Determining your strategy

Your Employee Value Proposition (EVP, also often called 'Employer Value Proposition') forms the core of your employer branding strategy. It's the unique promise your organization makes to (potential) employees. The EVP describes what you offer employees in exchange for their time, effort, and expertise. Think of it as an exchange agreement: what do people get in return for working with you? Your EVP thus shows what value you as an employer add to your employees' lives. It's more than just recruitment text - it's a promise you must fulfill.

A good EVP goes beyond salary and benefits. You also address aspects like:

• The culture within your organization
• Growth opportunities
• Working atmosphere
• Your contribution to society
• Flexibility and work-life balance

A strong EVP is authentic, distinctive, and attractive to your target group(s). It's not a marketing slogan, but a truthful picture of what it means to work at your organization.

Why is an EVP so important?

A well-developed EVP has the following results:

• You attract people who fit: A strong EVP clearly shows what your organization offers, allowing potential employees to determine if there's a good match.
• You stand out from other employers: In a competitive labor market, a unique EVP helps you stand out. It emphasizes what makes your organization special.
• You create one clear story: Your EVP forms the basis for all your employer branding communication. It ensures a consistent message across all channels and touchpoints.
• You increase engagement: A clear EVP helps current employees identify with the organization.
• You retain employees: If your EVP is accurate and delivers on its promises, your employees will be more satisfied and stay longer.
• You lower recruitment costs: A strong EVP can lead to lower recruitment costs and higher returns on your employer branding efforts.
• You find people who contribute to your business goals: Your EVP can help attract the right people who fit your business objectives and culture.

How do you formulate a good EVP?

An effective EVP emerges at the intersection of three elements:

1. your organizational identity
2. the needs of (future) employees and their translation into personas and their employee journey
3. your position compared to other employers

Only when these three elements come together do you develop an EVP that convinces and delivers.

Step 1: Identify the unique aspects of your organization as an employer

Determining what makes your organization special as an employer is essential for a distinctive EVP. Here are some areas to explore:

Your DNA

Your organizational DNA consists of more than just your mission and core values. It's the sum of unwritten rules, daily habits, and how people interact. It tells the story of your origins, the people who work there, and the choices you make.

To understand your DNA, search for fixed patterns. How are decisions made? Do you work hierarchically or informally? What do you celebrate together and what do you disapprove of? Also notice the small things: how do people greet each other, share knowledge, help new colleagues?

Your DNA is reflected in your office layout, the language people use, and the stories they share. It's in how you handle mistakes, implement changes, and what you value in customer contact.

Your DNA also manifests in your leadership style and decision-making. Do you work top-down or bottom-up? Do employees get lots of freedom or more guidance? Your openness to innovation is also part of your DNA. Some organizations are naturally progressive, others excel in reliability and tradition.

Your culture and values form the foundation of your DNA. It's not about the values on the wall, but about the behavior you see daily. How do you treat each other? What do you consider normal? What behavior is rewarded? These unwritten rules determine more than anything whether people feel at home in your organization.

Your DNA doesn't change easily. It's formed through years of working and developing together. Through successes and setbacks. It's so deeply embedded in your organization that new employees often pick it up in their first week. Your DNA forms the basis of your EVP – it determines which people feel at home in your organization.

Your brand promise

Your brand promise is about the expectations you create with the outside world. It's what customers, partners, and candidates can expect from you. This promise is reflected in your products or services, but also in how you communicate and conduct business.

A strong brand promise aligns with what distinguishes your organization from others. Perhaps you're the fastest, most personal, or greenest in your sector. Or you stand out through your innovative approach, social engagement, or specific expertise.

Your brand promise extends into your employer promise. If you promise customers personal attention, employees expect the same from their managers. A sustainable brand promise requires sustainable personnel policies. Innovation is only achieved with people who want to improve.

