Just think. If you try hard, you can hire the best people, sort of like the federal government, or America’s investment banks, or BP.
Or maybe not.
Getting the best people really is something to strive for, and in their book “Brand for Talent,” Mark Schumann and Libby Sartain emphasize the idea of branding for talent, developing a strategy to enable the organization’s brand to jump a series of hurdles to motivate a consumer, and that what today’s worker increasingly is, to take action. Those hurdles are:
*Hurdle 1: Be recognized. Until the workers you want to reach recognize your talent brand, they will not absorb any specific messages you send. You will only know what it will take for your talent brand to be recognized if you carefully compare it to the talent brands of the organizations competing with your for workers.
* Hurdle 2: Be believed. Being recognized as a place to work isn’t much if your organization isn’t believed as a credible destination; workers must believe the messaging authentically reflects the organization.
* Hurdle 3: Be personalized. The talent brand must be relevant to the specific workers you want to reach.
* Hurdle 4: Be remembered. If the talent brand effectively motivates the worker to choose your organization, the talent brand must be remembered as a key part of that decision.
