One of the many intriguing constraints in the realm of brand management—including teams dedicated to employer branding—is the inescapable boundary of reality. An employer—even when operating as a sole proprietorship—is not inherently as “human” as much of the employer branding copy would have you believe. Despite best efforts to personify companies, the fundamental nature of a business differs significantly from that of an individual human being.
Consider, for example, the recurring use of the word “family” in corporate contexts. Numerous startups proudly proclaim that they are a family. Many well-established businesses echo this sentiment as well, all in an attempt to showcase their human side. However, even a casual examination of this metaphor—”my company is a family”—reveals its inaccuracies.
Families are many things but invariably institutions of last resort, places where prodigal sons and daughters return after their misadventures, often unconditionally. An employer, however generous, may offer many things, but extending a family-like “come back when you will” policy might not be sustainable for their survival in a competitive market. Businesses operate within constraints of performance, profitability, and accountability that differ vastly from familial relationships.
Delving deeper into this metaphor uncovers potential pitfalls. Closer integration of the family analogy can expose practices that are “not fair” to employees, enacted under the guise of familial bonds. For instance, there might be expectations of unwavering loyalty without corresponding reciprocation, or blurred boundaries between professional and personal time. Employees may feel pressured to work extra hours or take on additional responsibilities without appropriate compensation, all because “we’re a family.”
Therefore, the human side that an employer can genuinely showcase does not stem from pretending to be a family but from respecting the humanity of its employees. This respect manifests in policies and practices that acknowledge employees as individuals with their own needs, aspirations, and lives outside of work.
Implementing fair and comprehensive training programs is one way to demonstrate this respect. By investing in employee development, companies show a commitment to personal and professional growth, empowering employees to advance their careers. Providing adequate leave policies recognizes the importance of work-life balance, allowing employees to attend to personal matters, recharge, and maintain their well-being. Establishing transparent performance measurement systems ensures that employees understand how their contributions are evaluated, fostering a sense of fairness and trust within the organization.
Moreover, honesty and forthrightness in communication with employees are paramount—whether or not these attributes are traditionally counted as “human.” Being transparent about company goals, challenges, and changes that may affect employees builds trust and fosters a collaborative environment. When employees feel informed and involved, they are more likely to be engaged and motivated.
This approach to employer branding is powerful because, well, word travels. In today’s interconnected world, employees share their experiences widely, both in personal networks and on platforms like LinkedIn and Glassdoor. A company that genuinely respects and values its employees will earn a reputation that attracts top talent, even in a competitive market. Conversely, a company that relies on superficial gestures or misleading metaphors may find it challenging to retain and recruit the best people.
In conclusion, the essence of showing your human side as an employer lies not in adopting familial metaphors but in enacting policies and cultivating a culture that respects and values the individual humanity of each employee. By being honest, fair, and supportive, employers can build strong, authentic brands that resonate with both current and prospective employees. In a competitive market, this authenticity can be a significant differentiator, enhancing not only employer branding but also overall organizational success.
Employers should remember that reality is a powerful constraint, but also an opportunity. Embracing the true nature of the employer-employee relationship, and striving to make it as positive and respectful as possible, can lead to a more engaged workforce and a stronger brand. It’s about recognizing employees as partners in success, not just members of a so-called “family.” This genuine approach can help businesses thrive in competitive markets by attracting and retaining the talent they need to excel.
Suhas Misra is the Co-Founder & Co-CEO of Channelplay.