Therefore, look critically at the connection between your brand and your employment practices. Where do they reinforce each other? Where is there friction? Your EVP must align with your brand promise, otherwise you lose credibility - both with customers and (future) employees.

Your brand promise also includes the social value you add. What does your work mean for others? What problem do you solve? This sense of purpose is increasingly important for potential employees. The type of work and challenges you offer are also part of your promise. Some organizations attract people with complex problems, others with the opportunity to help people.

Your internal reality

The daily reality within your organization determines whether your EVP holds up. Beautiful words don't convince if they don't match what people experience. Therefore, honestly looking at your internal reality is important.

Start with your employees. Ask what attracts them to the work. What makes them happy? What do they find difficult? Look at the reasons why people stay - or leave. Notice the atmosphere during meetings, in the cafeteria, at social gatherings. Observe how people react to changes or setbacks.

The daily work environment says a lot about your organization. How are workspaces arranged? What flexibility do you offer? Your approach to development and growth is also part of this reality. Not the promises in your job postings, but the real opportunities people get to develop.

The work itself forms a large part of the reality. What challenges do people face? How varied are the tasks? What do you expect from people? This daily practice determines whether people enjoy coming to work.

Your internal reality is also reflected in numbers. Think about sick leave, turnover, internal mobility, and employee satisfaction. These numbers tell their own story about your organization. Just like the number of internal applications, attendance at staff meetings, or responses on the intranet.

This reality isn't always what you'd like it to be. Still, it's better to be honest about areas for improvement. An EVP that makes reality seem better than it is, leads to disappointment. A realistic EVP attracts people who fit who you really are.

Tips:

• Use concrete examples when describing your DNA - stories tell more than abstract concepts.
• Regularly test your brand promise with different target groups - both internal and external.
• Use employee surveys to get a clear picture of your internal reality.
• Involve employees in shaping your EVP - they are your best ambassadors.
• Ensure a good balance between ambition and reality - both are needed for a credible EVP.
• Regularly monitor whether your DNA, brand promise, and reality remain aligned.

Step 2: Map out the wishes and motivations of your target groups

To position your employer brand effectively, you need to know what your organization stands for. Additionally, you want to understand what drives your target groups. Their needs and wishes differ depending on experience, field of expertise, and life stage. By understanding these differences, you make your employer brand more relevant. Here's why this is so important:

• You make your message more personal: When you understand your target audience, you can shape your employer brand message to truly resonate with potential candidates.
• You use resources more efficiently: With insights into your target audience, you can focus your budget and efforts on channels and messages that work best for the talents you're seeking.
• You improve candidate experience: By knowing your target audience's preferences, you can optimize the recruitment process and provide candidates with a better experience.
• You get better applications: A targeted approach attracts candidates who better fit your organization's culture and have the skills you're looking for.
• You stand out from others: When you know your target audience well, you can differentiate yourself from competitors who use a more general approach.

Know your target groups

Start with experience. Entry-level professionals seek a place to learn. They want to apply their theoretical knowledge and grow quickly. Good guidance and clear expectations are important to them. Experienced professionals seek depth. They aim to utilize and expand their expertise. Autonomy matters to them: the freedom to make their own decisions. Career developers aim to grow purposefully. They seek new challenges within or outside their field.

Differences also appear per field. IT professionals seek an environment with new technology. Marketers want room for new insights. Finance professionals value stability and clear processes. The field partly determines what people look for in your employer brand.

Active and passive talent

You reach active jobseekers differently than passive talent. Active jobseekers compare employers and employment terms. They respond to job postings and can be found on job boards. Be specific about what you offer them.

Passive talent is content in their current job. They only consider moving for something special. Reach them through professional content or their network. Tell the story behind your organization. Show what working with you means.

Current trends

Some trends appear across all groups. Flexibility ranks high on the wish list. People want to determine where and when they work. This need goes beyond working from home. It's about the freedom to organize work according to personal insight.

Purpose is becoming more important. People seek meaningful work. They wish to contribute to a better world. Whether it's sustainability, social impact, or innovation - the why-question is central.

