Chapter 3

Implementing your strategy

8,307 words · ~38 min read

You've laid a solid foundation with your Employee Value Proposition (EVP), target group analysis, and competitive insights. Now we'll get to work on the concrete execution. This chapter helps you roll out your employer brand, both towards your current employees and externally.

From EVP to content pillars via the Message House Model

Your EVP forms the heart of your employer brand. To deliver on that promise, you need engaging stories, images, and facts. Content pillars ensure a clear line in all your communications.

The Message House Model

This model helps you move from your EVP to workable content pillars. This communication model takes the shape of a house:

Roof: Your umbrella story (your EVP)
Pillars: Your content pillars (3 to 5 themes)
Foundation: Your substantiation (examples, figures, stories)

In five steps from EVP to content pillars

1. Refining your EVP

Start by clearly formulating your EVP. This is your central message to (potential) employees about what makes your organization special as an employer. You completed this step in the previous chapter.

2. Analyzing your EVP

Examine your EVP closely. What elements are incorporated? For example:

Practical benefits (compensation, development)
Emotional aspects (purpose)
What makes you different from others?

3. Collecting main themes

Create a longlist of themes that support your EVP. Think about what employees value in their work and what your organization has to offer. Look at opportunities for personal growth and development, for instance. Or at how teams interact and the workplace atmosphere. Not to forget: how does your organization handle work-life balance? Changes in your field and your contribution to society are also interesting themes to explore. List all these topics - you'll select your final pillars from these in the next step.

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Case: NXP Semiconductors - High-tech with a higher purpose

NXP Semiconductors, with 34,500 employees worldwide, chooses a surprising approach in their employer branding. They focus not only on their high-tech character but emphasize the societal impact of their work.

NXP positions itself as 'high-tech with a purpose.' They don't talk about chips, but about products that make traffic safer and improve healthcare. This focus on a higher purpose forms the core of their employer branding strategy. This approach aligns with the growing need for meaningful work in the job market. By linking technology to societal impact, NXP creates an attractive story for potential employees.

NXP promotes their employer brand through online platforms, social engagement, technical support for student projects, diversity initiatives, and educational programs. This approach appeals to young engineers who not only want to learn from the best but also want to do meaningful work. The message is clear: at NXP, you work on cutting-edge technology with clear societal impact.

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4. Select your pillars

From your longlist, select the themes that best tell your EVP story. Reducing many themes to three to five strong pillars requires a structured approach. Start by rating each theme on a scale of 1-5:

How important does your target group find this theme?
To what extent does this distinguish you from other employers?
Can you support this theme with concrete examples?
Does it align with where your organization is heading?

The themes that score highest on these points rise to the top. But also look at coherence: do the themes form a logical whole? Do they complement each other? Are all essential aspects of your EVP represented?

Involve different people in this selection. Ask your HR department or people who conduct job interviews which themes convince candidates. Check with Marketing & Communications if the themes lend themselves to engaging stories. And verify with your management if the chosen pillars fit the organizational strategy. Test each selected theme one final time on:

Value for your target audience.
How you differ from others.
Whether you can prove it.
Whether it fits your organizational strategy.

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Unilever's EVP: Sustainable work for a better world

Unilever has 128,000 employees and many brands around the world. For the company, work more meaning when you contribute to a higher purpose. That's what Unilever stands for with their employer promise "A better business, a better world, and a better you". This promise rests on four solid content pillars:

Meaningful work with impact

At Unilever, you're not just working on your own goals, but contributing to a sustainable future. Your role directly influences the lives of millions of people worldwide. As an employee, you help make sustainable living accessible to everyone.

Development with perspective

You get ample space to increase your expertise. Unilever invests in leadership programs and offers international career opportunities. Due to the company's size and diversity, you can take on different roles and explore new markets.

Making a difference

You work with colleagues who, like you, want to contribute to a better world. Sustainability is woven into all business processes - from product development to packaging. Your ideas and initiatives for sustainability get a platform here.

Performance that matters

The company culture encourages you to bring out the best in yourself. You work results-oriented in an environment where innovation and entrepreneurship are valued. At the same time, there's attention to personal growth and well-being.

