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    Navigating Employer Branding in APAC’s Diverse Talent Landscape

    The Asia-Pacific (APAC) region, with its rapid digital transformation and vast internet user base, presents a dynamic and challenging environment for employer branding. Glynnis Quek, APAC Online Marketing Lead at Google, shares insights on navigating this diverse landscape and effectively attracting top talent.
    Understanding APAC’s Nuances
    APAC’s linguistic diversity, evident in over 2,000 languages and dialects, demands localized content. Chinese, for instance, has unique variations in each country, necessitating customized messaging for Singapore, Hong Kong, Taiwan, and China.
    Platform preferences vary across markets. LinkedIn is favored in India and Australia, but less prominent in Taiwan, Japan, and Korea. China has its own platforms, necessitating a shift from global channels.
    Cultural preferences also play a role. Stories highlighting a fun workplace culture resonate well in Korea, while professional development and career growth are key drivers in Singapore.
    Addressing Misconceptions about Western Companies
    Western companies often face misconceptions in APAC, such as the need for strong English language skills, rigid Western workplace cultures, and incompatibility with traditional values.
    Google’s #GoogleRamadan campaign effectively challenged these perceptions by showcasing Muslim employees, resonating deeply with APAC’s sizeable Muslim population and prompting the global expansion of the campaign.
    Balancing Global Strategy with Local Resonance
    Google maintains a global employer brand strategy while ensuring local relevance. Quek assembles cross-functional teams with local subject matter experts and traditional employer branding partners, empowering them to work within the global framework while adapting it for their specific markets.
    Partnerships for Success
    Partnerships are crucial for effective employer branding in APAC. Google’s Women Techmakers initiative in India and the Google Aboriginal and Indigenous Network in Australia are examples of localized partnerships that resonate with diverse talent pools.

    Empowering Local Teams to Create Resonant Content
    The key to success lies in empowering local teams to create content that resonates with their markets. Quek emphasizes the importance of combining a robust global employer brand strategy with innovative local teams capable of adapting content for their specific audiences.
    Bottom Line
    APAC’s growing tech talent and burgeoning middle class make it an increasingly important region for global brands. By understanding local nuances, addressing misconceptions, balancing global strategy with local resonance, and forging strategic partnerships, companies can effectively attract top talent in this dynamic region.
    To follow Glynnis Quek’s work in employer brand, connect with her on LinkedIn. For more on Google’s global employer brand strategy, listen to our episode with Mary Streetzel. For help identifying the values and culture you want to create in your company, get in touch.
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    Netflix: An Employer Brand Built on Freedom and Responsibility

    When it comes to company culture, Netflix is a force to be reckoned with. Its famous “Freedom & Responsibility Culture” presentation has made waves and introduced ideas that are now commonplace, like unlimited paid time off and a radical approach to employee empowerment.
    But what’s really behind Netflix’s unique approach to company culture? And how do they attract and recruit top talent in both tech and entertainment?
    We sat down with Sergio Ezama, Chief Human Resources Officer at Netflix, to find out.
    Simplicity is Key
    At Netflix, everything is based on five simple principles:

    Encourage decision-making by employees
    Share information openly, broadly, and deliberately
    Communicate candidly and directly
    Keep only your highly effective people
    Avoid rules

