long-term relationships with employees who are proud of our business, providing them with a stable and dynamic work environment. " Not only does it have nothing to do with people, but it also lends itself to creating cynics who stop believing in the company and its statement. In today’s society we are increasingly incorporating the Y generation, which will make up half of the workforce by 2020. It’s been shown time and time again that what this group wants is authenticity, and not corporate bullshit. In 2019, corporate values will come to a halt and instead, companies will dig deep to discover their own, unique key values. They will begin by realizing what the core of corporate values are: hiring the right people, leading them, and finally assessing their performance. They will understand that their unique set of company values define the personality of the organization and give employees instructions on how to act, reducing the need for inefficient and demoralizing micro-management. Eliška Novotná of IKEA said it nicely: "Where we have no process or rules, we have values." When defining values, companies will differentiate between basic rules that apply to the game versus the wishes and key values that help to distinguish the company from others. The process for testing your specific corporate values is indeed harsh, but necessary. It requires asking yourself whether your values are significant enough to refuse a job if it goes against them, or to let an employee go who has good results yet resists following your value-set and has refused to change for a long time. Capturing KEY VALUES 5.
  7. 7. What would we still give our people not to leave us, and new ones to come? What did they tell us in the latest survey that they wanted? Saturation of people in companies is growing to unprecedented heights. Rich businesses arrange office according to recent trends, with renowned architects, redesign large and small meeting rooms, telephone booths, fitness and relax rooms, sleeping bags, billiards and xboxes, cafes, libraries, the latest laptops, every year a new mobile phone. Manufacturing companies are also investing, though true, there are far behind. But do you know the 19th century experiment? I can not remember who the economist has done to measure the influence of the boss on the atmosphere of a team at a workshop under changing physical conditions. They took light and warmth and measured the mood. Finding: where he was a great boss, the good atmosphere was in the cold and dark. In 2019, companies will focus on developing managers who are behind the building of a caring environment and an overall atmosphere. Team Leaders – Chiefs – are the most common reason people leave companies (forget about the reasons people often say at exit interviews – I got a better offer ...) and the frequent reason why people come to companies. While only leaders can create the premise of meaningful work, managers are responsible for implementing the caring environment. How to do it? Engage employees by giving them autonomy in decision making, provide ongoing feedback, notice them while doing something good, compliment and praise good work, be interested in colleagues as people and listen their opinions to they acknowledge they are an important part of the company. That's gonna work! Focus on the CARING ENVIRONMENT 6.
  8. 8. For corporate indulgences, they no longer go to church, but to Corporate Social Responsibility. Sponsoring shelter dogs, senior homes, playgrounds, etc.—I have nothing against companies doing good. However, it is very often a publicity stunt, where Corporate Affairs gets to write a popular, feel-good article in the hopes of boosting employee morale and enhancing consumer opinion. Often these activities are performed according to the following formula: CSR = PR minus HR. I'm not saying that all companies are doing the same thing, however, I think it's a pretty common occurrence. The simple question is: why aren’t employees themselves the primary group of focus for a company’s charitable or development focuses? They are very often educated only in matters closely related to work, while, for example a good but exceptional achievement is a financial literacy program coupled with individual consultations and help for employees in executing financially beneficial actions. In 2019, company interests in the well-being of employees will increase significantly, and I don’t mean simply adding more benefits to what’s already commonly available (like gym memberships, food vouchers and other “perks” to be loaded onto cards). These will be more demanding solutions focused on maximizing human energy (perhaps substitute this term for "human resources"). The process begins with the aforementioned training, moving beyond the profession, individual life coaching, and developing personalized interest in each employee and their needs. Maybe a shorter work week which is already being piloted in a few progressive arenas. All of the above-mentioned trends will also be achieved by creating meaningful work in a caring environment and corporate culture. Next year, I predict we will see activities shift towards Corporate Employee Responsibility rather than focusing so heavily on Corporate Social Responsibility. Corporate EMPLOYEE RESPONSIBILITY 7.
  9. 9. Too often I come across companies where the teams work great, but the company atmosphere as a whole is lacking. When I listen to individual teams, I feel excited—however, the overall company atmosphere and results report is quite different. What's behind that? Incomprehensibly long-term visions, vague texts instead of well-defined corporate values, unclear accountability, unclear or uncommunicated business models, and the absence of medium-term goals that break into short-term annual and quarterly plans. All this creates a confused workspace. You'll easily see it when you listen to managers as they discuss issues: either you hear the statement "it was their task, their responsibility, we could not influence it", or "we did not succeed, we need to think differently about it the next time." What sounds better to you? For me, clearly it is the second statement, that as managers, “we” should seek how to resolve issues differently in the future rather than simply blaming other who did not succeed in the past. In 2019, companies are working on team alignment, clarifying roles and tuning the interface between them to build employee feelings of mutual responsibility for company success. This will be greatly helped by the creation of meaningful work, which is actually a prerequisite for quality, cohesive teamwork. A beautiful demonstration of how to foster mutual understanding among teams was the presentation of teams in the IT company, Tieto, through posters which depicted each team’s role in the company. In the next year, a lot of separate departments will disappear and be replaced by teams. If you have not done so yet, take this small step which produces great rewards – simply change your thinking and vocabulary. Labels like "interviewing", "human resources", "ordinal employee" and in my eyes also "recruitment," do not have a place in businesses that want to move to the next level of internal cooperation. Corporate culture and employer brands are made of the words, symbols, behaviors and actions of leaders and managers that are then passed on to all other workers. United TEAMS 8.
  10. 10. In 2019, Employer Branding will be a sign of companies seeking to make meaningful work in a caring environment. Businesses will focus on greater clarity, outlining why when and where they plan to go; revise their core business values, invest in the development of managers who are in charge of creating a caregiving environment, debug the interface between separate departments, and clearly state responsibilities of individual teams. And last but not least, they will increase their levels of care for their employees. Before you start thinking about who to assign to Employer Branding in your workplace, remember that this is primarily a continual, every-day leadership endeavor, and one which translates into enlightened firms achieving the best practice in Human Relations standards. While the initiator can be anybody, ultimately the person responsible will be none other than a CEO or a member of top management. I feel positive energy surrounding corporate trends, one that will bring greater, and more authentic businesses and communications rather than exclusively superficial perks. I wish you a most successful new year and look forward to what 2019 will bring. In Conclusion 9.
  11. 11. The Era of Recruitment Is Over, The Future Is in Attracting. cz.linkedin.com/in/petrhovorka1 @Petr_Hovorka1 Petr Hovorka Employer Brand Baker @ BrandBakers +420 602 271 011 petr.hovorka@brandbakers.cz

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