Work-life balance weighs heavily. Not just in terms of time, but also between effort and relaxation. Between social contact and focus time. Between routine and innovation.

Personal motivators

Look beyond general characteristics. Every person has their own motivators. Some seek professional depth, others want to advance. Some work for money, others for purpose.

Career goals differ. Does someone want to become a specialist or develop broadly? Are they seeking security or challenge? Align your development opportunities accordingly.

Work preferences also vary. Some want flexible work, others prefer coming to the office. Some prefer working alone, others seek teamwork. Your culture and facilities should accommodate this.

How to get your target groups in focus

Start with a systematic analysis of your target groups. This approach helps you make focused choices in your employer brand strategy.

Map your current employees

Start internally. Collect this data from your organization:

• Distribution across job groups and departments.
• Age structure and experience.
• Inflow and outflow figures per group.
• Employee survey results.
• Exit interviews of leavers.

Talk to your target groups

Organize conversations with different groups. Ask questions like:

• What makes a workday successful for you?
• Which three things would you like to change in your work tomorrow?
• How do you see your career in three years?
• What do you miss in your current role?
• When would you consider working somewhere else?

Analyze your recruitment

Review your recruitment results:

• Where do you find the best candidates?
• Which vacancies are difficult to fill?
• Why do candidates drop out?
• What do new employees say about your employment marketing?
• Which channels work for which target group?

Test your assumptions

Check if your understanding is correct:

• Test your job descriptions with the target group.
• Ask for feedback on your employment marketing.
• Evaluate your recruitment events.
• Monitor social media responses.
• Analyze your content reach.

Tips:

• Combine different data sources to understand your target groups.
• Distinguish between what people say and what they do.
• Keep talking to your target groups - needs change.
• Ensure your employer brand stays authentic, even when adapting it per target group.
• Involve your own employees in understanding target groups - they know their colleagues.

Step 3: Bring your target groups to life through 'employer brand personas'

The insights you gathered in the previous step are now translated into employer brand personas that put a face to your target groups. A persona is a fictional but realistic portrait of someone who could work at your organization. You describe their background, motivations, ambitions, and preferences. This makes your target group tangible. By working with personas:

• You make better choices in your employment marketing.
• You align your job descriptions with the reader.
• You choose appropriate recruitment channels.
• You improve the candidate experience.
• Everyone in your organization understands who you're recruiting for.

How to build personas

A good persona is someone you can really "see." Start with 3 to 5 personas for your main target groups. For each persona, describe for example:

1. Who are they?

• Name and age
• • Education and work experience
• • Role and specialization
• • Family situation
• • Place of residence
• • Hobbies and interests

2. What does their work-life look like?

• Daily activities
• Responsibilities
• Who are their colleagues?
• What does their workday and week look like?
• Commute time and remote working
• Caregiving responsibilities
• Family commitments
• Leisure activities

3. What's decisive in their choice of employer?

• Salary and benefits
• Commuting distance
• Flexibility
• Development opportunities
• Working atmosphere
• Type of organization
• Social impact

4. What do they value?

• Work values
• Ambitions
• Moments of success
• Work-life balance
• Collaboration
• Autonomy
• Personal development

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Salesforce: The Trailblazers

Salesforce, the leading CRM platform, exemplifies the effective use of employer brand personas to attract diverse talent. The tech giant targets various groups, from entry-level graduates to experienced professionals, across fields like software development, sales, marketing, and customer success.

Salesforce creates distinct personas for each target group. For instance, they approach software engineers in Silicon Valley differently than sales representatives in the Midwest. The unifying theme "Blaze Your Trail" connects all personas, emphasizing personal growth and innovation.

Recruitment marketing automation (RMA) is central to Salesforce's strategy for engaging different personas. They use AI-driven tools to track individual candidate behaviors and preferences, allowing them to deliver personalized, relevant content throughout the recruitment journey. This might include tailored job recommendations, targeted information about company culture, or invitations to specific networking events.