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5. Gathering evidence

Now that you know which pillars you want to use, the most important work begins: collecting evidence. Because without evidence, your pillars remain empty promises. Start with your own employees. Talk to them about their experiences that align with your pillars. Ask about specific situations and examples.

Then look for figures that support your story. Think about the number of employees who advance, satisfaction scores from your employee survey, or the percentage of people who use training opportunities. Numbers make your story credible, but only if they're relevant and in the right context.

Collect visual material that strengthens your story. Take photos of people in their work environment, document events, and film short interviews. Authentic visual material works better than posed stock photos. Ensure your images show what you claim in text.

Ask employees to share their experiences. A short quote from a developer about the latest innovation project, a story from a project leader about collaboration, or a blog from an intern about learning opportunities. These personal stories make your pillars tangible.

Also document rituals, practices, and successes that support your pillars. From the weekly knowledge lunch to the annual sports tournament, from a joint volunteer project to a special innovation. These examples show how your pillars come to life in daily practice.

Tips:

Create a fixed format for documenting evidence.
Collect more than you think you need - not every story is equally strong.
Ensure a mix of rational and emotional evidence.
Ask with each piece of evidence: does this really support our pillar?
Distinguish between evidence for different target groups.
Refresh your evidence regularly - stories age quickly.

Aligning your pillars with your target audiences

The effectiveness of your pillars depends on the group you want to reach. An experienced IT professional has different interests than a finance starter. And an internal target group requires a different approach than external candidates.

In the previous chapter, you created personas for your target groups. Which elements of your content pillars interest them? A developer might want to know more about your tech stack and innovation projects. A marketer wants to know how your brand is developing, what room there is for creativity, and how marketing teams collaborate.

Your current employees are mainly interested in growth opportunities, new projects, and organizational changes. External candidates first want to understand what your organization does, what the culture is like, and what you have to offer. For them, experience stories from employees in similar roles are interesting.

Starters look for different information than experienced professionals. A starter wishes to know what guidance looks like, what training opportunities are available, and how quickly they can advance. A senior professional is more interested in strategic projects, your market position, and opportunities to lead a team.

Tips:

Develop at least three storylines per target group for each pillar.
Alternate between practical information and inspiring stories.
Translate general themes into function-specific examples.
Have people from your target group review during content development.

From pillar to story

Your pillars are set, your evidence is collected. Now it's time to transform these into stories that touch people. Because stories are remembered better than facts. They make abstract themes concrete and invite people to identify with them.

Start with your employees' experiences. Talk to them about moments when a pillar came to life. A project leader tells how her team met a seemingly impossible deadline. A developer shares his experience mentoring interns. An HR advisor describes how she grew from her role into team leader.

Build your story carefully. Start with the situation: what was the challenge or ambition? Then describe what actions were taken. What choices were made? What went well and what was difficult? End with the result and what this means for those involved.

Make your story personal by adding details that create atmosphere. The doubts someone had to overcome. The support colleagues gave. The feeling when a goal was achieved. These elements make a story relatable and credible.

Also think about different angles. You can tell an innovation project from the project leader's perspective, but also from a user's or developer's viewpoint. A culture change impacts different departments. By highlighting multiple perspectives, you reach different target groups.

Formulate the core message for each story. What do you want people to remember? Which aspect of your pillar comes through strongest here? This message helps you with writing and ensures your story contributes to your employer brand.

Integrating your EVP into internal communications

The foundation for a strong employer brand starts within your own walls. Here’s how to approach your internal communication.

Start an internal campaign

Come up with an appealing concept that clearly reflects your EVP. Use various channels: from employee meetings to messages on the intranet.

Provide employees with tools

Help your employees with practical resources such as example texts and visual elements. Conduct short workshops to explain how they can represent your organization.

Encourage storytelling

Invite employees to share their experiences through blogs or videos. Create a space where these stories can come together, such as an internal platform.

Incorporate into internal communication

Ensure your employer brand is present in your daily communication. Discuss with managers how they can convey this message to their teams.

