Critically evaluate your organisation’s employee brand and make recommendations on how this can be improved to ensure a more compelling employee value proposition is offered, securing an enhanced reputation for the organisation in the labour market. (AC 1.4)

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Critically evaluate your organisation’s employee brand and make recommendations on how this can be improved to ensure a more compelling employee value proposition is offered, securing an enhanced reputation for the organisation in the labour market. (AC 1.4)

Critically evaluate your organisation’s employee brand and make recommendations on how this can be improved to ensure a more compelling employee value proposition is offered, securing an enhanced reputation for the organisation in the labour market. (AC 1.4)

As awareness of the employer’s brand besides its purpose and values becomes key to attracting tight job market competition (2022), CIPD being an employer body sees this as an employer’s responsibility. The workers who are looking for a job want to join a company that cares about their personal and financial objectives and helps them to achieve these goals in a way that is in harmony with the company’s objectives.  In this world, nowadays, a brand needs to do more than just promote it; it must aim to attract talent to work for it by telling people what they have to offer and about it being an amazing place to work (Universum, 2022).

My project will be on the HM Revenue and Customs, the British government team which is responsible for tax, customs, and the collection of money for the government. In connection with this, I am going to provide a brief presentation to HMRC containing personal tips on how to make HMRC’s image better what it offers to its employees, and how to turn it into the best place to work.

Almost every business is seeking to differentiate itself from its competitors, which is directly related to its employer brand. This shows that the company is unique and forms the image that people have about it (CIPD, 2022). Simply, every organization non-intentionally creates its image as an employer via what its employees or possible future hires share on websites such as Indeed and Glassdoor (Farrand, 2018). Employer brand is a very central part of the job recruitment process, as 84% of people looking for jobs take it into account when choosing whether or not to apply for a certain job (Glassdoor, 2017).

It is not a simple task to completely control how the public perceives a company’s brand, even though you can try to make it more appealing and bigger. This is especially true for places such as the Civil Service where the general public normally bore the decision made by the government and less by the people inside the organization. (Universum, 2022).

Among the things the organization needs to do, is change the belief of the public that HMRC deals with taxes only is one of them. The team in charge of hiring, promotion, and attracting people has been good at using social media to demonstrate the variety of their approximately 66k employees. Now, the career web pages on different websites are supplemented with new learning content talking about how HMRC works internally, what it believes in, what life there is like, and so on. The comment from the real staff on what has brought life into these pages will be complemented by why they picked HMRC. These workers can raise some things that will help the applicants to get a real sense of the company.

HMRC’s good job demonstrates that we’re reinforcing our image as a brand name and not merely a tax collector. This, however, only shows how within HMRC not many staff is aware of the work brand plan. This indicates that bosses who are sharing job ads might not know all the tools they have, and thus, they might not use them when hiring, especially for jobs requiring rare skills. Furthermore, the employees we have at the moment will determine how people perceive HMRC. To the extent that our staffs don’t know how we are perfecting our employee brand proposition, we miss out on things that could make our EVP also much better.

Companies like HMRC are limited by the laws and rules set by government bodies on the way they can use social media. It means every post must have to pass a thumbs-up test before being posted live.  This led to a slow response from bosses monitoring their organization on sites like Glassdoor. Now, these testimonials influence how people look at companies.

HMRC is designing a new package for their employee which is in line with their brand. The competent offer can show future employees what they will be receiving from the organization if they develop their skills. Bosses may probably highlight work-life balance, diversity, pay, and perks.

The smart groups understand that what people desire and cherish can change as time passes by. Indeed, while making their job offers, they ought to consider this. To illustrate, it was during the pandemic that people appreciated the combination of home and office work as well as picking the hours of their choice. However, since the cost of living has risen after the pandemic, the amount one gets paid has become more significant.