Through this sophisticated approach, Salesforce successfully recruits both broadly and specifically. They build overall brand awareness as an employer of choice in the tech industry while simultaneously addressing the unique needs and interests of specific talent segments. This strategy has helped Salesforce consistently rank as one of the best places to work, attracting top talent across various disciplines and experience levels.

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5. What bothers them?

• Work frustrations
• Stress factors
• Reasons to leave
• Demotivating elements
• Doubts during job applications
• Bad experiences

6. What do they expect from their employer?

• Leadership style
• Support
• Feedback
• Training
• Work environment
• Flexibility
• Recognition

7. How do they search for work?

• Favorite job sites
• Social media usage
• Professional networks
• Orientation process
• Influencers
• Information preferences
• Recruitment agency or direct?

Bring your persona to life with attractive design (maximum two pages). Choose an engaging photo that fits your target group and add a characteristic quote. Make the key information clear at a glance with infographics, a timeline, and a day in their life. Summarize the key points in a clear framework.

Tips:

• Interview employees who resemble your persona for realistic details.
• Choose a photo that matches your target group, but avoid stereotyping.
• Make it personal, but not too specific.
• Describe their concerns and doubts too - this makes them human.
• Use concrete examples from their daily life.
• Test if others envision the same person when they read your persona.

Step 4: Describe the employee journey

The employee journey encompasses all experiences, touchpoints, and interactions that a (future) employee has with your organization - from first contact to after departure. Your employer brand forms the common thread throughout. It connects all experiences and determines how people see and experience your organization as an employer. A good alignment between promise and reality is therefore essential.

By mapping the employee journey for each persona, you see exactly where and how people experience your organization. With these insights, you can consistently implement your employer brand and adjust where needed. You share the right message at the right time. This not only strengthens your employer brand but also leads to more satisfied employees and greater appeal in the job market.

The phases of the employee journey

1. Awareness

People are open to change. This can come from dissatisfaction in their current job, need for development, or external triggers. They orient broadly and form their first impression through others' stories, media coverage, and online content. In this phase, you share inspiring content that shows what you stand for as an employer.

2. Interest

Your organization comes into view as a potential employer. They research your website, follow you on social media, and talk to people who know you. They compare you with other employers and seek confirmation of their first impression. Here, it's important to provide honest and complete information about working at your organization.

3. Application

Interest becomes concrete. They respond to your vacancy or make contact for an exploratory conversation. They invest time and energy in their application and expect professional treatment. Your communication is now personal and proactive, with clear information about the process.

4. Selection

Through interviews, tests, and negotiations, both parties discover if there's a match. Candidates experience how your organization works and whether practice matches their expectations. Your communication is open and transparent, focused on mutual expectations.

5. Onboarding

The first 100 days are crucial for a successful start. A warm welcome, good guidance, and clear expectations help new employees find their place quickly. You communicate frequently and supportively, with attention to practical and social aspects.

6. Employment

Employees develop, deliver value, and build relationships. They want to grow, contribute, and feel appreciated. Some are content where they are, others seek new challenges. Your communication is varied and purposeful, aligned with different needs and ambitions.

7. Departure

Even when paths separate, the relationship remains important. Departing employees become ambassadors or return later. A careful farewell with appreciation for their contribution ensures a positive final note. Your communication is appreciative and future-oriented.

A cyclical journey

The employee journey isn't a straight line but a cycle. Employees can re-enter the awareness phase at any time, internally or externally.

Personas determine your communication

Each persona experiences the employee journey in their own way. For example, a senior IT professional seeks different information than a starting nurse. Channels and tone of voice also differ per target group.

In the awareness phase, you reach young professionals through Instagram and TikTok, while experienced managers are more likely to orient themselves on LinkedIn. The first group responds to engaging content about development opportunities and work atmosphere. For the second group, you emphasize challenging projects and strategic impact.