Bring it to life

Organize activities where employees can experience your EVP firsthand. Consider theme gatherings or workshops that align with your employer brand.

Tips:

Start small with storytelling—ask a few enthusiastic individuals to share their stories first.
Make sharing experiences easy, for example, through short videos filmed on phones.
Regularly check whether employees are familiar with and understand your EVP.
Ensure your internal communication aligns with your external labor market communication.
Actively involve your management team in promoting your employer brand.

Internal communication tools for your employer brand

With the right mix of communication tools, you can reach all your employees—from the account manager who is often on the road to the field employee without a computer. Below is an overview of possible tools and how to use them. Choose the combination that best fits your organization and target groups.

Digital tools

Intranet

Make your intranet the go-to place where employees can find everything about your organization as an employer. Post stories from colleagues, company news, and announcements about activities. Engage employees by allowing them to comment on posts and share their own ideas. Ensure a clear link to developmental opportunities within your organization.

Best practices:

Ensure a user-friendly and attractive interface.
Keep your content current and relevant.
Encourage employees to contribute their own content or feedback.
Integrate interactive elements such as polls, forums, and comment sections.

Internal newsletters

Use newsletters to reinforce the core messages of your EVP. Regularly send updates on what’s happening. Spotlight different employees or departments in each edition. Share projects you’re proud of. Pick a fixed publication date, such as the first Tuesday of the month.

Best practices:

Keep your newsletter visually appealing with images and infographics.
Maintain a consistent frequency (e.g., monthly).
Allow employees to provide feedback on the content.

Personal meetings

Meetings

Schedule regular opportunities for employees and managers to meet. Share your plans, celebrate successes, and allow space for questions. Ensure everyone can join by varying the times.

Best practices:

Schedule meetings at accessible times for all employees.
Follow up with summaries and action steps.

Learning from and with each other

Provide training that aligns with your promises as an employer and the development needs of your employees. Consider workshops on collaboration or technical training, as well as sessions on company culture, values, and mission. Ask participants what they’ve learned and how they plan to apply it.

Best practices:

Involve external experts or internal mentors.
Evaluate the effectiveness of training and adjust based on feedback.
Link training programs to career paths within the organization.

Team activities

Organize activities where employees can get to know each other better. From a sports tournament to volunteering together. Ask employees what they require.

Best practices:

Involve employees in the planning to make events relevant and attractive.
Use these occasions to give recognition and celebrate successes.
Communicate clearly in advance about the goals and expectations.

Allow space for feedback

Use surveys and suggestion boxes to hear what matters to your employees. Share what you do with the outcomes. Allow for anonymous responses.

Best practices:

Keep surveys short and focused to increase response rates.
Communicate back about the results and actions taken.
Encourage openness and honesty by allowing anonymous feedback.

On and off the workplace

Screens

Place TV screens in areas where employees often gather, such as near the coffee machine. Alternate business news with fun facts about colleagues. Keep the information concise and update it regularly.

Best practices:

Combine corporate information with interactive elements like quizzes or challenges.
Ensure a balance between informative and inspiring content.

Posters

Posters may be one of the oldest forms of internal communication, but they are still very useful. Hang posters with your key employer messages in strategic locations (yes, the coffee corner… ). Refresh them regularly to keep them noticeable. Align with your online communication.

Best practices:

Design visually appealing materials that are in line with your branding.
Link the messages to current themes or campaigns.
Combine with digital communication for an integrated approach.

Outside the workplace

Choose an app that keeps employees informed even outside the office. Carefully consider which features you really need. Ensure that the app is user-friendly and secure.

Best practices:

Ensure a user-friendly design and easy navigation.
Personalize content based on department or interest.
Safeguard the privacy and security of user information.

Audio and Video

Stories that stick

Create short videos or podcasts where employees talk about their work. Choose topics that resonate within your organization. Invite listeners to engage in discussions about what they’ve heard.

Best practices:

Keep the content short and engaging to maintain attention.
Use storytelling techniques to convey the message more convincingly.
Provide space for discussion and feedback based on the content.

