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1、THEEMPLOYERBRANDCREDIBILITYGAP:BRIDGINGTHEDIVIDEINTRODUCTIONIn2014,WeberShandwickconductedaresearchstudywithKRCResearchthatbrokenewground.Thesurvey,EmployeesRising:SeizingtheOpportunityinEmployeeActivism1,demonstratedthatthedigitalagehadsparkedanewsocialmovement:employe
2、eactivism,oradvocacy.Employeeactivistswerefoundtobemorethanjustengagedemployees.Theymadetheirengagementvisible,defendedtheiremployersfromcriticismandactedasadvocates,bothonlineandoff.TheInternethadunleashedanarmyofalliesaswellasdetractorsthatneededtobereckonedwithandman
3、aged.Followingonthoselearnings,WeberShandwickwantedtobetterunderstandhowcompaniesandorganizationscouldbuildemployerreputationsthatdeepenemployeeengagementandmaximizetalentrecruitmentefforts.Thenewresearch,TheEmployerBrandCredibilityGap:BridgingtheDivide,againconductedwi
4、thKRCResearch,isbasedon1,902full-timeemployeesacross19marketsworldwide.Employerbrandinghasbecomeanimperativeinanerawheretalentishardtorecruit,changeisrampant,engagementisweak,andMillennialshavetheirsights“onthenextjob.Acredibleemployerbrandrevolvesaroundacompellingnarra
5、tivethatisauthentic,recognizableandbringstolifetheactualexperienceemployeeshaveworkingatanorganization,whetheritistheculture,leadership,training,opportunitiesorcommunications.KateBullinger,ExecutiveVicePresidentandGlobalLead,EmployeeEngagement&ChangeManagement,WeberShan
6、dwickThestudyexplorestheintersectionbetweenemployerreputationandtheemployeeexperience.Itconfirmswhyemployersshouldcreatebest-in-classemployerbrandsandinformshowtobuildandactivatethem.Wefindthatfewemployeesgloballyperceiveastrongmatchbetweenhowtheiremployersrepresentsthe
7、mselvesandwhattheyexperience,highlightingacredibilitygapthatexposesemployerstoreputationrisk.Closingthegapprovidesanopportunityforemployerstomoresuccessfullydriverecruitment,engagement,andretention.Anauthenticemployerbrandisparticularlycriticalinanageofextremetransparen
8、cywherejobcandidatesmakereputationalassessmentswitheasebasedonwhatanorganization’semployeessayonlineorthroughw