Summarizing the issues of recruitment, retention, and engagement of your human capital with the term "employer brand" simplifies it to mere communication on one hand, and a purely top-down approach on the other. But it’s much more than that: it’s a matter of corporate strategy.

Challenges like recruitment difficulties, retaining employees, reversed employer/employee dynamics, and internal disengagement are many of the hurdles facing the workforce today. Having a quality, available, and committed human resource is crucial for delivering products and services to clients, and hence for generating value and financial results. It’s not just an "HR policy" issue anymore; it’s corporate strategy and leadership. Therefore, it deserves more in-depth consideration.

This is why we prefer the term "employee value proposition" over "employer brand." Firstly, because a "value proposition" is a strategic action. It focuses on the core, the offer, and the value rather than on appearances. Secondly, because it centers on the employee. Given the observed imbalance in employer/employee relationships, it’s crucial to change perspectives. Finally, because the "value proposition" places the subject at the heart of the company’s "business model," prompting a systemic view of all its components (revenue sources, cost sources, key elements, expected flows, etc.).

Organizing all elements of your company or organization’s HR marketing mix is what will enable the construction of an "Employee Value Proposition" that is distinctive and stands out, meeting the expectations of candidates/employees. This effort will also help align the internal team and guide decisions on where to invest in HR marketing to ensure actions are impactful and valuable to stakeholders.