Tips:

Choose tools that fit your organizational culture—not every organization needs a podcast or app.
Start with two or three channels and add more later.
Test new communication tools first with a small group.
Align the tone of voice with your EVP.
Regularly ask employees which communication tools they value most.

What challenges can you encounter?

Your internal communication doesn’t always run smoothly. Here are the most common hurdles and how to overcome them.

Information overload

Employees receive dozens of messages, emails, and updates every day. This makes it difficult to pick up important information. Therefore, make a clear distinction between 'need to know' and 'nice to know.' Help your employees by bundling information into clear summaries. Furthermore, give them the option to indicate which updates they want to receive.

Reaching everyone

In many organizations, people work in different places and at different times. One employee is behind a computer, while another works in a production hall. Some work at night, others during the day. Tailor your communication tools to these differences. For example, use a mix of digital messages, bulletin boards, and team meetings.

Dealing with resistance

New communication tools sometimes evoke resistance. "Why do we have to do this differently?" or "I don’t have time for this." Explain why you make certain choices. Ask employees to think along about the implementation. Test new tools first with a small group of enthusiasts. Be open to adjustments based on their experiences.

Maintaining engagement

After the initial novelty, attention often wanes. Keep your communication lively by varying the format and content. Regularly plan activities that employees can participate in. Reward people who actively engage, for example, by recognizing them in meetings.

Tips:

Ask new employees how they prefer to receive information.
Schedule a short evaluation of your communication tools every six months.
Start by addressing the biggest pain points in your current communication.
Remember: less is often more—focus on quality over quantity.

The role of culture in your internal employer brand

A strong employer brand starts with your organizational culture. How you interact with each other determines how you come across to others. It forms the basis for how (new) employees experience your organization.

Building a strong culture

You build a strong culture by creating the right environment. Start by sharing your mission and values. Not as nice words on the wall, but translated into daily actions.

Ensure that employees feel free to voice their opinions. Whether it’s an idea for improvement or feedback on a project. By genuinely listening, you show that their input matters.

Celebrate your teams' successes. A pat on the back or a “Thank You” works wonders for the work atmosphere. Opportunities for growth, such as training or new challenges in their work, also matter.

Be open to differences among people. Everyone brings their own experiences, backgrounds, and talents. This diversity strengthens your organization.

Employees as ambassadors

Your employees are your best advertisement. When they happily talk about their work, it’s far more convincing than any recruitment campaign. Here’s how you can help them:

Strengthen their engagement

Start by ensuring employees feel at home. They will naturally share their positive experiences with others.

Help them along

Provide tips on sharing work stories, such as short training sessions on social media. Also, provide attractive photos or texts they can use.

Appreciate their contribution

Thank employees who actively promote your organization. For example, by recognizing them during a team meeting.

Make it easy

Provide content that employees can easily share. Think of short videos or messages they can forward.

Be yourself

Let employees tell their work stories in their own words. Pre-cooked narratives sound inauthentic.

Tips:

Identify culture carriers in your organization—employees who embody your values.
Discuss culture in job interviews and your appraisal cycle.
Be cautious about pushing for ambassadorship—it should arise naturally.
Internally share the messages that employees post externally.
Make clear agreements about what can and cannot be shared on social media.

Integrating your EVP into external communication

A strong external employer brand ensures visibility and attractiveness to future employees. With a strong external employer brand, you achieve the following:

Increase awareness: Jobseekers know your organization and understand what you have to offer as an employer.
Attract talent: The right people find you and want to work for you.
Differentiation: You stand out among other employers in your industry.
Brand reinforcement: Your employer brand and corporate brand strengthen each other.

How to approach external communication

Start with a strong foundation

First, determine your goals. Do you want more recognition as an employer? Directly attract new people? Or differentiate yourself from other employers? Your goal determines your approach.

Know your target audience

Dive into understanding the people you want to reach. Where do they look for work? Which media do they use? What do they value in an employer?

Develop your content strategy

Create different types of content that support your EVP. From blogs to videos and podcasts. Choose topics that resonate with your target audience and align with your story as an employer.

