Episode 4 | Sarang Brahme

Building a brand for your company goes beyond aesthetics—it’s about reflecting the true essence and spirit of your business. Dive into the latest trends arising with how companies brand themselves and how transparent they are with their culture. In this podcast, you’ll explore what makes up a solid employer brand and its importance for keeping quality hires for the long run.

Sarang Brahme brings a sparkle to our podcast lighting it up with his energy. Boasting more than 18 years in employer branding and hiring, he nails it at making companies look great to job seekers. As ShareChat’s boss of Employer Branding—yep, that’s India’s big-time social network. He’s dedicated to crafting authentic company images to attract top-notch employees. Working alongside the biz squads, he hammers out top-notch stories using employer value propositions, social media plans, employee advocacy, and smart content marketing. Plus, Sarang’s not just any guy; he helped kick off Recruiting Adda. That’s a massive hangout for over 7000 hiring pros nationwide.

What is an employer brand, and why is it vital for an organization to have one?

An employer brand represents the perceptions individuals have of an organization based on their personal experiences. It encompasses the reputation that appears when people share their thoughts about the organization, whether those views are positive or negative. This perception, derived from real interactions and beliefs, represents the true essence of an employer brand. While sophisticated tools and technologies can be built to support it, the core remains the genuine feelings and opinions of individuals regarding the company.

How do you build an authentic brand to attract the right talent, especially when everyone wants to position their company as the best?

Authentic employer branding is about more than just portraying a positive impression. It’s about building a brand that reflects your company’s true culture and values, inside out. Simply telling positive stories won’t resonate if they don’t align with the experiences and values of your employees and candidates. Authenticity implies being transparent about what your company stands for, even if it means acknowledging that your culture might not suit everyone. This approach attracts people who genuinely fit your company’s ethos and are likely to stay for the right reasons, rather than merely being attracted by superficial promises.

Why do you think companies do culture fit in round three? When they can invest in the employer brand and get the right people in round one?

I think it is important to prioritize cultural fit alongside technical and functional fit when hiring. When you invest in someone and bring them into your organization, you’re investing in their success within your environment. Good organizations understand this and prioritize cultural fit objectively, based on expected behaviors and the organizational culture. Candidates assess potential employers not just based on perks and compensation, but also on the work environment, team dynamics, empowerment, and inclusivity. It’s crucial to show this ‘trailer’ upfront to avoid wasting time and ensure candidates are aligned with the organizational environment early in the hiring process.

Why do 10-15% of companies do employer branding? Why don’t more hiring teams recognize the value of this?

Employer branding differentiates itself from recruitment marketing by focusing on long-term strategic goals rather than immediate hiring needs. Similar to how brand marketing creates product awareness, employer branding strives to understand and engage with potential hires by nurturing a convincing employer brand. It involves identifying target audiences, specifying brand differentiators, and strategizing how to attract passive candidates. Recruitment marketing, on the other hand, employs these insights to convert prospects into candidates through diverse channels like social media and job postings. Viewing employer branding as a strategic investment helps in long-term recruitment success beyond short-term hiring goals.

How have you seen employer branding, recruitment marketing, and this pace kind of change in the last two to three years? And how has that kept pace with changing market dynamics?

In the last two or three years, we’ve seen a litmus test for employer branding. Companies were offering extravagant incentives like IPL tickets and motorcycles, but soon after, recruitment slowed and restructuring began. This raised questions about the authenticity of employer branding efforts. I’ve observed a shift in my organization towards a more balanced approach, realizing that employer branding isn’t just about attracting talent externally but also about fostering internal culture. It’s about building trust among employees, who are the true advocates of the brand. In today’s dynamic environment, employer branding has become holistic, focusing on internal engagement before external advertising.

Have you experimented with alternate mediums for getting your messages across both internally and externally?

Yes, we’ve been experimenting extensively both internally and externally. Internally, the approach is to equip our leaders with the right messages and tools to be vocal on platforms like LinkedIn and internal channels. We’ve implemented pulse surveys regularly to understand our team’s pulse and ensure their voices are heard before making strategic decisions. Externally, the approach is to engage through town halls, bring in external speakers, and participate in events to share our vision and mission in a changing landscape.

How can companies measure the success of their branding? What are some metrics to look at?

The primary focus here is on identifying and addressing the specific challenges within an organization’s employer branding strategy. Rather than a generic approach, the focus is on adapting strategies to the unique needs of the company. This involves enhancing awareness through targeted social media and content marketing efforts, participating in relevant industry events, and fostering employee advocacy. Metrics for success vary based on the initial challenge—whether it’s increasing awareness, improving conversion rates in hiring processes, or repairing organizational reputation. The key takeaway is aligning employer branding efforts with specific organizational goals to effectively measure success.