Employer branding: positioning, delivery and costs
An employer brand explains the working experience and why particular people might choose to join. A useful commission connects evidenced strengths with relevant audiences and defined outputs. A new slogan or a single vacancy advert does not automatically provide this foundation.
Commission strategy and implementation separately
Specify whether you need an audit, new positioning or implementation of agreed messages. An update after growth or organisational change can build on existing work. State which decisions have already been made.
Filling individual vacancies and running a short recruiting campaign are separate commissions. Employer branding provides a consistent foundation. Explicitly agree whether writing, design, careers content or internal introduction are included.
| Commission | Expected result |
|---|---|
| Analysis | Findings, gaps and explained priorities |
| Positioning | Audiences, evidenced strengths and messages |
| Implementation | Defined content, templates and approvals |
| Update | Revised statements and reasons for changes |
Test promises against everyday experience
Gather examples of tasks, collaboration, leadership, development and working conditions. Separate established characteristics from planned improvements. A promise should fit the particular role and location being addressed.
Modern or friendly says little without examples. The provider should identify meaningful differences and inconsistencies. Attractive wording does not replace better working conditions or their internal implementation.
Identify role groups and locations
Specialists, apprentices and experienced managers may need different information. Specify priority professions, regions and languages. Put variations in one overview rather than creating a separate entry for every vacancy.
A shared foundation can use different examples. Ask which statements apply across the organisation and which need adaptation. Reach on an arbitrary channel does not establish that the relevant audience has been reached.
Involve employees with clear confidentiality
Interviews, workshops or a survey can capture different experiences. Define the roles and locations involved, how feedback will be assessed and which findings can be shared internally.
A small discussion group does not automatically represent the whole workforce. Agree confidentiality and voluntary participation in advance. Initial topics and organisational scope are enough; personnel files, named conflict accounts and individual employee identities are unnecessary.
Specify content and usage rights
Define messages, careers content, an editorial plan, design templates or an introduction for HR and managers. For several languages, separate translation, adaptation and approval.
For photographs, video and personal statements, clarify consent, permitted uses and updates. Existing material is not automatically reusable everywhere. Website development and ongoing advertising expenditure belong in scope only when explicitly agreed.
Assign responsibility after handover
Decide who approves statements, maintains content and reports operational changes. Templates need understandable usage guidance. Vacancy adverts, the application experience and everyday work should remain consistent.
Agree a few checkable goals and a starting position, such as clarity of content or feedback from relevant audiences. Hiring and retention also depend on other factors; the branding project cannot guarantee them.
Compare the same complete scope
Compare methods, locations involved, languages and actual deliverables. A low-priced workshop without analysis or completed positioning covers a different commission from a full project. Internal preparation and approval time contribute to total effort.
Clarify revision rounds, additional formats, visual production and continuing support. Media spend, software and technical implementation should not be assumed included or free. A Swiss average would be unhelpful without these boundaries.
| Cost item | What to clarify |
|---|---|
| Analysis | Are interviews, survey and interpretation included? |
| Concept | Which messages and documents are delivered? |
| Production | Formats, languages, rights and revisions |
| Ongoing work | Maintenance, new content and external expenditure |
Prepare the request, work and handover
Record the reason, audiences, employer size and required outputs. An overview of existing channels, languages and brand materials is enough initially. Keep confidential findings for a secure exchange agreed later.
After kickoff, confirm methods, participants and approval points. Test messages against evidence before production. At handover, check the deliverable list, editable files, usage rights and responsibilities, with open issues recorded explicitly.
Frequently asked questions
Is employer branding the same as recruitment?
No. It develops the employer profile; candidate search, placement and individual campaigns have separate scopes.
Must employer messages already exist?
No. Analysis and positioning can be the first commission. Existing statements and real examples help the review.
What information is needed initially?
Goals, role groups, locations, size, languages and required outputs. No personnel files or named evaluations.
Is an employee survey compulsory?
No. The method depends on the commission. Define its scope, confidentiality and limits of the feedback.
Are a careers website and advertising included?
Not automatically. Content, design, technical development and media spending are separate work items.
Can a number of applicants be guaranteed?
Results also depend on vacancies, conditions and the market. Agree checkable project outputs rather than a blanket hiring promise.