Choose your channels wisely

Use channels where your target audience is active. Your own website forms the foundation. Supplement this with social media, events, and PR activities. Ensure all channels reinforce each other.

Strengthen your online presence

Your careers site is your business card as an employer. Make your EVP visible here. Share employee stories. Show what a workday looks like. Ensure vacancies are easy to find.

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Employer branding in the digital age

In a time when everyone is online, your employer brand must also be digitally strong. One golden rule applies: design everything for mobile use first. Because the majority of jobseekers orient themselves via their phone.

Online presence

Therefore, test all your digital communications first on a mobile phone. Your career website must work perfectly on a small screen. Write short paragraphs with clear headings. Videos should also be viewable in portrait mode (vertical). And forms – such as job applications – should be fillable with one thumb.

Social media and reviews

Social media is primarily used on mobile devices. Ensure your images look good on a phone screen too. Preview your posts using the preview function in social media. And for paid campaigns: also choose mobile ad formats.

Remote work

Make your digital work processes accessible via mobile. From a virtual office tour to onboarding new employees – ensure people can follow this on their phone too.

For your digital employer branding, it's important to test everything yourself on your phone before publishing. Regularly ask for feedback from mobile users and continuously optimize. Keep texts short and scannable, ensure buttons are large enough to click, and pay attention to loading time on mobile internet.

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Activate your employees

Encourage employees to share their work experiences as ambassadors. On social media, during events, or in the media. Their stories make your employer brand authentic.

Seek connection

Be present where your target audience goes. At career fairs, industry events, or online platforms. Also organize your own gatherings such as open days or webinars.

Measure and improve

Regularly evaluate what works and what doesn't. Look at metrics such as reach and responses. But also ask for feedback from candidates and new employees.

External communication tools for your employer brand

With the right mix of communication tools, you reach jobseekers where they explore their careers. From online to offline, from owned channels to external platforms. And in all phases of their employee journey. Below you'll find which tools you can use per category.

Your own online environment

Website and 'work at' environment

Your website is often the first point of contact with potential employees. Here you show who you are as an employer. A separate 'Work at' environment (careers website) helps to present all information about working at your organization in a clear way.

Best practices:

Make your EVP visible in text and images.
Share real employee stories.
Ensure a clear roadmap towards applying.
Optimize for mobile use.

Social media

Through social media, you reach both active and passive jobseekers. They are essential in your employer branding approach and offer opportunities to strengthen and spread your employer brand and make direct contact with your target audience. The advantages of social media:

Reach: With social media, you can reach a large and targeted audience.
Authenticity: Platforms offer possibilities for real, direct interactions.
Engagement: You can directly engage with potential candidates and brand ambassadors.
Insight: Social media provide valuable information about your target audience and how your content performs.
Cost-effectiveness: Compared to traditional media, social platforms are often more affordable.

Each social media platform has its characteristics and audience. These are the main features for your employer branding:

LinkedIn

LinkedIn is the most important professional platform for employer branding. The platform attracts both active and passive jobseekers. The ability to target ads and the professional context make LinkedIn ideal for sharing your employer story. Use the platform to share professional content and give a behind-the-scenes look. Encourage your employees to share content and respond to posts as ambassadors.

Best practices:

Regularly post updates about your company culture, successes, and development opportunities.
Make posts more attractive with videos and infographics.
Actively engage by responding to comments.
Use targeted ads to reach specific audiences.

Note: Although LinkedIn is the largest professional network, not all employee groups are equally well represented. Especially employees in operational roles, such as logistics, production, retail, or hospitality, are less likely to be found there. Also, having a LinkedIn profile is not the same as being active: many people use the platform mainly to make connections for future career opportunities, without regularly sharing content or responding.

Facebook

Facebook remains valuable for employer branding, especially for local and regional recruitment. The platform offers extensive possibilities to build communities and reach targeted audiences.

Best practices:

Share a mix of professional and informal content.
Use Facebook Groups for specific target audiences.
Use targeted ads for more reach.

YouTube

YouTube functions as both a video platform and search engine. The platform is ideal for longer, informative content about your organization. Think of company reports, employee interviews, or explanations of your work processes. YouTube content is also easy to share across other channels.