These differences appear in every phase. During application, a specialist expects an in-depth discussion about professional content, while a starter needs more explanation about the process. During onboarding, an experienced professional wants to quickly tackle complex issues, while a starter requires more guidance.

Even during employment, you align your communication with the persona. While one is mainly interested in growth opportunities, another wants to stay informed about the latest innovations in their field. Even at departure, the approach differs: one gets a place in your expert network, another becomes an ambassador for your trainee program.

Tips:

• Start small and build step by step. Choose one persona to start with, preventing getting stuck in complexity.
• Involve colleagues from HR, communications, marketing, and management. Together you create a complete picture of the journey and ensure support.
• Make the journey visual with a timeline or flowchart. This helps to involve others and discover improvement points.
• Measure how people experience your employer brand in each phase. Use these insights to improve your journey.
• Pay extra attention to transitions between different phases. Gaps in the experience of (future) employees often occur here.
• Think in terms of emotions and experiences, not processes. How people feel ultimately determines how they talk about your organization.

Step 5: Analyze your competitors

A competitive analysis gives you insight into your active labor market. You see where others excel, which needs they fulfill, and what opportunities exist. This helps you determine your own position and establish your employer brand distinctively.

What to research?

Communication and content

Examine how competitors present themselves as employers. Research their website, social media, job descriptions, and campaigns. Pay attention to tone of voice, imagery, and key messages.

Employment terms and benefits

Compare primary and secondary employment conditions. Look at salary, development opportunities, working hours, and policies. This shows if your offering is market competitive.

Employee reviews

Read reviews on platforms like Glassdoor and Indeed. These provide insight into how employees experience the organization and what they value or miss.

Employer ratings

Check best employer rankings and research why these organizations score highly. Notice what they do differently from others.

Recruitment activities

Track where and how competitors recruit talent. Look at their presence at job fairs, their partnerships with educational institutions, and their online activities.

The five-step approach

1. Identify your competitors

Start by creating a longlist of organizations competing with you for talent. Think broader than just your direct competitors. Companies from other sectors offering similar roles are also interesting. Ask your HR colleagues, recruiters, and new employees which employers they see as competitors. Then select three to five organizations for your analysis.

2. Gather information

Start your research with public sources. Study career websites and social media channels. Look at how they present themselves on LinkedIn, Instagram, and other platforms. Download their annual reports and read news articles. Collect job descriptions and employment terms. Visit their booths at career fairs. Subscribe to their newsletter to see how they communicate.

3. Talk to stakeholders

New employees who worked at competitors are a valuable source of information. Ask about their experiences, what they liked and disliked. Recruiters know the market and understand what candidates look for. Schedule conversations with them. Candidates who applied at multiple organizations can also share useful insights.

4. Analyze your data

Structure all collected information. What are competitors strong at? Which needs do they fulfill? What are their weaknesses? Look for recurring themes in their communications and labor market activities. Search for patterns in employee reviews. You can use the analysis framework below.

5. Draw conclusions

Now that you understand the playing field, you can make choices for your own employer brand. Where are opportunities to differentiate? What must you minimally offer to compete? Which good examples can you adopt or improve? Translate your conclusions into concrete actions. Determine where you want to excel and where 'good enough' suffices.

Analysis framework for competitive analysis

A simple scoring model helps you systematically compare competitors. Rate each organization on the following components, from 1 (weak) to 5 (excellent).

Employer brand and reputation

• Brand awareness as employer
• Online findability and visibility
• Reputation with target group
• Distinctiveness

Employment terms

• Salary level
• Secondary benefits
• Flexibility in working hours and location
• Development opportunities

Communication

• Career website quality
• Social media activity
• Job description attractiveness
• Visual language

Candidate experience

• Application process
• Response speed
• Personal attention
• Feedback

Employee experience

• Reviews on review sites
• Working atmosphere and culture
• Leadership
• Engagement and turnover

Collect the scores in a clear table. Add up the scores per component and determine the total. This quickly shows where organizations excel or lag behind.

