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WE ‘’SELL’’ JOB

Finding professional staff is much more than posting a job vacancy, much more than just a salary…The employment contract is much more than a transaction where employees will work for the company and the company will acceptably compensate them.

BRANDING THE COMPANY AS GOOD (TOP) EMPLOYER or Employer Branding. Building an image of the desired company to work for, one that is attractive for potential new employees, but also the people who already work in it, of course. 

Actually, our employees are the ambassadors of our company. 

Read our full story ….

WE “SELL” JOB

How to reach respectable professionals? This is a challenge that companies face often. Analyses show that people are becoming scarce, deficient resource not only in our country, but in the region as well. That is why this topic is often debated whenever I talk to my dear colleagues, clients and friends. 

The migration in the entire Western Balkans, including Bulgaria and Romania, as well as ageing population issue in Western Europe influences the rising need for professional staff. 

Finding quality staff is becoming real art and battle, where there is enormous competition among companies aiming to reach the limited resource – people. 

Finding professional staff is much more than posting a job vacancy, much more than just a salary…The employment contract is much more than a transaction where employees will work for the company and the company will acceptably compensate them. 

So, how does a company attract professionals?

One of the answers is BRANDING THE COMPANY AS GOOD (TOP) EMPLOYER or Employer Branding. Building an image of the desired company to work for, one that is attractive for potential new employees, but also the people who already work in it, of course. 

Actually, our employees are the ambassadors of our company. 

And that is the first step – the answer to the question “How to attract professionals?”.

What does Employer Branding mean and how do you qualify a company as desired? Here are five basic segments which I believe are a basic prerequisite for Employer Branding:

A. The values which are nurtured in the company. Primarily the interpersonal relations, the possibility for personal development and growth, and the established relations with external associates.

B. Company behavior toward the employees and the care for their primary and secondary needs – Abraham Maslow “Hierarchy of Needs / Theory of Motivation “ 

We are talking about people and they are not an asset, but our basic resource for success 

This is the crucial mindset and it is consisted of following:

– Communication – What is the way of communication?

– Working conditions (appropriate infrastructural conditions)

– The policy of investment in employee development, on-the-job training and personal professional growth 

– Opportunities for career development 

– Policy of equal treatment for all 

– Balance between private and professional life 

– Care for their wellbeing 

– Flexible working hours 


C. Following the trends – Critical for the Y & Z generations (generations born in the period 1977 to 1995 and those born after 1995) which are characterized by creativity, use of modern technology, social media, innovations… 

They create perception for the given company from its presence on the social media, not only from advertisements about the company’s products and services, but from what is communicated via Facebook, LinkedIn or Twitter, active participation in society, caring about community… 

D. The job offers – Yes, Job offer and not “Working conditions”. What is our job offer? What we are offering to our current employees and potential new ones?

And not just salary, bonuses and minimum legal requirements… Interestingly, from the short research I conducted, there are many job posts, where the companies do not even mention what the basic job offer is.

Following, my structure for job offer (included are only some examples). It is divided into six areas that every employer should think about:

1. BASIC PART (Salary – Bonus)

1a. Basic (fixed) monthly gross/net salary 

1b. Monthly – Quarterly variable part in % and in value (bonus policy) …

2. BASIC PART (Essential)

2a. Working hours

2b. Policy of working during holidays, weekends, night shifts, extended working hours…

2c. Vacation policy

2d. Traveling expense policy

2e. Sick leave policy and other forms of absence…

3. STIMULATORS (Financial) 

3a. Company vehicle (usage policy)

3b. Equipment: Laptop computer, tablet, mobile phone… (usage policy)

3c. Costs for mobile phone, internet…. 

3d. Life insurance

3e. Additional health insurance 

3f. Child care 

3g. Paid vacation

3h. Gifts for festivities, jubilees for seniority, rewards, product discounts….

4. STIMULATORS (Non-financial)

4a. Working conditions and equipment

4b. Opportunity to work on development projects 

4c. Leadership style 

4d. Ways of communication 

4e. Team and individual training plan/Development of technical competencies related to the job

4f. Policy of balance between private and professional life 

4g. Decision making policy and processes 

4h. Culture of recognition for well-done job 

5. ANNUAL BONUS POLICY 

5a. Bonus based on individual performance 

5b. Bonus based on company performance 

6.  DRIVERS OF ENGAGEMENT

6a. Policy of annual pay rise of the basic (fixed) monthly gross/net salary 

6b. Dedicated annual budget for employee training 

6c. Program for individual development of behavioral competencies 

6d. Career path – clear image of the possibilities for development and advancement in the organization 

6e. Performance Management 

6f. Policy of additional days off for family and friends 

6g. Policy of additional days off for volunteering 

D. REPUTATION – What is our image and reputation as employers on the labor market? If our goal is quality and professional staff, then we must be recognized as Top Employer.

In fact, the quest of attracting professionals is “selling the job”. Company should be recognized and be attractive so people will like to join, stay, love their job and develop themselves, the organization and the business.

Polikarp Arsenovski


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