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    Siemens Powers Up Employer Branding: Building a Global Talent Magnet

    Forget washing machines, Siemens is a tech titan quietly shaping the world’s future. From smart cities to sustainable factories, their innovations touch millions. But attracting top tech talent in a crowded field? That’s a different challenge.
    Enter Stefanie Drerup, the mastermind behind Siemens’ employer branding revolution. In this interview, she reveals how she built a global dream team to attract the best and brightest.
    The Talent Battlefield: Why Employer Branding Matters
    Siemens competes with tech giants like Google and Amazon. To stand out, they needed a clear message. “We want to create technology with purpose,” Drerup explains, “technology that makes a real difference.”
    Their vision? Smart infrastructure for resilient supply chains, energy-efficient cities, and cutting-edge industrial digitization (think revamping Porsche’s production lines!).
    But a strong vision alone doesn’t win the talent war. They needed a powerful employer brand (EB) to resonate with the tech wizards they craved.
    Building the Dream Team: Collaboration is Key
    Drerup didn’t build this empire alone. From day one, she championed a cross-functional approach. HR, global communications, and recruiters from all levels and regions became her allies.
    Here’s the twist: Siemens didn’t just rely on HR experts. They tapped into their internal tech talent. “We wanted real engineers, not just recruiters,” Drerup emphasizes. Their insights ensured the message resonated with the tech crowd, not just HR professionals.
    Crafting the Perfect Pitch: The Siemens EVP
    Drerup’s team landed on a simple yet powerful EVP (Employee Value Proposition): “Create a better tomorrow with us.” This encapsulates the Siemens spirit.
    But they didn’t stop there. To flesh out their EB strategy, they identified four key pillars:

    Customer Impact: Work on world-changing projects that touch millions.
    Technology with Purpose: Drive innovation and sustainability, making a positive impact.
    Empowered People: Thrive in a culture of learning and growth.
    Growth Mindset: Explore diverse career paths across countless business units.

    These pillars, while overlapping intentionally, provide a clear focus for all EB content. Every piece aligns with the overall EVP, ensuring a cohesive message across the globe.
    Going Global: Tailoring the Message
    Activating an EVP in a global company is tricky. Different regions have different priorities. German talent seeks stability and career progression, while Chinese candidates value innovation and social responsibility.
    This is where the cluster structure shines. Drerup’s team can adapt content for each region without reinventing the wheel. They simply emphasize the most relevant pillar within the overall Siemens EB narrative.
    Building a Global Talent Magnet: The Results
    Siemens’ employer branding journey is a masterclass in attracting top tech talent. Drerup’s global team, built on collaboration and a powerful EVP, has transformed Siemens into a global magnet for the best and brightest minds.

    To follow Stefanie Drerup’s work in employer branding, connect with her on LinkedIn. For help identifying the values and culture you want to create in your company, let’s chat.
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    Crafting a Team Brick by Brick: LEGO Group’s Talent Quest

    Certain brands hold a cherished spot in our memories, yet landing someone’s dream job doesn’t automatically guarantee they’re the right match for your team.
    In a recent episode of the Employer Branding Podcast, we delve into the world of Andrew Paterson, the Global Employer Brand and Talent Attraction Lead at the LEGO Group. Discover how they tackle this distinctive talent puzzle while infusing a spirit of joy and play into their recruitment strategy.
    The Power of Play
    The LEGO Group, a venerable 90-year-old family enterprise, has blossomed into the world’s top toy company by revenue. Its name, derived from the Danish phrase “leg godt,” translates to “play well.” Almost everyone has fond memories of tinkering with their vibrant plastic bricks.
    While other iconic brands like PepsiCo or Mars grapple with luring talent for unconventional roles, Paterson faces a unique scenario. LEGO is inundated with applications for every position they offer. “The majority, if not all of our time is spent managing applications,” Paterson notes. “Because of the power of our brand, everyone wants to be a LEGO designer.” Thus, the challenge lies in pinpointing the best candidates while ensuring those who miss out still leave with a positive experience, remaining lifelong aficionados.
    Fostering an Employer Branding Oasis
    LEGO’s employer branding and talent attraction endeavors have yielded remarkable results, with a 45% team expansion since 2020. However, achieving such growth necessitated substantial effort from Paterson and his lean team.
    With a global footprint encompassing 5 main regional hubs, 37 sales offices, 5 manufacturing sites, and over 500 retail stores, LEGO needed to showcase employee narratives from diverse locales and roles. Amidst this, they revamped their careers page and launched “Behind the Bricks,” a content hub consolidating all employer brand content.
    The EVP Epiphany
    To craft their Employee Value Proposition (EVP), Paterson and his team conducted colleague research groups and collaborated with an agency to gauge applicant insights and employer brand perception. This led to the identification of six core LEGO values: fun, creativity, learning, caring, quality, and imagination.
    These values permeate every facet of LEGO’s operations, from factory floor diligence to the intricacies of employer branding. An annual tradition dubbed Play Day underscores this ethos, where employees worldwide pause work to immerse in the joy of learning through play. This year’s theme, “The Mysteries of Play,” fostered a day of collaborative detective work. Moreover, LEGO integrates play into daily tasks, with bricks and communal builds adorning every office.
    Culminating these principles, Paterson and his team coined their EVP: “Imagine building your dream career.” It perfectly encapsulates LEGO’s essence, promising not just a job but an adventure brimming with fun.

