Why your company's online brand matters

July 30, 2018 Jose Manuel Lopez Fando

In my work, I oversee helping our clients to optimise and use Cornerstone's tools in a way that suits their needs, so they can make the best use of the product and create an impact on their business. As such, I am constantly in contact with human resources and recruitment professionals, and wanted to take the time to gain more insights on recruiting from Alicia Roy, who is part of the content team within Cornerstone’s marketing department, but who previously oversaw the recruiting of talent for Cornerstone in Europe.

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JML: How can we improve our reputation as an online brand and consequently attract the best talent?

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AR: This is a very important question. Social networks are constantly gaining important in the field of talent acquisition. At Cornerstone, we encourage our clients to use their imagination when faced with this task. We know that it is not easy to change the dynamics within a company, but we also know how important it is to promote the right image of your brand.

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One of the first pieces of advice we give to our clients is that they need to decide strategically on what social networks they want to be present on. For this, we need to do a study and understand the difference in the audiences on each. Each social network will have very different users — for instance, Snapchat will have a younger audience compared to LinkedIn which is targeted at professionals. Once a profile is created, it is vital that any comments and questions that may arise are monitored daily in order to keep engagement going. It is also important that companies respond to all comments, as remaining silent increases frustration and can harm a company’s corporate image.

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On sites like Glassdoor or groups on Facebook or LinkedIn, it’s important to be proactive and ensure that the reputation of the company is not damaged. Sometimes, what is said online is a real reflection of the company culture, therefore, listening to the conversation is a very valuable tool for the HR department.

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The marketing team can also help with this task. At Cornerstone we recommend that you collaborate on specific projects with other teams, this can be a very interesting opportunity to motivate someone from the recruitment team and assign a parallel project that interests them. Talent retention is vital, and offering opportunities for greater collaboration enriches people, drives learning, and allows companies to evolve their teams.

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JML: What is a trend that you are seeing in UK talent teams and what new positions are being created within the HR department?

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AR: In my experience, the HR department must diversify its profile and almost approach the role as if they were a marketer. Positions such as a Brand Ambassador Programme Manager or Happiness Officer are becoming key roles in the HR department and are replacing some of the more traditional roles.

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It is important to generate roles that put the candidate at the centre of the recruitment process. Writing job descriptions creatively and using innovative marketing tools are becoming increasingly important to ensure that you attract the right applicants. Everything your company publishes contributes to the company brand and, therefore, looking at it from a marketer’s perspective will help.

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JML: In your opinion, how can the reputation of the company help in the war for talent?

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AR: We at Cornerstone have a very solid recommendation programme. Thirty percent of our new employees in 2017 were recommendations from other colleagues or partners. It is essential that talented people stay in our ecosystem and for that, reputation counts not only online, but also offline. During my time as a recruiter for Cornerstone, Glassdoor has always been an essential tool to communicate with potential candidates — but we must be creative and use other formats too, such as blogs, articles or comments that our employees are posting online on LinkedIn or Instagram. Everything works if it reflects the company culture in a positive light.

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JML: To end this conversation, in the digital era, how should recruiters tackle their job?

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A recruiter should be an experienced designer. An agile digital solution should complete the administrative work and the recruiter should focus on strategy. Companies must put the candidate at the centre of their recruitment strategy and create a simple and positive experience that reflects the culture and values ​​of the company. Having the ability to think strategically and not tactically is paramount for any recruiter.

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