    These guidelines inform all sorts of management policies at Netflix, from their unlimited vacation policy to their five-word expense policy: “Act in Netflix’s best interest.”
    This management structure, which Netflix sums up as “highly aligned and loosely coupled,” enables them to grow while still retaining the ability to make big pivots quickly. In short, it’s how they were able to transition from mailing DVDs directly to customers into becoming a video streaming platform, and then make the jump into producing their own high-quality content.
    Working with the Best
    Ezama quickly points out that the Netflix culture memo is an external document, not an internal one. They want it to be the first thing a candidate reads about the company and the first document you receive if you’re applying for a job.
    “We want to strike a balance between being a bit different, being credible, and being aspirational,” Ezama says. That means putting what they stand for front and center and being OK with the fact that it’s not going to appeal to everyone. The work is challenging, and excellence is expected because that’s what it takes to be the best at what you do.
    For Ezama and the candidates he’s looking for, the chance to be on a dream team that comes together to solve very challenging problems makes working at Netflix so rewarding. It’s the central Employer Value Proposition that drives all of their employer branding work.
    “Industries will change over time, and cultures will change over time,” he says, “but working with the best people is something that will remain constant.”
    Measuring Success
    As the CHRO of a large organization, Ezama is passionate about measuring the success of employer branding efforts. When someone comes to him with an idea, the first thing he’s looking for is conviction. Are you passionate about this? Are you really, truly behind this? And secondly, what is the evidence? What output can we measure?
    At Netflix, they rely on the Employer Brand Index to give them the data they need to measure their employer branding efforts. “The work that we do with Link Humans helps us understand if we’re being competitive or not, not only with Netflix but also relative to those we compete against,” Ezama says.
    So, what’s the takeaway?
    Netflix is a company that is committed to simplicity, excellence, and working with the best people. If you’re looking for a challenging and rewarding work environment where you can be part of a dream team that solves big problems, then Netflix might be the place for you.
    But be warned: Netflix is not for everyone. The work is challenging and excellence is expected. If a candidate is not up for the challenge, then it’s probably best to look elsewhere.
    But if they are ready to join a team of the best and brightest minds in the world, then Netflix is the place to be.

    To follow Sergio Ezama’s work, connect with him on LinkedIn. For help gathering data and insights you can act on to improve your own company, get in touch.
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    How Mars Used the Employer Brand Index to Refresh Their EVP

    Developing an employer value proposition (EVP) is essential for any organization that wants to attract and retain top talent.
    The EVP is a statement that summarizes the unique value that a company offers to its employees. It is a promise to employees about what they can expect in terms of compensation, benefits, development opportunities, and overall work experience.
    An EVP is essential for any organization that wants to attract and retain top talent. It helps communicate the company’s culture and values and shows potential employees why they should choose to work there.
    But how do you know if your EVP is working? And how do you know when it’s time for a refresh?
    That’s where Link Humans’ Employer Brand Index (EBI) comes in. The EBI is a comprehensive analysis of your employer brand that tells you what candidates, employees, and alumni are saying about your company online.
    Mars, Inc. is a global company with over 140,000 employees in 80 countries. They recently used the EBI to guide an EVP refresh for their organization.

    Refreshing an EVP on a Global Scale
    Mars is a complex organization with a wide range of businesses. Their EVP needed to be something that could resonate with employees and candidates all over the world.
    The first step in the refresh process was to conduct an EBI survey. The survey asked respondents about their perceptions of Mars on a variety of factors, including career development, culture and values, and work-life balance.
    The results of the survey showed that Mars had a strong reputation among its employees and candidates. However, there were a few areas where the company could improve. For example, respondents felt that Mars could do more to promote its mission and purpose.
    Using the EBI to Supplement Internal Surveys and Focus Groups
    In addition to the EBI report, Mars also conducted internal surveys and focus groups. These surveys and focus groups provided additional insights into the company’s culture and employee satisfaction.
    However, the EBI data had some advantages over the internal surveys and focus groups. First, the EBI survey was anonymous, which allowed respondents to be more honest. Second, the EBI survey reached a wider audience, including candidates and alumni.
    How Mars Uses the EBI
    Mars now uses the EBI to measure the effectiveness of its EVP on a regular basis. The company also uses the EBI to inform its decision-making on a variety of topics, such as talent acquisition, employee engagement, and corporate communications.
    Establishing Your EBI Baseline
    The EBI is a valuable tool for any organization that wants to attract and retain top talent. By using the EBI, you can get a clear understanding of how your employer brand is perceived by candidates, employees, and alumni. This information can help you to identify areas where you can improve your EVP and make your organization a more attractive place to work.
    To follow Marie Codet’s work in employer brand, connect with her on LinkedIn. For help gathering data and insights you can act on to improve your own company, get in touch.
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    HelloFresh: Solving a Global Talent Challenge with Upskilled Talent Engagement