Best practices:

Create different types of videos such as vlogs and interviews.
Focus on the people behind your organization.
Add clear calls-to-action.
Optimize videos for search results.

Instagram

Instagram is particularly suited to showing the human side of your organization. Its visual nature helps convey your culture and work atmosphere. Especially younger target groups are active here. Use Instagram Stories for a glimpse into the daily practices and Reels for short, dynamic videos about your organization.

Best practices:

Maintain a consistent visual style that matches your employer brand.
Regularly share employee-generated content.
Use a unique hashtag for your employer brand.

X (formerly Twitter)

X is well-suited for short updates and direct interaction. The platform attracts a broad audience and offers opportunities to quickly respond to current events. Use X to position your organization in relevant discussions within your field. The platform is also suitable for highlighting vacancies and announcing events.

Best practices:

Keep your messages short, always add visuals.
Use relevant hashtags to be findable.
Respond quickly to mentions and direct messages.

TikTok

TikTok is growing rapidly and reaches mainly younger audiences. The platform requires a different approach: authentic, playful, and short. Ideal for showing the daily work atmosphere and displaying your organization's human side. Especially suitable if you're looking for young talent or want to convey a modern, innovative image.

Best practices:

Keep content short, energetic, and genuine.
Let young employees create their own content.
Use trending music and effects.

General social media tips

Choose platforms that match your target audience and what you can manage (better fewer done well than many done mediocre).
Ensure consistency in tone of voice.
Plan content ahead with a content calendar.
Measure and analyze what works.
Respond promptly to comments and questions.
Encourage employees to share content.
Provide guidelines about what to share and what not to share.

What challenges might you encounter?

When promoting your employer brand, you'll encounter various hurdles. Below are the most common challenges and how to address them.

Negative responses

Sooner or later, you'll receive critical responses to your external communications. This could be about employment conditions, work atmosphere, experiences of former employees, or an activity or behavior that puts your organization in a negative light. Stay professional and acknowledge the feedback. Respond quickly, but take time to investigate the situation. Try to continue the conversation offline to reach a solution. This shows you take criticism seriously. Always align with your webcare team or Communications department before responding.

Consistency in your message

When multiple people communicate on behalf of your organization, there's a risk of fragmentation. Therefore, provide clear guidelines about tone of voice, topics, and house style. Train everyone who communicates on behalf of your organization.

Resource management

External communication requires constant attention. Writing updates, responding to messages, creating new content - it takes time. Distribute tasks among different people and make clear who's responsible for what. Plan ahead with a content calendar and ensure backup during absences.

Demonstrating return on investment

The effect of external communication isn't always directly measurable. Therefore, combine different measurements: content reach, response to messages, follower growth. But also look at qualitative results such as content appreciation and applicant quality.

Balance between professional and informal

You want to appear professional while also showing authenticity. Therefore, alternate business updates with personal stories. Let different people speak. Dare to show the people behind your organization.

The role of culture in your external employer brand

Your organizational culture is the foundation of your external employer brand. It determines how you come across to potential employees and how well new employees will fit within your organization. A strong culture isn't something you can put on and take off like a coat – it must be consistently expressed.

Working from the inside out

Your external employer brand starts with your internal culture. What you tell externally must be recognized by people within your organization. Therefore, involve your employees in determining your cultural values. They can best tell what makes working at your organization special.

Making your culture visible

Culture is best shown through concrete examples. Share stories about how teams collaborate, how you celebrate successes, or how you handle setbacks. Let different people speak and use visuals that capture the atmosphere.

Translating culture to talent

Your culture helps attract people who fit. Therefore, in job postings, describe not only job requirements but also how you work. What behavior do you like to see? What characterizes your way of collaborating? This helps candidates assess whether they'll feel at home.

Working with influencers

The power of external ambassadors

Influencers can strengthen your employer brand through their reach and credibility. Unlike product marketing, employer branding often involves industry experts or thought leaders. Their followers are often exactly the people you're looking for.

