Even if Sally Bolig wasn't a friend, I'd still link to this article on why you need to keep up your employer brand investment even in light of the pandemic for the fact that her first main point simply asks: What are you trying to solve for with your employer brand? It's a point that tends to get skipped over, and she puts it right up front. The rest of the article is full of examples of what companies are doing well on social (many of which I hadn't seen before).

A New Human Normal. "Think of this as a “KonMari” moment for brands"

This is interesting because we may have entered "Covid fatigue," where we're all sick of getting those emails on how that company you bought a puzzle from three years ago is changing because of the pandemic. My take away? Less talk, more showing. Nike doesn't talk about design as much as it shows it, which is why people see it as authentically design-focused.

Covid hasn't just flipped the table on recruiting and employer branding these last few months. It is really making talent management functions re-think things from a clean sheet of paper (which is very much a good thing). As TM starts thinking about what the nature of what a job is, how skills can be installed and developed in near-real-time, how most staff is probably only using 50-80% of their abilities at work, there's an opportunity for you to step up and partner, connecting the "why" of work with the shifting "what" and "how."

Usually when we think about employee-generated content, we assume employees should talk about work. As much as I love work, theres more to live and what your company supports than just "work." Take some cues from these companies who are asking their customers to tell stories during lockdown, and how it can dramatically extend your reach and humanize the brand.

By now, you're as sick as I am of the glut of "how to manage a culture virtually" articles that have come out over the last two months. But this conversation with Jane Garza of NOBL was absolutely fascinating. Bursty work, bicameral work hours (6-10 and 2-6 instead of 9-5), and the reminder that we don't need to take all our calls on Zoom (set up more meetings on the phone so you can walk and talk).

Some nice pre- and post-lockdown (unsegmented) data points on how employees and candidates attitudes have changed. Biggest takeaway: remote is no longer a nice-to-have (so... maybe you need to have a chat with leadership and HR about making this whole WFH thing a real thing).

PathMotion took a look at all the bot-driven conversations on its platforms to see what candidates wanted to know more about. This isn't what candidates said they wanted, it's what they asked for, so if you don't know what to add to your career site and social channels, this is a solid starting point for a content map. I will caution and say that Universum's data (day job alert!) agrees with a lot of these conclusions, they aren't equally true across the board for all audiences. Just keep that in mind.

I've pointed out that employer brand is the new go-to crisis PR move, but how do you manage your employer brand in a crisis? This article really conflates employer branding with employee engagement a bit, but the notes are still useful.

"Learn more about how to shift and evolve your content marketing during and after a crisis, to speak to your community, get connected, and stay relevant."

We have to face it: all "employee experience" conversations HAVE to start with a conversation around "are we doing enough to make our people feel safe?" That's why I thought this article was better than most of the "we need to make people feel valued and appreciated" conversations you get here (Maslow was right with that hierarchy stuff).

Friend of the newsletter Alex Her pulled together some good examples of how companies are pivoting their employer brand communications now that it seems the “new normal” is here to stay.

What you reward is who your company is. But how do you reward people in a remote work situation? Stories Incorporated has some ideas on the subject.

Speaking of remote work, I admit I started reading this article on building a long-term remote work plan to see how we EBers could influence the process, but I was struck by their process. They start with an ideal end in mind and think backwards on how to achieve it. Have any of you considered what your ideal EB situation would be and worked backwards from there? I might be trying this soon.

Sure, working from home, and the increasing likelihood that is it here to stay, might be great (for some of you). As many candidates want remote work, and remote work allows you to hire the best matching candidate from pretty much anyway, its a chance to really level-up your talent. But there’s a downside: management isn’t always comfortable with remote workers and are distrusting of their productivity. When one company proclaims its love of remote work, many people will see that as a red flag, an excuse to install spyware and implement “always on” expectations for remote. So how will you talk about your remote work brand when there isn’t always a lot of trust in the room?

With the events of 2020 having redefined all aspects of work, how you position your employer brand has never been more critical than it is today.

Three ways leaders can adapt.

Sally Bolig (hi Sally!) took recent LinkedIn data and did a better job of pulling out the insights than LinkedIn did. Of note: Companies are posting more in 2020 than before, posts about Covid seem to be plateauing as a messaging focus, and more companies are using LI to post about hiring. (This is good stuff if you want to convince marketing to let you have a seat at the LI table). Also note how quickly we all went from “don’t talk about race and politics on your corporate site” to “well, we have to say something about BLM…” in a matter of a few weeks.

Let’s face it: things aren’t going to get normal (or potentially much better) any time soon. Companies and brands that attempt to weather the storm rather than build a weatherproof shelter are not going to succeed, and that includes employer brands. So what are some things you should be doing now (and not doing any more) to embrace this reality?

There’s no shortage of lessons communicators can extract from the ongoing COVID-19 crisis, but one really stands out. Simple communication wins the days. The underlying principles that guide effective communications in times of great urgency apply in more ordinary times as well.

In the similar vein, you can be helping your people not just “survive” things, but finding ways to get better because of the crisis.

Everything changed six months ago. And so we adjusted. But has it felt like we’ve built for a new future, or just build enough to “get through this?” I would bet most of you would see it as the latter. Which is too bad. Because it may never come back. It may never come back in the same way. So rather than wait until we can “go back to the way it was,” this is your time to reinvent from the ground up. It is time to take the chaos all around us (and it isn’t any less chaotic, we’ve just built a callus to things lately) and build the “next normal,” not the new one.

The new rules of talent management? Well, you have to figure out how to build culture while in isolation, how to convince HR/TA to look for talent outside the standard distances, how to use tech (duh), and how to take advantage of video as the ‘great equalizer.’

Hosting a virtual holiday party? Learn how to plan a remote team bonding event in this post.

Given that this whole pandemic thing isn’t going away, have you started planning on your event replacement strategy? Professional events, now unencumbered by hotel bills, can be anything now, so what do you want them to be?

Here’s the data on why 2020 isn’t 2008 (from a hiring perspective). Turns out that when people ask “if the economy is tanking, how come it isn’t easier to hire?” (Or it’s corollary, “If everyone’s out of work, why do I have to invest in EB/CX/being nice to candidates?”) the answer is that the economy isn’t tanking equally for everyone, so there is still real demand in many many roles, thus buoying the talent market.

Here’s a list of current data that likely will influence how you shape your employer brand. My big takeaway is that we’re seeing the further crumbling of the definition of a ‘job.’

Second, culture isn’t static. In fact, it often isn’t evident until something unexpected happens. According to analysis of 1.4MM Glassdoor scores, culture weighed heavily on whether ratings went up or down during the first months of COVID. Companies that dictated culture fared worse than companies who were transparent and allowed their culture to inform communication styles and subject. If a company understands that a culture is a function of what staff say it is, they respond better than when its rigid.

Our analysis of employee reviews reveals the importance of transparency and communication to corporate culture.