    HelloFresh is a global meal kit delivery company that operates in 18 countries. This gives them a unique challenge when it comes to talent acquisition: they need to find local talent with niche skills to support their complex distribution and logistics.
    In this article, we’ll explore how HelloFresh has solved this challenge by upskilling their talent engagement team. We’ll also share five actionable tips from Carolina Guillen, Head of Global Talent Marketing and Engagement at HelloFresh, on how you can engage your own talent team in employer branding.
    The Talent Challenge of Global Logistics
    HelloFresh is headquartered in Berlin and New York, but they operate in eighteen countries worldwide. The core business model of delivering meal kits remains the same from country to country. However, the logistical problem of storing, packaging, and shipping ingredients so that they arrive fresh at a customer’s door in all of these different markets creates a unique hiring challenge for Guillen and her team.
    Different countries have different regulations governing food safety, food storage, shipping, and so on. This means that HelloFresh needs to fill roles locally in supply chain, fulfillment, and technical specialist areas to meet these requirements in each market.
    “We often need to find local talent that comes with a very specific skill or certification,” says Guillen.
    In short, there’s a lot of work to be done in talent acquisition and talent engagement. And that got Guillen thinking: could we engage this team to activate our employer brand?
    How HelloFresh Upskills Their Talent Engagement Team
    The talent engagement team at HelloFresh comes from a background in traditional sourcing and recruiting. However, Guillen has started to upskill them with marketing and project management skillsets.
    “Our main goal is for them to be delivering 360 solutions for top-of-funnel needs,” she says. This means that they’re responsible for developing event, talent community, and referral strategies. They’re also involved in developing strategies for reputation management and social media marketing.
    This approach creates alignment between Guillen’s employer branding team and the people who put it into action throughout the recruitment and hiring process. Talent acquisition has a say in what they’re being asked to do and also participates in developing strategies for employer branding.
    Moreover, upskilling these employees into comb-shaped experts with new skill sets gives them more flexibility to grow into the career they want at HelloFresh.
    In the episode, we asked Guillen for some actionable tips you can use to engage your recruitment team in employer branding work.
    Here are her 5 Ideas for Recruitment Team Engagement:

    Create a content strategy with talent acquisition in mind. Your talent acquisition team members have very direct control and influence on the candidate journey, so they can help you build pieces that are aligned with your employer brand.
    Fall in love with your candidate, not your brand. We put a lot of energy into developing an employer brand, but sometimes that makes it difficult to take a step back and see what’s working. “From my point of view, it’s much more beneficial to be a critic of your brand,” says Guillen. Instead, fall in love with your audience and build content that is made just for them.
    Don’t be afraid to reuse content. Developing quality content takes energy and focus. But when you’ve got something that works, how can you be sure it’s getting in front of the right people? And how can you get the most ROI for your efforts? Guillen recommends rehashing and recycling your campaigns and the pieces of content you create. You can get a lot of extra value by changing formats or platforms. One thing they’re doing at HelloFresh, for example, is transcribing videos they made earlier to use as the basis for new series of blog posts.
    Every good story needs a hero. Use stories about real people to tell the story of your company and to connect with candidates on a personal level. “When you can tell a story that is authentic and relatable, it really resonates with people,” says Guillen.
    Build for scale by making “recipes.” This will help you document your processes and make it easier to replicate them in the future. “We’ve created a lot of playbooks and templates that we can share with our team,” says Guillen. “This helps us to scale our efforts and make sure that everyone is on the same page.”

    To follow Carolina Guillen’s work on employer brand, follow her on LinkedIn. For help creating data-driven, actionable strategies you can use to make real change in your company, talk to us.
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    How to Use Your Employer Brand to Reduce Hiring Costs

    The success of every company hinges on its people. But attracting the best talent isn’t always an easy feat. Companies often invest significant amounts of money into the bottom of the recruitment process — job boards and recruiters. But at Flexa, we’ve found that a great employer brand can reduce hiring costs whilst attracting the high-quality candidates your company needs to grow.
    At its simplest, employer branding is a combination of:

    Your employee value proposition (EVP), which will probably centre around your working environment and flexible working policies

    Your company culture

    Your employees’ voices.