    To stay updated on Andrew Paterson’s employer branding insights, connect with him on LinkedIn. For assistance in sculpting your company’s values and culture, reach out for guidance.
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    How to Address Hiring Tension After Public Layoffs

    Over 1,000 tech companies cut upward of 260,000 jobs in 2023 alone. Thousands of layoffs in the past few years have meant companies faced uphill battles with public and candidate perception. This is especially true for the layoffs that were handled poorly. 

    Employees today want companies that bring more than just job satisfaction through pay. Candidates seek value-driven companies that affirm their values. According to Gartner, 82% of employees surveyed say it’s important for their company to view them as a person – not just a worker. However, only 45% of employees believe their organization actually sees them as such. 

    Especially during layoffs, companies need to uphold their values and be empathetic to what employees are experiencing. Data shows that transparency during layoffs builds trust. A PwC survey found that 58% of employees say encouraging managers to increase communications with remaining team members fosters trust during reorganization. 

    Related: Why You Should be Recruiting Laid Off Talent (+ 3 Key Strategies) 

    The key to creating trust and building a positive image of the company is employer branding. According to a recent Hired survey, 41% of employers plan on increasing employer branding in their 2024 hiring strategy.

    Employer branding helps talent pros attract and retain top. A positive and well-defined employer brand enhances reputation, boosts employee engagement, and leads to higher productivity and lower turnover rates. Strong employer branding becomes more important than ever when companies implement layoffs. 

    Hired predicts TA will feel the heat as companies that handled layoffs poorly struggle with recruiting and feel tension with managers over the cost of vacancy.

    “Companies that were quick to downsize are beginning to realize the negative ramifications, as evidenced by recent headlines about hiring boomerangs. Organizations that laid off staff empathetically, offered severance packages, and helped workers land on their feet will have an easier time hiring and winning back talent, compared to those that face reputational issues.” Samantha Friedman, Hired SVP People Strategy.

    Biggest change to hiring strategies for 2024? Surveyed employers say it’s a greater emphasis on employer branding. When asked if their company’s growth has been hurt more by layoffs than the economy, 41% of employers said yes, while respondents at medium-sized companies (300-9999 employees) were most likely to agree.

    If their company experienced layoffs and made headlines in the news or chatter on social media for poor execution, companies will need to repair the damage through employer branding. If response rates or acceptance rates were low before, imagine what they’re like after negative publicity from a poorly executed reduction in force.

    Efforts to repair reputations and employer brands will be especially valuable to technical sourcers, recruiters, and TA teams, who are on the front lines and often the first point of contact with a candidate.

    Hired’s CEO on companies mishandling layoffs

    In a recent Talk Talent to Me episode, Hired CEO Josh Brenner discussed layoffs and how companies choosing to handle them would affect their success in rehiring. 

    A Hired survey revealed 68% of tech employers would feel confident rehiring employees they laid off. However, only 15% of unemployed workers would definitely accept a job from an employer who laid them off. 

    Reflecting on these stats, Josh explained, “One of the key pieces of that connection talent has to companies when looking at the values is trust. They want to feel like they can trust their employer… The companies that handled those layoffs poorly will have a very small chance of getting any of those employees back. They have their challenge cut out for them. Not only are they not going to be able to get the boomerang employees back, but they really need to focus on their recruiting efforts. 

