Of course, you don't always realize it, but basically every company, no matter how small, is in direct competition with Google, SAP and other big names when it comes to attracting the best employees .
The shortage of skilled workers and the current situation on the job market are forcing small companies to be attractive employers. This is the only way they can attract really good people.
Because unlike the really big players, they can't just rely on their name, they have to stand out - after all, a nameless startup looks far less impressive on the CV than a global company (not to mention the salaries, which smaller companies often simply can't keep up with).
Nevertheless, you don't have to despair in your search for new talent. The secret weapon is "developing corporate culture".
people sitting at a desk
In the US, according to a Korn Ferry survey, corporate culture has now replaced employer benefits packages as the main reason for deciding whether or not to take a job.
This is good news for you, because in large structures in particular, the corporate culture is often entrenched, rigid and cumbersome, meaning that no one will be able to change anything on their own. Small companies, on the other hand, can be restructured in such a way that job seekers really want to come to them.
So: If you have not placed much value on your corporate culture so far or simply think that you cannot influence it anyway, then this text is for you. Small companies that develop and maintain an individual and widely visible corporate culture can compete with the really big ones. In fact, they attract up to 24% more applicants (yes, this figure is again from the USA, but such developments usually catch up with us very quickly).
By following the three strategies outlined below, you can shape your company culture so that job seekers give you the attention your company truly deserves.
3 Strategies for an Attractive Corporate Culture
1. Develop a viable employer value proposition
It has now become common knowledge that companies should clearly formulate their values and bring them together under a suitable mission statement.
But be careful: the real work only begins after that.
So in your EVP you explain why your employees are good for your small business, but why is your company actually good for its employees? It's this second point that actually interests applicants.
A good company culture stands or falls with what is somewhat awkwardly and trendy-English called the "Employer Value Proposition" (or simply EVP). Gartner defines the EVP as the way "the labor market and employees assess the added value that employees gain from their work for the company". (Available in English for Gartner clients, translation by us.)
The EVP is an answer to the candidate’s question “What do I get out of working for you?” in five core areas: career opportunities, people, company, work and compensation.
List of the core issues of the EPP
A good EVP is both authentic and differentiated. If this is the case, it will almost automatically attract applicants. But the preparation and implementation are a challenge.
Be careful not to fall into any of the following traps:
Don't focus on things that don't interest your applicants. You have a ping pong table and a free after-work beer for your people? Great. But that's not really important to job seekers .
Don't let theory and practice diverge. Don't promise your applicants that you can turn them into real experts in a field if you can't keep that promise.
Back up your claims with voices from the workforce. Without proof that your EVP is actually being put into practice, it will quickly seem like an empty claim.
You can find inspiration for the development, for example, in your company's products or services: What is your unique selling point for customers ?
Gartner uses a few examples to show that the best employer value propositions reflect what makes the customer-facing brand attractive (the full report is available to Gartner clients in English).
A luxury label known for its high standards in quality, creativity and artistic expression also emphasizes the same values internally in its own EVP. Employees are expected to support each other in meeting these high standards everywhere.
A customer service center that specializes in handling high call volumes at low cost also focuses on efficiency internally. Its EVP emphasizes productivity, efficient processes and optimized shift schedules.
A high-tech company that is constantly pushing the boundaries of what is possible does not work like a run-of-the-mill company. Here, employees are encouraged to continuously innovate and to constantly question current processes and strategies.
Once you've found an EVP that's likely to resonate, you should spread the word about it far and wide. Highlight it in job postings, on your careers page, at job fairs, and anywhere else job seekers might find you.
It's a lot of work, but in the end, a good EVP is definitely worth it: Not only will candidates be beating down your doors, but your current workforce will also be more engaged.
Gartner writes in the report linked above that companies that deliver on EVP can reduce their employee turnover by just under 70% and increase the engagement of new employees by almost 30% .
2. Follow the beautiful words with real actions
Don't just tell everyone that you want more diversity. More and more job seekers value a diverse work environment and numerous studies show that productivity increases in companies with high levels of diversity .
In this area too, small companies, especially very small startups, are clearly at a disadvantage. It's obvious: a workforce of 5,000 people is of course more diverse than one of 50.
The whole thing is made even more difficult by the fact that a lack of diversity cannot simply be addressed directly. As much as "women and disabled people should be given preferential consideration if they are equally qualified" greece telegram data greece telegram data hiring on this basis alone is still discriminatory.
Find new ways to approach applicants
If you always look for new employees in the same place, i.e. at the same university, on the same career platform, etc., you will probably end up with a relatively homogeneous workforce.
So break out of the tried and tested patterns and try new things. For example, there are industry networks just for women or people with disabilities. If you publish your job advertisements in English, this advertisement will automatically attract a different group of interested parties. You can ask about the level of language skills and then see it in the interview.
The more diverse your candidate base, the higher the likelihood that you will ultimately achieve greater diversity in your workforce.
Match your applicants' profiles with your EVP
You have determined what your company culture should look like and are now hiring people who can live this culture. That's great. What's less good is not making a clear distinction between those who actually fit the company culture and those who are just like your current workforce. They are not necessarily the same thing.