Tips:

• Look beyond just the major players in your sector - smaller, innovative organizations can provide surprising insights.
• Focus on what candidates truly value, not what you think is important.
• Use your analysis to learn, not to copy.
• Schedule a brief update of your analysis every six months to stay informed of new developments.

Step 6: From analysis to employer value proposition (EVP)

You've gathered all the pieces of the puzzle. You know what you have to offer, what the market demands, and how the competition moves. Now is the time to bring these insights together into an effective EVP. Not just a collection of loose promises, but a coherent story that fits who you are and appeals to your target group.

What does a strong EVP deliver?

An EVP that matches reality ensures:

• More applications from the right people.
• Employees who stay longer.
• Higher organizational engagement.
• Consistent employer branding communication.
• Lower recruitment costs.

How to build your EVP

1. Connect the insights

Compare your research results:

• Which themes keep recurring?
• Where do identity and market needs overlap?
• On which points are you different from others?

2. Find your differentiators

Look for the intersection between:

• What you can offer.
• What the market demands.
• What makes you unique.

Ask yourself:

• Which strengths align with what your target group seeks?
• Where do you excel compared to competitors?
• Which needs do you fulfill better?

3. Write your EVP statement

Summarize the essence:

• Use language that appeals and motivates.
• Stay realistic yet ambitious.
• Ensure it's distinctive.
• Keep it brief (2-3 sentences).

4. Test your concept

Present your draft EVP to:

• Employees from all organizational levels.
• Recent job applicants.
• Potential candidates.

Use their input to refine your EVP.

5. Make it tangible

Collect for each EVP theme:

• Practical examples.
• Numbers that support your promise.
• Visual materials that strengthen your message.

"At [name] we offer [benefits] to [target group] who [ambition]. We stand for [values] in an environment where [characteristics]."

Key elements of a strong EVP

• Stay authentic: Your EVP must reflect who you are
• Look forward: Ensure your EVP grows with your organization
• Be adaptable: Adjust as the market changes
• Maintain consistency: Make your EVP visible everywhere
• Measure results: Define KPIs to track success

With these steps, you build an EVP that helps you attract, retain and motivate the right people.

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Netflix's employer brand: the best work of your life

"At Netflix, we want to entertain the world and surprise our audience time and time again. That's why we've developed a unique company culture centered around excellence. We're building an environment where talent can grow – where we continuously elevate ourselves, each other, and our audience to the next level."

With this promise to (future) employees, Netflix immediately makes clear what you can expect. You're not just working on the finest productions, but primarily on your own development. These are the pillars of Netflix's employer brand:

1. The Dream Team

You work together with the industry's best professionals. Not a company full of families or friends, but a professional team where everyone contributes to the result.

2. People Over Process

You get the freedom to make your own decisions. Netflix believes you achieve better results when employees:

• Have the right information.
• Are in control.
• Take responsibility.
• Show initiative.

3. Positively Challenging

To make a global impact, you need to show courage. This means trying new things, even when it sometimes feels uncomfortable.

4. Ever Better

Netflix compares itself today with where they can be tomorrow. This requires self-awareness and perseverance.

What Netflix promises:

At Netflix, you'll do the best work of your life, in an environment where you:

• Work with exceptionally talented colleagues.
• Get the freedom to make your own decisions.
• Constantly challenge yourself to improve.
• Are part of a team that wants to entertain the world.

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Involve your stakeholders in your EVP

You never develop a truthful and appealing EVP alone. By actively collaborating with different parts of your organization, you ensure broad support and better results. Here's how to approach it:

Employees

Start by involving your employees. They know better than anyone why they work for your organization. Conduct thorough employee research and organize thematic focus groups. Have your people think along about the concept EVP and ask for their experience stories. Don't forget to map out reasons for leaving - these insights are also valuable for your EVP.

