According to Anphabe Company, the common mistake of the human resources department is applying the "One-size-fits-all" strategy. Although "integral welfare" and "attractive salary" are two immutable priorities for all generations of personnel, the next priorities are deeply differentiated: Generation Z begins to strongly care about a fair, respectful environment and concern for physical and mental health; employees care about "friendly colleagues"; senior managers value "strategic visionary leaders" and "opportunities to develop leadership capacity".
Today, candidates not only listen to businesses' communication about the company, but they also observe and verify themselves. Anphabe Company's survey shows that, to learn about the working environment, candidates use many diverse channels: 42.4% inquire about relatives and friends who have worked or cooperated with the company; 41.7% inquire about the official website; 40.4% view the company's social networking sites; 36.9% directly inquire about old and current employees.
Therefore, recruitment efforts will be ineffective if the human resources department still uses the old channel thinking. To know and update information, Facebook (85%) is still the "king"; to access job opportunities, Zalo (43%) is rising strongly; searching for official information, candidates check through professional community websites; accessing the working environment experience, through TikTok (29%) and YouTube (24%) - 2 "channels" that are especially favored by Gen Z.
Therefore, human resources experts need to change their thinking: Candidates do not join the company because of what you say, they join because of what they feel.
From this reality, Anphabe Company proposes a methodical employer brand building journey model of 4 steps:
Step 1, measure and evaluate: Understand the current employer brand image and potential risks.
Step 2, identify the employer brand positioning: Find the optimal conditions for development and commitment. An excellent employee value positioning must ensure 5 factors: Correct (suitable for strengths), attractive (to current/future employees), trustworthy (recognized by employees), different (from competitors), and feasible (suitable for long-term vision).
Step 3, communication strategy: Distribute the right messages, the right channel, the right audience. Instead of general messages that create suspicion, use specific messages to build trust.
Step 4, practical implementation: Turn employee value positioning into real-world experience. If you promise "Balance work - life", then the leader must be someone who comes home on time and sets an example. The result will be a high retention rate, employees voluntarily share experiences and give good assessments of the business.
