So how do you build an employer brand?
So, what are the benefits of having a solid employer brand? Research led by Johns Hopkins University notes that 95% of job candidates believe that culture in an organization is more critical than pay. If you have the right employer brand and social qualities to back it up, then you’ll be sparing time by replacing fewer individuals, and hence spending less on re-contracting and re-preparing those new increments. In particular, you will have an engaged and enthusiastic workforce that is willing to go the extra mile for the customer.
Culture is something that goes beyond people; it can encourage team spirit among individuals. If you’re not living it, individuals won’t become tied up with it. The leadership team, particularly, must show their qualities so we treat employee engagement and culture the same as some other business KPI.
An organization’s interest in professional and personal development is another key foundation of a solid employer brand. If the organizations put resources into workers, the outcome will be increased loyalty and commitment, and this could even help attract potential candidates. Nowadays, employees and applicants want to know what you can do for them.
However, the greatest challenge is to keep individuals culturally motivated. When we attract the right individuals, we do all that we can to ensure they get the recognition, the surroundings and the career advancement they deserve. It might sound clear, however, regardless of how huge or little your organization is, we trust that individuals need to feel like they are being dealt with like humans, not robots. They have to realize that their boss cares. That is the mystery of making society work, and building a high performance workforce.
Now, simply imagine you put some KPIS set up and instead of measuring and improving performance, they lead to the opposite, i.e. they become a mindless chase of numbers, bringing reduced performance into the organization.
KPIS (Key Performance Indicators) should be the most imperative measure used by organizations, business units or project groups to keep tabs on their development against key objectives. A well-designed arrangement of KPIS should give the basic tools that give everybody an understanding of current levels of performance. Even so, practically speaking, these all around planned KPIS can turn virulent.
The biggest reason why things turn out badly with KPIS is that they once in a while turn from a measure into an objective. For example, a police force introduced KPIS to measure its performance. The government then turned some crime insights into targets and measured each police force against these objectives. A lot of rigging took place to improve these numbers. One police force was advised by their boss to prioritize thefts of multiple-occupancy households because the system would count each occupant as a separate solved crime.
KPI should help organizations measure how well they are delivering on their key objectives and strategic needs. The information produced from the KPI should then assist with decision-making and lead to actions. This implies, the purpose for a KPI is to educate, or provide objective information. It is truly essential to understand that no measure is perfect or complete. KPI fails to provide a complete picture on the performance. It will only focus on the spotlight instead of providing insights on different aspects of performance.
If an organization uses this flawed measure as an objective it implies that people can deliver extraordinary results on the aspect the company cares more about, yet overlook the remaining aspects that are left oblivious. This is somewhat like advising kids to clean their room and afterward saying that you will just check this one corner of the room, and if that is clean then they will get a treat. We, as an adult know what will happen, the one corner will be spotless, yet every one of the toys will be slided under the bed.
If companies use KPIS as targets, then we get what we measure, and that’s it. However, if we use KPIS as indicators used and owned by everybody to recognize areas of improvement, then they turn out to be catalysts empowering fundamental improvement. There is one added complication – every indicator must have an objective or clear benchmark.