An EVP that is appropriate for the organization helps the company to align its big plans. This implies that more people are willing to work for companies that are interested in good and fair things. When companies don’t incorporate their espoused values into practice, it erodes their credibility. Let’s examine Brewdog, one of the companies that were in a tricky situation because of how it was managed, for not being good at communication, and for the way they made their adverts.

People usually talk about their jobs or past jobs on Indeed and Glassdoor sites and what they think about them. Nevertheless, if an employee thinks that the EVP (Employee Value Proposition) guarantees are not met, the employee could unilaterally decline the offer in his/her head. Such a worker makes the effort to flood social media with the story of their discontent. This type of negative talk can be very damaging to the brand.

The HMRC’s human resources strategy mirrors a bigger mission to become a “great place to work.  ” It speaks about a mission, an excellent workplace, good opportunities, good jobs, and a place to learn. They propose some guidelines, however, they seem too general and undistinguishable from other places. In job ads, instead of including all details, HMRC should concentrate on those that are relevant to the job.

To us, creating an outstanding working environment for all is what we aim for in every aspect. Put these tips to use and you will not only pull in more people, but you will maintain our EVP.

We should also continue to produce content that discusses the company being a great workplace for everyone. Through this, we can have an edge for job seekers as well as maintain our EVP unchangeable.

  • CIPD (2022a) ‘Employer Brand’ [Online]. Available from:

https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/brand-factsheet [Accessed 10 Feb. 2024]

  • CIPD (2022b) ‘The psychological contract’ [Online]. Available from:

https://www.cipd.co.uk/knowledge/fundamentals/relations/employees/psychological-factsheet [Accessed 12 Feb. 2024].

  • (2022). Employer Reputation – the HR Perspective. [online] Available at: https://www.cipd.co.uk/resources/factsheets/employer-reputation [Accessed 09 Feb. 2024].

 

  • Glassdoor (n.d) ‘The ROI of Employer brand’ [Online]. Available from:

https://www.glassdoor.co.in/employers/resources/the-roi-of-employer-brand/ [Accessed 15 Feb. 2024].

 

  • Universum (2022b) ‘Employer Value Proposition vs. Employee Value Proposition’ [Online]. Available from:https://universumglobal.com/blog/employer-value-proposition-vs-employee-value-proposition/ [Accessed 17 Feb. 2024].

 

 

»

 bibliography

 

Use the space below to include any sources referred to but not directly cited (eg books, articles, and websites) within your assessment.

 

  • Brewdog Boss vows to learn after ‘toxic culture’ criticism (2021) BBC News. Available at:

https://www.bbc.co.uk/news/business-57434978 [Accessed 09 Feb. 2024].

  • Brown, B. (2022). HR: What’s the future in 2022 post-pandemic? Part 2: Seven priorities. [online] LinkedIn. Available at: https://www.linkedin.com/pulse/hr-whats-future-2022-post-pandemic-part-2-seven-priorities-brown/ [Accessed Day 12 Feb. 2024].
  • Farrand, K. (2018). Building your Employer Brand. [online] Available at: https://www.bbc.co.uk/bitesize/articles/zd78bdm [Accessed 13 Feb. 2024].
  • Farrand, L. (2018) ‘What are candidates saying about you online?’ in People Management [Online]. Available from: https://www.peoplemanagement.co.uk/article/1744294/what-candidates-saying-about-you-online#_ga=2.118238729.1845324497.1678538769-1391464253.1659536676 [Accessed 13 Feb. 2024].
  • Forbes (2022) ‘The War For Talent In The ‘New Normal’’ [Online]. Available from:

https://www.forbes.com/sites/forbesbusinesscouncil/2022/07/08/the-war-for-talent-in-the-newnormal/?sh=7fff32e5689e [Accessed 12 Feb. 2024].

  • (2022). Employee Development and Well-Being as Priorities. [online] Available at: https://www.forbes.com/sites/forbeshumanresourcescouncil/2022/02/15/employee-development-and-well-being-as-priorities/?sh=18ac6d8e45a1

 [Accessed 15 Feb. 2024].

 

 

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