Let’s talk about an all-too-common mistake many businesses make that truly damages their employer brand. A recent search for a senior HR position resulted in hundreds of resumes and several top candidates. After three rounds of interviews—a process that took several months—an offer was made to one of five finalists. The other four finalists were never followed up with and their inquiries were ignored.

• Do you think those four candidates will tell others about their poor experience with your company?
• Do you think they’re likely to apply to your company in the future?
• Do you think they’re likely to buy or recommend your products and services?

Yes. No. And absolutely not.

Touchpoints Define Your Brand

According to Hubspot, “86% of workers would not apply for, or continue to work for, a company with a bad reputation with former employees or the general public.” In addition, they note, “69% of surveyed employees think it’s extremely/very important that their employer has a brand they’re proud to support.

A company’s brand—both its product/service brand and its employer brand—is defined by consumers, customers, employees, and potential employees. Their impressions are formed based on every touchpoint they have with your organization, its products and services, and its employees. Not just from a marketing and sales standpoint, but any interactions—including interactions that are part of the talent acquisition process.

“Ensuring that the internally focused and employee-directed employer brand aligns with all external communications and marketing allows for consistent messaging and one story,” says Julianna Jacobson, SVP of Marketing Communications, at Hot Paper Lantern, a marketing and communications agency based in New York. When there’s a disconnect, she says, employees—and prospective employees—“can become powerful brand detractors.”

That’s why it’s critically important for your talent acquisition efforts to be aligned with and supportive of your overall brand.

“All brand interactions and experiences (internally and externally) should align with the brand, therefore creating a holistic, well-rounded reputation and shared purpose,” Jacobson says. “A strong employer brand taps into the emotional aspect of the company, creating brand ambassadors with strong connections to the brand.”

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