Insights Pulse

Although reputation has always been crucial for every organization, I would say that today, more than ever, it stands out as a criterion with an exceptionally strong influence on the success of a modern company, especially in terms of the job market.

Global research on the significance of corporate reputation, and specifically its impact on talent recruitment, corroborates this.

• 96% of companies believe that the employer’s brand and reputation can positively or negatively impact revenue (CareerArc).
• 92% of individuals would consider changing jobs if offered a position in a company with an excellent corporate reputation (CR magazine).
• 50% of candidates stated that they would not work for a company with a poor reputation, even with a salary increase (TalentNov).
• 86% of HR professionals say that hiring is becoming more like marketing (iCIMS).

We have come to the conclusion that for the success of a company in attracting new employees, it is necessary to continuously deliver added value and strategically work on the economy of reputation. The true strength of a brand does not only imply its recognizability and popularity but requires a profound recognition of the values that need to be grounded and then affirmed – both externally and internally.

To ensure competitiveness and build a strong reputation in the market, successful companies speak through their actions, both in terms of the company’s commitment to societal well-being and a focus on a key resource, i.e. their employees. The key to success lies in an integrated approach to reputation building and maintenance, and certainly, in authentic and purposeful communication that can turn stakeholders into brand ambassadors.

Special attention should be given to the B2E (Business-to-Employee) business model, which prioritizes the relationship between the company and its employees. Here, the synergy and exchange of expertise between the marketing sector and the human resources sector are vital.

In other words, for a company to build the perception of being a good employer in conditions of high demand for quality personnel, it must, above all, be aware of what matters to employees, what culture it should foster, what values it ought to deliver, and whether it sees people, homes, moments, and life behind the products it places. If internal matters are set up correctly, i.e. if the employer can boast a practice that involves caring for employee satisfaction and development, then the content created by the marketing sector and applied externally by the employees will genuinely and effectively promote it. Their opinions then not only become one of the strongest criteria for forming an impression of the company as an employer but also prompt consideration in the decision to purchase its products or services.

Those companies that have timely recognized the importance of a strategic approach to reputation building are taking a path that requires dedication, effort, time, and investment. The path is a long one and can guard companies in critical situations and times. Understanding and respecting the corporate culture and brand values that the company nurtures are essential for successful reputation management, but they are also part of the personal responsibility of each individual. It is crucial to take care of personal actions and nurture one’s reputation in everyday life.

Written by: Bojana Rudović
Text published by: BIZLife magazine
Taken from the BIZLife website