Finding the right match

Choose influencers who naturally fit your organization. Look at their expertise, tone of voice, and the audience they reach. For example, a technical company might collaborate with an innovation expert. A healthcare institution chooses someone who frequently writes about healthcare technology.

Building long-term relationships

Avoid making your collaboration appear forced. Build a relationship where the influencer truly gets to know your organization. Invite them to events, let them see behind the scenes. This way, they can talk about you authentically.

Creating content together

Collaborate on content that adds value for followers. Consider:

A behind-the-scenes look at an innovative project.
An interview with a special team.
A blog about developments in your field.
A series of posts about your approach to current challenges.

Adapting your message to different target audiences

Your EVP forms the foundation of your employer brand. However, not every target group is receptive to the same arguments. A recently graduated developer looks for different things in an employer than an experienced marketer. By adapting your message, you increase the impact of your communication.

Know your target audiences

Start by mapping your key target audiences. Look at:

Function level (junior, mid-level, senior)
Field (technical, commercial, support)
Life stage (starter, experienced professional, returner)
Generation (Gen Z, Millennials, Gen X)
Cultural background
Current employment situation (student, employed, unemployed)

From EVP to target audience message

Translate your EVP into specific benefits for each target audience. What do your organizational values mean for this group? Which aspects of your culture appeal to them? What makes working at your organization interesting for them?

Adjusting tone and language

Each target audience has its own 'language'. Adapt your communication style accordingly:

Formal or informal
Concise or extensive
Business-like or informal
Use of professional jargon

Generational differences in employer branding

When developing your employer brand, consider four different generations active in the labor market. Each group has its own view on work, communication, and what they expect from an employer. By responding to this smartly, you appeal to talent of all ages.

There are now four generations active in the labor market:

Baby Boomers (born between 1946 and 1964)
Generation X (born between 1965 and 1980)
Millennials/Generation Y (born between 1981 and 1996)
Generation Z (born after 1997)

Baby Boomers: appreciation for experience

Baby Boomers value a stable work environment where their experience counts. For this group, it's important that your employer story pays attention to long-term perspectives and permanent contracts. Good pension provisions also appeal to them. Baby Boomers like to share their knowledge and expertise, so emphasize opportunities to act as mentors within your organization. In your communication with this group, prefer personal contact and email. Talk about your organization's reliability and history.

Generation X: work-life balance

Generation X primarily seeks a good work-life balance and likes to work independently. Respond to this by showing how your organization handles flexible working hours and workplaces. This group values room for personal responsibility and wants to know what growth directions are available. A modern work environment with corresponding systems is also essential to them. You best reach this group through a mix of online and offline channels. Show how you help employees find a good work-life balance.

Millennials: meaning and growth

Millennials seek meaningful work and want to keep developing. In your employer brand, emphasize what your organization stands for with this group. Talk about the learning opportunities and training you offer. An open company culture and modern ways of working are self-evident for this generation. Social media are important channels for this group. Share employee stories about their work and development here.

Generation Z: authenticity and impact

Generation Z chooses authentic stories and wants to contribute to a better world. Tell this group what your organization does for people and the environment. They seek rapid growth opportunities and expect a workplace where everyone is welcome. Digital work forms and innovation are self-evident to them. You best reach this generation through short visual stories on Instagram and TikTok. Be open about the challenges your organization faces.

An approach for all generations

Know your target group: Create descriptions of your ideal employees per generation. Align your message and channels accordingly. You don't need to create a different employer brand for each group, but do emphasize different aspects.
Create connection: Show how different generations work together at your organization. Tell about projects where young and experienced strengthen each other.
Offer choices: Give employees options that fit their life stage. Think about working hours, communication tools, and development opportunities.
Find shared values: Determine which values all generations consider important. Make these the foundation of your employer brand and show how they come to life.
Mix your media: Use different channels to tell your story. From company magazine to podcast, reaching everyone.
Make it personal: Respond to what each generation needs. From extended leave for Generation X to accelerated growth for Generation Z.
Stay true: Whichever generation you're addressing, always tell an honest story about your organization.