    Those companies now have employer branding issues. People talk, use social media, and check company review sites like Glassdoor and Blind. Talent teams now have a hard job within those companies to rebuild trust with jobseekers.” 

    What can companies do to address that? Josh suggests they be transparent in the recruiting process. They should share why things happened the way they did, what they learned, and how they will adhere to their values going forward.

    Related: Transparency is one of Hired’s vision values, so each year Hired recognizes companies who demonstrate it (and equity and efficiency) in their hiring processes and activity. Check out the 2023 List of Top Employers Winning Tech Talent.

    How companies are strengthening employer branding

    Whether companies are rehiring post-reorganization or looking to build general brand awareness, investing in employer branding is a strategic move. Bark, Chase, and Wayfair turned to Hired as a solution to strengthen their brands in tech and increase awareness among highly qualified software engineering talent. 

    Bark wanted greater brand recognition among experienced Front-end, Back-end, and Full Stack Engineers. Hired Events hosted a virtual candidate event (VCE) for Bark featuring their CEO, Tech Leadership, and Talent team sharing how they navigated through adverse times and exceeded business goals.

    Offering the opportunity to directly connect with the tech team and showcase the company’s ability to adapt and excel through diversity boosted Bark’s appeal to engineers. Nearly 90% of attendees opted in to learn more about life at Bark!

    See how Hired helped Chase and Wayfair through similar Virtual Candidate Events hosted by Hired.

    The cost of vacancy as a key concern

    As companies struggle with rehiring after layoffs, we found that 63% of employers say the cost of vacancy (CoV) is a key cause of concern. 

    Our survey also revealed that 70% of mid-market or scale-ups (vs 61% SMBs, 58% ENTs) expressed this concern. Data also showed that 76% of hiring managers have this concern as CoV affects their teams and project deadlines the most. This is compared to 63% of executives and 49% of TA/recruiters.

    What is the cost of vacancy?

    The cost of vacancy is a figure expressing the dollars lost due to leaving a job position unfilled. The costs may be hidden in inefficiency, training hours, knowledge loss, and further attrition from team members taking on more work. Especially concerning is the lost opportunity for research and development along with potentially hindering the ability to capture growth or market share.

    Related: Less Competition, More Talent: Here’s How to Recruit in an Economic Downturn 

    In the longer-term view, an open position may lead to:

    loss of productivity and revenue,

    the slowdown of goals and projects’ roadmaps,

    the negative impact on deadlines and employee morale,

    retention issues, and

    even a loss of market share.

    The ripple effect of vacancies is damaging to business. Here’s what organizations can do to calculate the costs of vacancy reboot hiring.

    Related: Restart Recruitment Guide: How To Reboot Tech Hiring Post-Freeze  More

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    From Data to Success: Experian’s ROI Journey with the Employer Brand Index

    At Link Humans, we’re always eager to delve into anything data-related. In this context, we had the privilege of chatting with Doug Kelsall, Global Recruitment Marketer and Branding Director at Experian, about the pivotal role the Employer Brand Index (EBI) plays in helping them gauge Return on Investment (ROI).
    In this edition of the Employer Branding Podcast, Kelsall sheds light on why Experian’s Employee Value Proposition (EVP) activation is an ongoing project and how the EBI serves as the cornerstone for their ROI assessment.
    EVP Tailored for Employee Engagement
    As the world’s foremost global information services company, Experian navigates diverse markets. It is known as a B2C entity in North America for consumer credit reporting and a B2B specialist in data analytics across Asia. The challenge lies in crafting an EVP that bridges these disparate perceptions while positioning Experian as an attractive destination for top tech talent.
    Kelsall emphasizes, “Our employer brand is designed to carry the load in talent attraction and brand awareness,” focusing on real employee stories and moments. Their EVP concentrates on employee engagement and the values crucial to their workforce.
    Evolving EVP Activation
    Experian’s EVP centers around four pillars: People first, Force for good, Innovate, and Together we win. Kelsall identifies “People first” and “Force for good” as the most popular among employees, reflecting the company’s genuine commitment to culture. He highlights the latter, “Force for good,” as a testament to Experian’s impactful work driving financial inclusion.
    Mapping the EVP across 16 employee lifecycle stages, from attraction to development, poses a substantial challenge. EVP activation is an ongoing process of refinement, aligning various materials, such as job postings and training materials, to ensure consistency.
    ROI Measurement through the EBI
    The tangible results are evident, with Experian reporting a record number of applications last year. Now, the focus is on elevating candidate quality and passive talent attraction. Kelsall relies on various accreditations and awards, including Fortune’s “100 Best Companies to Work For” and the CCLA Corporate Mental Health Benchmark. Additionally, Experian turns to Link Humans’ Employer Brand Index, a data-driven external evaluation, to measure success and prove the ROI on employer brand.
    These metrics form the foundation of a comprehensive monthly employer branding newsletter, reaching all of HR and beyond. Experian’s CEO has discussed their successful Glassdoor strategy with investors, indicating the increasing importance of employer brand in the company’s future.
    Insights and Tips from Kelsall
    For a deeper dive into Experian’s employer brand strategy, listeners are encouraged to explore the podcast. Kelsall offers valuable advice for employer brand professionals, emphasizing the power of collaboration and diversity within the team. He underscores the importance of consistency, stating that it outperforms sporadic moments of brilliance. Maintaining a candidate-centric approach consistently across platforms is key to success.

