Employer branding

How is our employer brand actually perceived by talent in the face of competition?

Are our current employees truly aligned with the culture and values ​​we wish to promote?

How can we adjust our EVP to more effectively attract the profiles we need to grow?


Employer Branding, culture and values

  • A structured Employer Branding approach is essential to clearly define the image you want to project in the market and build a clear and distinctive Employee Value Proposition (EVP). Together, we can improve talent attraction and engagement by developing a communication and acquisition strategy that aligns with the expectations of your potential candidates.
  • To achieve this, we objectively assess your reputation, evaluate your overall attractiveness (awareness, familiarity, interest), your perceived image in the job market, and identify the real drivers and barriers to employability. By directly surveying your target audience through quantitative and qualitative studies, we concretely identify their decisive selection criteria.
  • This cross-analysis between what talent is looking for and what your company wants to offer allows you to adjust your messaging and positioning to more effectively attract the talent your company needs to grow.

Internal analysis

  • The external success of an employer brand rests first and foremost on a solid and consistent internal reality.
  • Through employee climate surveys and targeted questionnaires, we measure the extent to which your current employees embrace the company culture and values.
  • This provides you with a clear picture of your teams’ engagement and the motivational levers to activate to foster their long-term loyalty.

Differences in perception

  • When implementing a new culture or set of values, it’s very common to observe discrepancies on the ground.
  • We highlight these differences in perception between management’s vision and the teams’ daily experiences. For example, organizing internal focus groups identifies the real obstacles to adopting these new ideas.
  • You then have concrete action plans to realign your internal communication and facilitate the transition.