    And then, importantly, knowing exactly how and where to shout about all this hard work!
    Here’s how it’s done.
    1. Identify your Employee Value Proposition
    A strong employer brand is built on authenticity, transparency, and a positive reputation. Start by working out what you want to be known for, what you represent, and what you can offer employees that other companies can’t (this is your EVP). This is the perfect time to identify any areas for improvement that don’t reflect positively on your brand. It’s never too late to shake up company culture to attract and retain a happy team.
    When setting out your EVP, make sure to be authentic. There’s no point in making promises you can’t keep, as this only leads to disgruntled new hires later on.
    Once you’ve identified your EVP and what makes you unique, you can start shouting about it.
    2. Leverage social media
    Social media is an indispensable tool for employer branding. Create a strong presence on relevant platforms (at Flexa we love LinkedIn) and consistently share content that reflects your company’s culture, values, and employee achievements. Engage with potential candidates through relevant hashtags and participate in industry discussions (hosting your webinars can be a great way to draw people in). By utilizing these platforms effectively, you can reach a broader talent pool and reduce reliance on expensive recruitment agencies or job boards by having talent excited to be part of your company when you are ready to hire.
    3. Encourage employee advocacy
    There are no better advocates for your company than those who already work for you. They’re your biggest ambassadors and the most authentic marketing tool. Encourage employees to share their positive experiences and wins on social media; and amplify their stories through company channels and website testimonials. At Flexa, our team often posts about how they’re making the most of flexible work.
    By leveraging employee voices, you can tap into the networks of trusted employees whilst giving potential candidates an invaluable window into your world, so they can make an educated decision about whether you’re the right fit for them.
    Remember though, this needs to be authentic: people are smart; they can tell when someone has been told to post something nice about a company. The real stories from real employees will have a much more significant impact!
    4. Shake up your success metrics
    Many companies will measure their employer brand’s success using applications and hires alone. But your employer brand is far more extensive than that, so you need to evolve the marketing metrics you use to measure it.
    Employer brand is a strategic marketing effort. Therefore, when starting out, consider measuring the success of your efforts using metrics like reach (impressions/profile views on company and employee pages), engagement (company saves/likes/subscribes/ speculative interest), and audience relevance (diversity/geography/ skills of candidates coming through the pipeline).
    Lower down the funnel, you need to measure applications and hires, as well as things like alignment and diversity. If you focus on getting maximum relevant reach to start with, you will drive down your ultimate cost to hire.
    5. Foster positive candidate experiences
    Treating candidates with respect and providing them with a positive experience during the hiring process can significantly impact your employer brand. Maintain clear communication throughout the process, provide timely feedback, and offer a smooth and efficient application process. Even if a candidate is not selected, leaving them with a positive impression can lead to recommendations or future applications. This approach helps build a strong employer brand and reduces the need for extensive and costly recruitment efforts in the future.
    6. Don’t just focus on employer brand when you’re hiring
    An employer brand doesn’t just need your attention when you’ve got roles to fill. If you want to build a strong talent pipeline, you need to have a true focus on your employer brand all year round.
    Rather than forcing applications reactively when you have vacancies, focus on proactively nurturing relationships with potential candidates and engaging with passive candidates online, on platforms like Flexa, and at networking events and conferences all year round. Maintain regular communication with these individuals using the free channels at your disposal. Being consistent in these efforts will pay dividends when it comes to bringing great talent through the pipeline and reducing your cost to hire.
    Employer branding should be an essential part of your talent attraction and marketing strategy. If you’re not doing it, take a few steps to get started. It’s easy once you know how.
    By Beth Carter, Head of Growth at Flexa.
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    Investing in Early Talent, Relearning, & More: Talk Talent to Me April ’23 Recap

    Catch up on the April 2023 episodes of Hired’s Talk Talent to Me podcast featuring recruiting and talent acquisition leadership who share strategies, techniques, and trends shaping the recruitment industry. 

    Putting people first with Kelly Minella, Head of Recruiting at Calendly

    Investing in early talent with Krishna Kumar, Co-Founder and Managing Director of Quintrix 

    Relearning and eliminating biases with Jenny Cotie Kangas, Director of Employer Branding and Awareness at PandoLogic

    Creating a thriving company culture with Maryjo Charbonnier, CHRO at Kyndryl 

    1. Kelly Minella, Head of Recruiting at Calendly

    Put people first. You’ll be more likely to make quality hires and maintain a cohesive work environment, according to Kelly. In this episode, she shares how she knew her CEO cared about prioritizing people and the importance of a talent team having a shared understanding. Plus, Kelly tells how the introduction of interview training has made Calendly better and why you should always be asking for and reviewing candidate feedback.

    “I applied [to Calendly], and my first conversation was with our CEO, Tope Awotona, and it was fabulous. I remember calling my mom afterward and being like, ‘Mom, that was special’. And the reason why, and why it has remained special, is how much priority he puts on people.”

    Listen to the full episode.