Management

Without top-level support, an EVP remains a paper tiger. Therefore, ensure your EVP aligns with your organization's strategic goals and ambitions. Discuss future plans with management and test your concept EVP with them. Ask for their insights about teams and performance. Also make clear agreements about the conditions for implementation.

HR

Your HR colleagues are indispensable in developing and implementing your EVP. They help you align with existing HR policies and collect relevant data and figures. They also advise on employment conditions and development programs. Work together on integrating the EVP into existing HR processes.

Marketing and Communication

For a consistent brand image, align your EVP with your external communication. Ask your marketing and communication team to check your EVP against brand guidelines. Develop a communication strategy together and create content that reinforces your message. Set up the right channels and measure the results of your efforts.

Recruiters

Your recruiters know what new employees look for in an employer. Have them share candidate feedback and provide market insights. Test your EVP for recruitment power and translate it together into compelling job descriptions. Ask their advice on employer branding activities that align with your EVP.

Tips:

• Start with a core team of 4 to 6 people from different disciplines.
• Schedule regular meetings to discuss progress
• Ensure clear role division.
• Share interim results with all stakeholders.
• Continue gathering input after launch.
• Measure results and adjust where necessary.
• Celebrate successes together with all stakeholders.

Diversity, Equity and Inclusion: from paper to practice

Diversity, equity and inclusion (DEI) are more than just nice words in your employer communications. They deserve a place in the implementation of your EVP. It's about making your organization a place where everyone feels welcome and can be themselves. Where different perspectives are not only valued but actively sought after. Because it's precisely this variety of viewpoints that leads to better ideas and solutions.

Put DEI in your employer communications

Be concrete

Don't just tell that your organization values diversity and inclusion. Show what you do. Share stories of employees with different backgrounds. Describe how you handle religious holidays or how workplaces are adapted for people with disabilities.

Make it measurable

Set clear goals for diversity within teams and management. For example: in two years, 40 percent of our management will be women. Or: we want our workforce to reflect the composition of our region. Report on progress.

Putting it into practice

Adapt your recruitment

• Write job descriptions in gender-neutral language.
• Include employees with different backgrounds in your selection committees.
• Look critically at your application process: are there unintended barriers?

Strengthen awareness

Offer training about cultural differences and unconscious bias. Not as a one-time action, but as a structural part of everyone's development. Do this practically, with concrete examples from daily work practice.

Create connection

Help employees set up networks. Think of groups for LGBTIQ+ colleagues or for women in technical roles. Give these networks a voice in your organization. They know better than anyone what's needed to strengthen inclusion.

Celebrate differences

Organize activities that make diversity visible and discussable. From a joint iftar during Ramadan to attention for Pride. Ensure it doesn't remain one-off actions, but that diversity is woven into your company culture.

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Equator Coffees: authentic commitment to diversity

Equator Coffees, a San Francisco-based coffee chain with approximately 140 employees, demonstrates how a smaller company can make diversity, equity, and inclusion (DEI) central to their employer brand. The company actively focuses on recruiting women of color to address underrepresentation in leadership positions, while supporting employee growth through a comprehensive mentorship program that provides clear career paths and guidance from experienced colleagues.

Within their first 30 days, all new employees complete mandatory unconscious bias training, ensuring everyone begins with heightened awareness of inclusivity. The management team has deepened their understanding of institutional bias through collective learning initiatives, leading to refined recruitment and training processes. Their commitment extends beyond internal practices - Equator Coffees actively supports LGBTQ+ organizations and encourages employee involvement in community causes.

The company maintains transparency about their DEI efforts and goals, holding themselves accountable for progress. By integrating DEI into every aspect of their operations, from recruitment to daily practices, Equator Coffees has built an authentic and attractive employer brand. Their approach proves that smaller companies with limited resources can make significant strides in advancing diversity and inclusion in the workplace.

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