Examples per target audience

The 'IT professionals' group seeks challenging projects and modern technology. Talk about your innovation projects and development opportunities. Use technical platforms and share in-depth content like cases and knowledge articles.

For 'starters', development and work atmosphere are important. Show how you guide them, what training you offer, and how teams collaborate. Use social media where they are active and share short content.

The 'Experienced professionals' group looks at impact and autonomy. Talk about strategic projects and how they can apply their expertise. Use LinkedIn and industry-focused content like whitepapers and webinars.

What to watch out for?

When developing your employer brand for different generations, there are several points of attention:

Avoid assumptions about generations - everyone is different.
Find balance between different wishes and needs.
Keep your employer brand recognizable, despite different emphases.

Impact and effectiveness of your communication tools

Each phase in the employee journey requires different communication tools. Targeted use of these strengthens your employer brand and ensures a better candidate and employee experience. But how do you ensure you use the right tools at the right time?

Why phase-directed communication works

By aligning your communication tools to specific phases, you achieve more:

You provide information that's relevant at that moment.
You strengthen your employer brand through consistent communication.
You use your resources more efficiently.
You can measure more precisely what works.

How to make it effective

This approach helps you optimize the use of your communication tools:

Know your people: Understand what people need in each phase. An exploring candidate has different questions than an employee who's just starting.
Connect your channels: Ensure all your communication channels reinforce each other. What you communicate externally must match the internal experience.
Measure what works: Track which tools are effective and where adjustments are needed. Also, regularly ask for feedback from your target group.
Stay flexible: Adapt your tools when the situation requires it. What works today might not work tomorrow.
Use smart tools: Use technology to make your communication more personal and targeted. From CRM systems to social media tools.

Tips:

Start with the basics: ensure your core message is clear in every phase.
Test new communication tools on a small scale first.
Involve people from different phases in developing content.
Look at what competitors do, but don't blindly copy.
Invest in tools that add value in the long term.
Ensure a good balance between general and personal communication.
Regularly evaluate if your tools still fit your target group.

The employee journey and your communication tools

The journey people make with your organization – from first contact to departure – has different phases. Your EVP and communication tools play an important role in each phase. By aligning these well, you create a consistent experience that matches your employer brand. Which tools you choose depends on your EVP, creative concept, target groups, and budget.

Better to have good content in fewer places than mediocre content in more places.

Your EVP as the common thread

Your EVP forms the foundation of your communication throughout the employee journey. But a strong EVP alone isn't enough - the art is to consistently translate it into each phase. Here are five principles to help:

Stay consistent

Your EVP must be recognizable in every phase, whether someone visits your career site or has an exit interview. This common thread ensures a clear and reliable employer brand. Therefore, carefully align your messages and communication tools with your EVP.

Involve your employees

Nobody knows your organization better than your own employees. Use their experiences and feedback to improve your communication and processes. They know what new colleagues want to know and where existing communication can improve.

Make it personal

Not everyone has the same needs or preferences. Where possible, tailor your communication to different target groups and individuals. A starter has different questions than an experienced professional.

Measure what works

Define your key KPIs for each phase and monitor them. Think about response to vacancies, satisfaction with onboarding, or employee engagement. Use these insights to refine your approach.

Stay agile

The labor market changes continuously. What works today might be outdated tomorrow. Regularly evaluate whether your communication strategy still aligns with the market and your organization. Dare to adjust when necessary.

One tool, multiple roles

Many communication tools are used during different phases of the employee journey. What changes is not so much the tool itself, but the content and purpose.

Take your careers website for example. In the awareness phase, it has an engaging homepage that immediately shows what your organization stands for, often with inspiring employee interviews. As people show more interest, you offer in-depth articles about your culture and development opportunities. In the application phase, visitors find concrete vacancies and explanation about your selection process. And once they've applied, they get access to a special login environment with all information about the vacancy progress.

Phase 1: Awareness

In this phase, people barely know your organization as an employer. Your goal is to get on their radar and make your EVP visible.

How to apply your EVP? Translate your EVP into powerful core messages that immediately grab attention. Focus on what makes you distinctive as an employer, and communicate this consistently across all channels.