You would think that with the thousands of companies that exist in this country alone, there would be infinite variety in the attributes, perceptions, and strength of the corresponding employer brands. But alas, that is not the case. As a veteran of hundreds of focus groups, scores of surveys, and dozens of brand strategies, I can tell you that the universe is finite indeed, and that unlike the physical universe we live in, this one exists in a steady state. In fact we’ve actually developed twelve employer brand models and eight candidate archetypes that, in one combination or another, could serve as the umbrella for 100% of what currently exists in the world of employer brands (that’s 56/100ths better than Ivory Soap, which is a mere 99 44/100ths pure).
(I have now successfully set up the second paragraph of today’s discourse. As you wait for this paragraph to begin, the questions arise: What the hell is he yammering about? And what’s with the soap reference?) When presenting research findings to organizations, it is not unusual to hear someone comment that there was nothing new uncovered, followed in short order with a question regarding the purpose of the entire exercise. There are two responses to that. The first is that if you are in a role that requires you to position your organization in the employment marketplace, you should not be surprised. For my second response, go back to the preceding paragraph.
But the real response (yes, I know that makes three responses) comes down to one thing, our viewpoints are guided by a shared culture, a culture that has ceased being regional, that in many ways is still national, but that has become increasingly global with every passing day. This cultural melding results in attributes and perceptions that tend to be intuitively understood by those who play in the employer brand sandbox, regardless if they are client-side or consultancy-side.
So does that eliminate the need for research? Of course not. (I’ll bet you’re stunned by that response.) Research may provide us with an affirmation of what we thought we knew, but in doing so, it moves us from supposition to certainty, from generality to specificity. And certainty combined with specificity is where the action is, because what we’re really talking about now is the ability to differentiate. For a market in which most candidates believe they have more than enough choice, differentiation is what moves you from the consideration set to the decision set. But then, you probably already knew that.