Employer Branding: Dead in the Water or Essential for the Era of Quiet Quitting?
Employer branding, one of the hottest trends in recent years, is back in the spotlight—but this time with negative connotations. Headlines about lavish employee recruitment campaigns are being replaced by stories of mass layoffs, and flashy company events are increasingly drawing criticism, especially when companies lay off dozens of employees simultaneously.
In light of this, can we declare the end of employer branding?
As long as we limit it to job ads, perks, and parties, employer branding offers little value in times of economic downturns and layoffs. But if we return to the fundamentals—the organization’s narrative, its unique value proposition to employees, and the process of connecting employees to the company’s mission and vision—employer branding can have lasting relevance.
Experts like Jacob Morgan, Ron Friedman, and Michael Lee Stallard, who have studied hundreds of global organizations and employee motivation, emphasize the importance of a strong cultural environment. They stress the need for a workplace that employees want to be a part of, with a sense of belonging and purpose.
Thus, an effective employer branding strategy should re-establish the company’s story, its purpose, and examine how this purpose resonates with employees to foster a connected culture, shared vision, meaning, and a collective voice.
How can companies build a ‘connected culture’? How did brands like Nordstrom and Southwest create employer brands rooted in their brand narratives?
For Alon Weinpress’s full article in Walla! Marketing & Digital (Hebrew) >>
