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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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    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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    6 Things to Avoid in Your Interview Follow-Up Email

    After an interview, it’s generally a good idea to send a short but thoughtful interview follow-up email to your interviewer(s). It’s an opportunity to thank them for their time, reiterate why you’d be a good fit, and remind them about where you shined in the interview. These thank you notes are generally pretty innocuous and considered a formality. However, there are a few ways they can go wrong. Keep reading for five things to avoid in your interview follow-up.

    Keep the focus on expressing gratitude in the interview follow-up

    First things first: The follow-up emails should generally focus on a thank you. Begin your follow-up email by expressing gratitude for the opportunity and the interviewer’s time. Reference a specific moment or discussion from the interview to add a personal touch and make it more memorable. You can also reiterate your interest in the role and the company, plus how your skills and experiences align with the job.

    1. Don’t make spelling or grammar mistakes

    This should go without saying, but just because you had a strong interview doesn’t necessarily mean you’ve gotten the job. An oversight like a spelling error or the wrong company or role (if you’re sending multiple thank you’s) could signal you’re not very detail-oriented. Or perhaps worse: you don’t care much about the outcome of the interview. Before you hit send, triple-check your note for any errors to avoid coming off as careless.

    2. Don’t focus on apologies or excuses

    Thank you notes are not the place to make up for poor interview performance. If it didn’t go well, the reality is either: 

    the team will make the decision not to proceed with your application, or 

    they’ll choose to ignore your mistakes or weaker answers because of your other answers and qualifications for the job. 

    Further, bringing weak points up will just draw attention to them. After all, the team is evaluating the various candidates you’re competing with for the role. Instead, focus your messaging on where your application stands out and any unique qualities you will bring to the company.

    3. Don’t discuss major salary, timeline, and role concerns

    Even if you’re concerned about what the salary offer might be, it’s best to reserve this conversation until after an offer has been made. Bringing it up before then might push the team to extend an offer to a different candidate who might be more accepting of a lower salary.

    The same goes for things:

    start date

    contract length (if it’s not a full-time role)

    any concerns about the suitability of the role (unless they’re significant enough to make you question the role in the first place)

    One exception might be if you receive another job offer with a set decision date. Including this shorter timeline in your thank you note may help to push the decision forward. Companies will generally understand the situation is out of your hands.

    4. Don’t ask questions you could have discussed in the interview

    The exception is if the interviewer encouraged otherwise. You should always come to an interview with a list of questions about the role and company. If you couldn’t think of any or didn’t come prepared with questions, the follow-up email is not an appropriate way to make up for it. Interviewers want your present engagement and curiosity during the call – not in the post-interview email.

    Related: Need Help with Job Interviewing Skills? Watch this Coaching Session (VIDEO)

    5. Don’t send the same note to multiple interviewers

    It can be tempting to copy and paste the same note to all of your interviewers. This is particularly true if you’ve spent a day interviewing and meeting multiple people. But it’s not uncommon for teams to share the follow-ups they receive internally. So, take the time to personalize each message. 

    If you send multiple thank-you’s, not every note has to reiterate why you’d be great for the job. Perhaps you bring up an interesting point one interviewer made. Maybe you remind another of a specific skill set or experience that makes you a strong candidate. 

    That said, don’t use the extra time needed to personalize thank you’s as an excuse not to send them to all of your interviewers. Even if you have one key contact such as the hiring manager or a recruiter, anyone who took the time out of their day to meet with you deserves a short follow-up email. 

    6. Don’t include any other superfluous information

    An interview follow-up should serve as a thanks and a reiteration of your skills and excitement for the job – period. Other information, such as sending over references or asking about reimbursements for interview expenses (if this was agreed upon in advance) distracts from the key points. 

    Additional issues or questions can be addressed in future emails or phone calls. Keep your immediate communications clear and focused on the take-home point: The strength of your application and interview. 

    Originally written in June 2019 by Napala Pratini. Updated by the Hired Content Team in December 2023. More

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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.
    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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    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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    9 Do’s and Don’ts of Asking Questions in Job Interviews

    The path from unemployment to employment has several steps, and for most, the first step after application is the job interview. The primary function of the interview is to allow the hiring manager to interact with candidates in order to determine if their qualifications and experience are a fit for the job’s requirements, as well as how they might fit into or add to the company’s culture and values.
    However, the job interview has a secondary function, but equally important for job seekers – the chance to interview the interviewer. The questions job seekers choose to ask in the interview are of paramount importance for two reasons:

    They demonstrate candidates’ preparation for the interview and interest in the job and company.
    They balance the scales in candidates’ favor, allowing them to determine if the job and company are truly a good fit for them.