    2. Krishna Kumar, Co-Founder and Managing Director of Quintrix 

    Investing in early talent is becoming more popular. Krishna discusses why businesses need to think more about this talent in the long term and how companies can better support their new recruits. He also dives into his game-changing post-deployment framework and why many candidates are falling short of the mark. 

    “Career development, or lack thereof, is the number one reason for people to leave their jobs and explore other opportunities. So, you want to make sure that the candidates are constantly receiving the support, feedback, and career development to be successful.” 

    Listen to the full episode.

    3. Jenny Cotie Kangas, Director of Employer Branding and Awareness at PandoLogic

    Sometimes the best approach to a challenge is to start from scratch. When Jenny lost most of her memories as a result of a head injury, she underwent a process of extreme relearning. Though the experience came with hardships and frustrations, it was hugely beneficial to her professional life. In this inspiring episode, Jenny shares how learning to explain things in their simplest form, eliminating biases and blindspots, and employing reverse engineering strategies leads to true organizational change.

    “When you storytell something in a way that makes sense to a 10-year-old – all of a sudden everybody can understand it. Not just the top 10% or the most experienced in your organization, but everybody can. And when you’re trying to actually make change happen, your goal is to hit everybody, not just the top 10%.”

    Listen to the full episode.

    4. Maryjo Charbonnier, CHRO at Kyndryl 

    Maryjo isn’t afraid of a challenge. In fact, she has sought out difficult problems to be part of a solution. Her passion for change-making led her to be Chief HR Officer at the world’s largest startup with over 90,000 employees and $19 billion in revenue. As an expert on cultural processes, Maryjo explains what it takes to cultivate and maintain a thriving company culture. 

    “One of the most important things HR people do is listen to what isn’t said.” 

    Listen to the full episode. 

    Want more insights into recruiting tips and trends?

    Tune into Hired’s podcast, Talk Talent to Me, to learn about the strategies, techniques, and trends shaping the recruitment industry—straight from top experts themselves. More

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    Building a Flexible Employer Brand for a Multinational Media Company

    NBCUniversal is a media company with more than twenty businesses in thirty countries, including theme parks, television stations, motion pictures, and premium streaming services. With so many diverse brands and localities, creating an EVP (Employer Value Proposition) that works for all of them is a significant challenge. Anne Hurley, Director of Talent Branding at NBCUniversal, discusses the process of executing an EVP refresh for one of the world’s largest multinational media companies and building the flexibility to activate it across a wide variety of brands and countries in an interview with the Employer Branding Podcast.
    Setting Objectives for Employer Brand
    To articulate an EVP that works for all the different brands, NBCUniversal started by laying out the Talent Acquisition organization’s goals as a whole. They decided on setting objectives around brand awareness and engagement, employee experience, DEI, and recruiting excellence. These objectives helped steer the process and defined what they were trying to get out of their new EVP and how they should measure success across all brands.
    EVP Built on Flexibility
    NBCUniversal is a decentralized company, with properties operating independently. Hurley says, “our job is to influence them at each point of the candidate lifecycle.” They needed to create an EVP that brought everything together and was flexible enough to work equally for NBC News and Peacock streaming.
    They began with a research phase by hosting employee roundtables, looking at internal data collection, and engaging with external vendors. They then took those findings and got together with other internal groups like Corporate Creative and Corporate Communications to distill everything into the tagline: “Here you can.”
    “It’s simple, right? But that’s why it works,” Hurley says, “it acts as a ‘fill in the blank’ where we can insert language at the end of the phrase based on personas, skillsets, or interests. It doesn’t need to compete with our consumer brands—it’s simply complimentary.” For example, for E! News, it might be articulated as “Here you can be Pop Cultured,” or if they wanted to speak to their DEI initiatives, it might become “Here you can be authentically you.” Their EVP is powerful because it can be articulated differently to different personas.
    Activating EVP Globally
    Hurley’s Talent Branding organization has been working to make localization a priority. “Our brand does not resonate with people in the UK or Germany or France in the way it resonates with people in the US,” Hurley says, so they set to work creating a global toolkit to bring everything together.
    Hurley and her team started with focus groups to more clearly identify needs in each global territory and used that information to create localized assets that would align with the organization’s EVP while sharing the same look and feel across all languages. They worked closely with local brand champions to develop these resources, which in turn gives them everything they needed to create their own localized, inclusive content.
    Connect with Other EB Pros
    Hurley advises you to be clear about your internal goals before starting the EVP refresh process, do the research to get a complete picture of your organization and make sure to bring everyone to the table when the time comes to take the following steps. Large organizations come with unique challenges, but best practices exist for developing and activating an EVP. Additionally, don’t hesitate to reach out to other professionals working in the employer branding space. “I’ve made a lot of connections by simply pinging the guests on this podcast,” Hurley says. This podcast includes a way to get in touch with all of the guests, so don’t be afraid to make a connection.

