Here’s How to Bolster Your Reputation as an Awesome Employer

 A recent study by Weber Shandwick (in partnership with KRC Research), discovered that only 19% of employees surveyed feel strongly that the work experience their employer publicly promotes actually matches reality.
In other words, company information listed on career sites or on their social channels, and even what recruiters said in interviews, was inconsistent with what the employee experienced when they started working for the company. Maybe that’s why 1/3 of third of new hires leave voluntarily within the first six months.

“Beyond the cost to replace staff, which is estimated at 50%–75% of the new hire’s annual salary, this type of attrition damages coworker morale, disrupts customer relationships, and, in the age of employer review sites like Glassdoor, inhibits companies’ ability to attract new talent.”

Source: Harvard Business Review

Unreliable employers who fail to deliver on workplace promises are at a huge disadvantage in the pursuit to fill vacancies with good talent.

Is your company struggling to attract and/or retain the talent you need? You’re credibility might be holding you back. Here are 4 ways to achieve a genuine reputation as an awesome employer:

1. Develop and Convey a Clear Purpose & Set of Values

“The most effective employer brands are rooted in a clear corporate purpose and set of values, which serve to attract job seekers who share those fundamental beliefs and weed out those who don’t,” says Harvard Business Review.

Popular outdoor apparel retailer, Patagonia, has long been associated with enjoying nature and protecting the environment. And the brand stays true to its values by offering some pretty amazing incentives including paid environmental internships, reimbursements for commuting to work by means other than driving, and flex-time that allows employees to catch a nice swell when the inspiration strikes.

Because the company’s purpose and values are clearly articulated, they are able to find employees who fit the company culture. As a result, there is only a 6% voluntary turnover rate among full-time employees compared to the retail industry average of 35%.

2. Examine Promises & Align Them With Delivery

Unfortunately, as mentioned above, what most brands promise and what they deliver are not in alignment. If you’re in this boat, it’s time to examine the gap between your recruitment marketing and actual employee experience.

Make time to talk with new hires and administer employee engagement surveys, as well as perform exit interviews. Also, consider social listening, as well as analyzing online reviews that employees have written about the company. Use the information you’ve learned to determine whether or not they are supported by employee feedback.

When you genuinely seek to understand and improve gaps in company promises and delivery, you’ll have the ammunition you need to prevent employee backlash and potential damage to your company’s reputation.

3. Use Your Employees as Job Candidate Advocates

According to Harvard Business Review, your first and most important audience for your “best places to work” job listings isn’t potential job candidates…it’s your current employees!

“Internal marketing around your employee value proposition serves to re-recruit staff, reminding them why they joined, strengthening their commitment to stay, and prompting them to refer others to the company. And in an era when only 12% of employees put a lot of trust in what employers say about themselves, companies must increasingly rely on their employees to be their spokespeople on the employee experience.”

Source: Harvard Business Review

The absolute best way to turn your employees into job candidate advocates is to follow through on your promises. In fact, according to the same Weber Shandwick study mentioned above, 50% of employees who believe their company delivers on its promises use their personal social media channels to talk up their employer, compared with 32% of employees working for companies that fall short.

4. Set Goals & Aspire to Exceed Them

According to information found on Fast Company, organizational goals serve four fundamental purposes:

  1. Provide guidance and direction
  2. Enable planning
  3. Encourage and inspire employees
  4. Help organizations evaluate and manage performance

Organizational goals point to where the organization is going and outline how it plans to get there, which provides guidance for both employers and their employees.

If you want your organization to be successful, you must ensure that every employee and every manager knows what he or she needs to accomplish in the present and future. Understanding what needs to be done to succeed makes it much easier for each member of your company to contribute.


“The foundation of a great workplace lies in a culture of trust and engagement that unites management and the workforce in a common vision that’s not only about success but that describes the type of organization an employer wants to be,” says The Society for Human Resource Management.

“Employers who deliver on the experience they promise enjoy better recruitment, engagement, employee advocacy, and retention outcomes. Their employees are more likely to recommend their employer as a place to work, to post or share praise about their employer online, and to put more effort into their job than is required.”

Source: Harvard Business Review

Want to be the leader of a people-centric company that views his or her employees as colleagues who are invested in the business, not just workers who can be satisfied with the right compensation package? Do you want to establish trust between managers and employees, as well as foster the commitment employees must have to each other?

Use the tips above to help you become a great employer that attracts—and retains—employees who are dedicated to your business and its success.

Also published on Medium.

Sherene Funk is the author of the contemporary romance Autumn in Your Arms and two small business e-books. She is a voracious reader who owns more books than she can ever read in this lifetime. A graduate of Brigham Young University, she worked in advertising for many years before moving to her current writing position at Rain Retail Software. She researches non-stop to see what successful retailers do and loves to share what she learns with small business owners.