    As a job seeker, choosing the right interview questions should be part of your interview preparation. Though there are many articles and blogs listing questions that candidates should ask in interviews, choosing the right ones and tailoring them to the role, the employer and your individual needs will help set you apart from the competition. Let’s look at nine best practices for asking questions in job interviews.
    1. Ask About Job Duties and Expectations
    Hiring managers love inquisitive minds. They want to know you’re interested in the role beyond what you’ve been told and that you’re anxious to learn more. Prepare questions on what the role will involve and what will be expected of you.
    2. Ask About Learning and Growth Opportunities
    Employers don’t want to hire people who are satisfied working the same job for the rest of their careers. They want to hire employees who are interested in constantly learning, growing, and evolving. Show the interviewer that this is a priority by asking about training, continuing education, and mentoring opportunities.
    3. Ask About Company Culture and Values
    Asking a generic question about a company’s culture is predictable, but tailoring the question based on elements of the culture that the company is known for or that interest you shows you’re familiar with the employer brand. Every company has values that are ingrained in their culture and essential to their employees. By showing interest in them and how they align with your values, you show that you’re interested in more than just a paycheck.
    4. Ask About Success
    Finding out how the interviewer defines success, what makes others successful at the company, and what will define success in the role for which you’re interviewing demonstrates your interest in achieving the same.
    5. Ask Follow-Up Questions
    While preparing questions in advance is essential to a successful job interview, it’s also a good idea to ask questions based on topics that you just discussed with the hiring manager. By following up on these topics later in the interview, it shows you were astute enough to take note of specific details in the conversation, and inquisitive enough to want to know more.
    6. Don’t Ask Anything That’s Easy to Research
    By asking overly simplistic questions about the company that can be answered with a quick Google search, it shows you weren’t willing to do any advance research or put any thought into preparing your questions. The same goes for questions about the role that can be answered by reading the job description.
    7. Don’t Ask About Salary or Time Off
    It’s never a good idea to convey a “what can YOU do for ME” attitude in a job interview, and calling attention to salary, benefits, or time off does just that. Though you will make the ultimate decision as to whether or not to accept an offer, keep the focus on the job, the company, and how you can contribute to both until the interviewer broaches these subjects or after an offer is made.
    8. Don’t Ask Anything Predictable
    If a question is general enough to be asked by any candidate at any job interview for any company, it’s probably not a good question. Spend time preparing your questions to ensure they are unique to your situation; they make the interviewer think and show you did your homework.
    9. Don’t Ask Anything Controversial or Negative
    If the company or one of its leaders has been in the news recently for the wrong reasons, don’t call attention to it in the job interview. Though this may be a valid reason for rejecting a job offer, posing questions to the interviewer about scandalous news or controversial topics won’t work in your favor.
    How you respond to a hiring manager’s inevitable closing interview question, “Do you have any questions for me?” can make or break your chances of landing a job offer. In addition, it’s an often-underutilized opportunity to demonstrate knowledge of and interest in the job and company, gain an advantage over your competition, and determine whether or not it’s where you want to spend the next several years of your career. By preparing questions in advance tailored around subjects that employers use as determining hiring factors, you can control the direction of the interview and, as a result, the direction of your career.
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    The Rise of Passive Candidate Recruitment

    The global talent shortage is a major challenge for businesses of all sizes. In the United States alone, there are currently 11 million open jobs. This means that there are more job openings than people are looking for work.
    One way that businesses are addressing this challenge is by targeting passive candidates. Passive candidates are people who are not actively looking for a new job, but who might be open to a new opportunity if the right one comes along.
    There are several reasons why businesses are targeting passive candidates. First, the pool of passive candidates is much larger than the pool of active candidates. This means that businesses have a better chance of finding the right talent by targeting passive candidates.
    Second, passive candidates are often more experienced and qualified than active candidates. This is because passive candidates are typically already employed and have been successful in their current roles.
    Third, passive candidates are more likely to be a good fit for the company culture. This is because passive candidates are not actively looking for a new job, so they are more likely to be happy with their current situation.
    Atlas World Group’s Approach to Passive Candidate Recruitment
    Atlas World Group is a global logistics company that has been struggling to fill key positions in IT and technology. In order to address this challenge, they have shifted their focus to primarily targeting passive candidates.
    Atlas’s approach to passive candidate recruitment is two-fold. First, they use LinkedIn Recruiter to target passive candidates who have the skills and experience they are looking for. Second, they leverage the social media of their current team members to share job openings with their networks.
    The Benefits of Targeting Passive Candidates
    There are several benefits to targeting passive candidates. First, it allows businesses to reach a wider pool of potential talent. Second, it gives businesses the opportunity to build relationships with passive candidates before they are actively looking for a new job. Third, it allows businesses to target passive candidates who are a good fit for their company culture.

    Start by building a strong employer brand. Passive candidates are more likely to be interested in your company if they have a positive impression of your brand.
    Make it easy for passive candidates to learn about your open positions. Your job postings should be clear and concise, and you should make it easy for candidates to apply online.
    Personalize your outreach. When you reach out to passive candidates, take the time to personalize your message. This will show that you are genuinely interested in their skills and experience.
    Highlight your company culture. Passive candidates are more likely to be interested in a company that has a strong culture. Be sure to highlight your company culture in your outreach materials.
    Offer opportunities for growth. Passive candidates are often looking for opportunities to grow their careers. Be sure to highlight the opportunities for growth that your company offers.

    The global talent shortage is a major challenge for businesses of all sizes. However, by targeting passive candidates, businesses can increase their chances of finding the right talent. Atlas World Group is a great example of a company that has successfully implemented a passive candidate recruitment strategy. By following Atlas’s example, businesses can overcome the challenges of the global talent shortage and find the right talent to help them achieve their goals.

    To follow Kelly Cruse’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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