    To follow Anne Hurley’s work in employer brand, connect with her on LinkedIn. To identify the values and culture you want to create in your own company, get in touch.
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    Building an Effective EVP: The Journey of a Bangalore Tech Company

    India’s startup ecosystem has been experiencing a rapid growth rate, with the country emerging as the third-largest startup hub globally, posting record revenue of $227 billion in 2022, according to Mint. This growth has led to a highly competitive market for talent, making it essential for companies to have strong employer branding and an attractive Employer Value Proposition (EVP) to remain competitive.
    To gain insights into creating an effective EVP in such a fast-paced environment, we caught up with Malliga Rajkumar, the Senior Director of HR and Talent Branding Lead at Flipkart, one of the largest e-commerce platforms in India based in Bangalore, which began as a startup 15 years ago with a team of 200 people.
    As a 30,000-strong organization serving 150 million customers across all of India, Flipkart is known as the “startup of startups,” with alums going on to found their successful tech enterprises. Despite its size, the startup ethos of risk and innovation remains near and dear to Flipkart’s heart.
    However, with the tech sector’s growth came fierce competition for key talent, prompting Rajkumar and her team to build and implement an employer branding strategy to ensure Flipkart could compete. Rajkumar’s approach was to ask two simple questions: “What is it about our culture that we want to absolutely retain and rebuild where it may have atrophied? And what are the elements that we want to add on?”
    Developing EVP
    The journey to Flipkart’s EVP was months of extensive primary and secondary research. Rajkumar and her team interviewed people at all levels within the organization, spoke to headhunters, and did market benchmarking with accredited organizations like the Great Place to Work Institute and Mercer.
    In the end, they had a list of all the things Flipkart wanted to be known for and a list of the things talent cares about. The challenge was to find a balance between the two to stake out an EVP that encapsulated what Flipkart stands for while appealing to the talent they wanted to attract.
    They settled on a simple EVP that stitched together all of the concepts they wanted to include in one phrase:
    “Together, We Dare to Maximize.”
    Together spoke to everything they hope to foster in terms of community and collaboration. Dare represents their startup heart by celebrating audacity and breaking boundaries. And maximize represents their ambition to be the best they possibly can be and continuously improve.
    Activating EVP
    Articulating an EVP is only half the battle; Rajkumar and her team still needed to activate it for both employees and candidates. “Together we dare to maximize” is displayed in every Flipkart office. More importantly, that concept and the four pillars that support it are woven into all internal communications, awards, employee forums, and events throughout the year.
    They also measure its resonance each year in their annual employee engagement survey. A team of over 250 employee advocates helps get the word out and shares an honest look at what life at Flipkart is like.
    Aspirational EVP
    Flipkart sees its EVP as aspirational, and they want to ensure that they live up to its promise. Therefore, they used their mission statement to build a 3-year maturity model that articulates every process’s intent, design, experience, and measurement. The goal is to look at everything they do and take the time to align it with their EVP incrementally.
    As always, it is crucial to measure the impact of employer branding to demonstrate its value to key organizational stakeholders. At Flipkart, they compare their engagement statistics to a benchmark list of other companies to assess their performance and identify areas for improvement. Additionally, they have specific metrics for individual campaigns and regularly conduct internal surveys to assess the level of awareness within the organization regarding employer brand themes.
    According to Rajkumar, “Employer brand is not about who you are today; it’s about who you aspire to be.” A good EVP should reflect the organization’s current state and set higher standards for what it can become. Good employer branding presents an opportunity for an organization to improve and live its values, which in turn attracts top talent.

    To follow Malliga Rajkumar’s work in employer brand, connect with her on LinkedIn. For help identifying the values and culture you want to create in your company, get in touch.
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