    Given the awards and metrics, it’s evident that Experian is making significant strides in the realm of employer branding. For those interested in Doug Kelsall’s work, connecting with him on LinkedIn is recommended. To measure your employer brand’s effectiveness, the Employer Brand Index, with its 16 key attributes, provides valuable insights for industry comparison.
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    The Science of Attraction: Thermo Fisher’s Data-Powered Employer Branding

    In the ever-evolving world of talent acquisition, employer branding reigns supreme. It’s the alchemy of company culture, employee experience, and reputation distilled into a potent elixir that attracts and retains the best minds. But how do we know if this potent brew is actually working? For many, measuring the impact of employer branding remains an elusive quest.
    Enter Thermo Fisher Scientific, a global behemoth straddling the realms of pharma, life sciences, and chemical research. With a million products, from electron microscopes to cancer treatments and specialized roles spanning the globe, filling their talent pool is no small feat. Yet, amidst this scientific labyrinth, Thermo Fisher has cracked the code of employer branding measurement, not through guesswork, but through cold, complex data.
    Their secret weapon? A multi-pronged approach that delves beyond superficial metrics like website visits and applications. Here, we dissect Thermo Fisher’s strategies, revealing the science behind their employer branding success:
    The Triple Helix of Engagement:
    Thermo Fisher’s framework is built on three key pillars:

    Website: Beyond the Clickbait: They don’t get fooled by vanity metrics. Instead, they dissect their careers site with laser precision. Kenty Brumant, their Senior Manager of Talent Attraction and Employer Brand, advocates for splitting visitors into new and returning. This exposes how effectively they attract fresh talent, while also gauging their site’s ability to retain and engage existing candidates. But Brumant doesn’t stop there. He tracks time spent on non-application pages, understanding that the longer candidates explore, the higher the chance of them signing up for job alerts, applying, or simply absorbing the company’s essence.

    Social Media: The Conversation Amplifier: Thermo Fisher leverages the Employer Brand Index (EBI) to gauge public perception. However, they’re not passive listeners. They actively seek out conversations happening across platforms, not just on job boards or the usual social media suspects. A prime example? When recruiting data scientists, they discovered the relevant buzz happening not on LinkedIn, but on Stack Overflow, a programmer’s haven. This led to the creation of a dedicated Thermo Fisher page on the platform, attracting the niche talent they craved.

    Internal Advocacy: The Employee Pulse: Thermo Fisher knows their greatest brand ambassadors aren’t external influencers but their own employees. They conduct regular internal surveys not to gather dust but to generate actionable insights and quick wins for each business group. These range from encouraging employee storytelling to soliciting reviews and boosting engagement. But it doesn’t stop there. They partner with HR to track crucial metrics like internal mobility, diversity and inclusion, and corporate social responsibility. This data adds context to survey results and helps tailor their employer branding efforts for maximum impact.

