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The impact of Covid-19 on “The Employer Branding Strategy”

Covid-19 has a direct impact on most Human Resource departments. It has transformed our way of working, communication and relation to our environment. It has also had a direct impact on The Employer Branding Strategy where remote engagement plays an important role.

How to attract & retain talent during the COVID

In this article, we will talk about some key aspects to take into account when using the strategy of attracting and retaining talent.

Care about the safety and Well-being of the Employee

The physical and emotional health of people should be at the center of the strategy. This is reflected in the study carried out by Mercer, Global Talent Trends 2020, where it reveals that leading companies are putting the focus on protecting health.

It also claims that companies with a strategy to improve the health and well-being of their employees can be up to four times more productive. From our point of view, the most important things are:

  1. To be able to guarantee a safe working environment and offer psychological support to the team.
  2. To create hybrid work teams, which consists on creating teams that include the face-to-face format and the online format wherever it is possible
  3. To create complete Wellness programs in order to attract talent.

People First Strategy

It’s about creating a people-centered strategy. Brad Denny, co-author of “From Employee Experience to Human Experience,” explains the concept well:

“Employee experience… brings employees into the conversation to look at the work itself, finding out what employees need to do their work, to make them successful.” – Brad Denny
In order to accomplish this, we need to know the concerns of our teams. When we carry out satisfaction surveys every week or every month, it will allow us to adapt the engagement strategy to the needs at that point in time. The co-creation of the employer branding strategy is one of the fundamental pillars for its success.

Communication

One of the key strategies to maintain remote engagement is to improve all round communication. McKinsey & Company’s article “A Leader’s Guide: Communicating with Teams, Stakeholders, and Communities During COVID-19” lists a number of exciting initiatives to implement. Besides this, many organizations have created a direct channel between the CEO or management committee and the employees.

When you have a direct channel with the management, it solves a lot of the employee´s doubts regarding the future of the company and how the global crisis could affect the teams.

Solidarity

Covid-19 has made companies move towards helping in whatever way possible to stop the virus. As a company, showing what we are doing for society is something that creates a lot of interest for the employee and external talent as well.

From our point of view, it is essential to know how to convey the positive impact that the company makes in the society.

Work-Life Balance

During the pandemic and consequently the closure of schools, we have experienced moments of overwhelming stress. Therefore, the work-life balance has been one of the key aspects in the engagement strategy. To be able to cope with this situation, many companies have adapted their work-life balance policies to the needs of that situation in that period of time. Furthermore, they have also created specifics programs for parents with children and dependents.

In conclusion, Covid-19 has accelerated the digital transformation process in organizations, as well as, having a direct impact on engagement and employer branding strategies. Employee satisfaction and Happiness Index takes on a new meaning during the pandemic. Furthermore, now more than ever, talented people seek to be part of an organization which is capable of impacting the society. Without a doubt, the HR department has played and continues to play a leading role in managing organizational change.

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