    The External Seal of Approval:
    Their data-driven approach isn’t just self-congratulatory. Thermo Fisher’s #7 ranking on the prestigious Fortune 500 Candidate Experience Report speaks volumes. It’s external validation that their meticulous measurement translates to tangible results, attracting top talent and creating a desirable employer brand.
    Unveiling the Blueprint:
    So, what can we learn from Thermo Fisher’s scientific approach to employer branding?

    Go Beyond the Superficial: Don’t get caught up in vanity metrics. Dig deeper into engagement, conversion, and internal feedback to paint a holistic picture.

    Embrace the Conversation: Listen actively to what people are saying about you on social media and beyond. Adapt your strategy to meet them where they are, not just on the usual platforms.

    Empower Your Employees: They are your biggest advocates. Leverage their insights and enthusiasm to build an authentic brand from within.

    Quantify and Validate: Track key metrics and use HR data to add context. External recognition like industry awards serves as valuable validation for your efforts.

    Remember, measuring employer branding isn’t about finding a single magic number. It’s about understanding what matters to your audience and using that knowledge to build a strong, authentic brand that resonates with the talent you seek. Thermo Fisher Scientific has shown us that through a data-driven approach, we can not only measure the impact of employer branding, but also harness its power to attract and retain the best minds in the game. Now, it’s your turn to write your own scientific success story.

    To follow Kenty Brumant’s work in employer brand, 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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    Activision Blizzard’s Talent Attraction Strategy: Three Brands, Three EVPs

    Activision Blizzard is a well-known name in the video game industry, with three distinct brands: King, Blizzard Entertainment, and Activision. Each brand has its own unique identity and EVP (employee value proposition), which helps the company attract and retain top talent. In this episode of our Employer Branding Podcast, we talk to Alex Horner, the Global Head of Talent Attraction at Activision Blizzard, about how they manage three separate brands for three unique game studios.

    The Unique Talent Challenges of the Video Game Industry
    Making video games is a complex process that requires a wide range of skills, from game design and engineering to art and animation. “There are so many incredibly niche roles and skillsets needed to make games,” says Horner, “and we need to articulate why someone with such an in-demand skillset might want to join us and what the benefit they would get from coming here might be.”
    One of the challenges of attracting talent to the video game industry is that it is a very competitive field. There are many different companies vying for the same talent, so it is important to have a strong EVP that will resonate with potential hires.
    Activision Blizzard’s Three Distinct EVPs
    Activision Blizzard has developed three distinct EVPs for its three brands:

    Activision: “Great games start with great people.” This EVP is focused on attracting talent who is passionate about creating blockbusters for the largest audience possible.

    Blizzard Entertainment: “Entertain the universe.” This EVP is focused on attracting talent who is passionate about creating genre-defining titles that are known for their fantasy and immersion.

    King: “Make the world playful.” This EVP is focused on attracting talent who is passionate about creating inclusive games that are accessible to a wide audience.

    Why Employee Advocacy Is Key to Activision Blizzard’s EVP Activation
    Activision Blizzard has found that employee advocacy is a key to activating its EVPs. “We really wanted to put our people at the heart of the storytelling and to have them tell the story on our behalf,” says Horner. The company has an employee advocacy program that identifies employees who are a good fit and takes them through a structured learning and development program to help them build their personal brand.
    The employee advocacy program has been very successful in helping Activision Blizzard attract top talent. With 55 people in the program, they collectively have 500,000 followers on LinkedIn and generate 2-4 million impressions on a monthly basis.
    The Benefits of Activision Blizzard’s EVP Strategy
    Activision Blizzard’s EVP strategy has a number of benefits for the company:

    It helps the company attract top talent in a competitive field.
    It helps the company differentiate its brands and attract talent to the right studio.
    It helps the company create a strong employer brand that is known for its passion for creating great games.

    Activision Blizzard’s EVP strategy is a great example of how companies can use employer branding to attract and retain top talent. By developing distinct EVPs for its brands, the company is able to attract talent with the skills and experience it needs to be successful. The company’s employee advocacy program is also a key part of its EVP strategy, and it has been very successful in helping the company attract top talent.
    Conclusion
    Activision Blizzard’s EVP strategy is a complex and multifaceted approach to employer branding. However, it is a strategy that is working well for the company, and it is one that other companies can learn from.

    To follow Alex Horner’s work in employer brand, connect with him on LinkedIn. For help with your own EVP, get in touch. We help you identify the values and culture you want to create in your company.
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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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