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Why You Should Recruit Introverts — and How - TalentCulture
Why You Should Recruit Introverts — and How - TalentCulture
We’ve been telling candidates to develop their personal brand to make it easier for recruiters to understand who they are and what they bring to the table. The problem is, personal brands seem to be the domain of the loudmouth (hi, how are you!). What about introverts? And if we flip the concept around, does your employer brand only cater to the boisterous, obvious extroverts? How can you make sure you’re not repelling introverts in order to stand out in the crowd?
·talentculture.com·
Why You Should Recruit Introverts — and How - TalentCulture
Why Brand Image Overrules Brand Quality | Branding Strategy Insider
Why Brand Image Overrules Brand Quality | Branding Strategy Insider
There’s a lot of assumptions around the intersection of brand value and brand quality. That is, if a company does a great job supporting its people, the quality of the brand establishes the value of the brand. But it isn’t always so cut-and-dried. Take SpaceX, a company known for its horrible work-life balance and overly-aggressive management, two thinks engineers say they hate. And yet, SpaceX is the top company engineers want to work for. How can you leverage the disconnect between quality and value?
·brandingstrategyinsider.com·
Why Brand Image Overrules Brand Quality | Branding Strategy Insider
The Cognitive Dissonance Hiding Behind Strong Brands | by Jasmine Bina | Startup Grind | Medium
The Cognitive Dissonance Hiding Behind Strong Brands | by Jasmine Bina | Startup Grind | Medium
Look, this is something I am grappling with because I really want employer branders to think… deeper. It’s not just putting out little videos and polishing up career sites, but helping leadership think better about their brand. One of the ideas I haven’t gotten my arms around but think is special is the concept of cognitive dissonance. We want what we want, but what we want might not align with our stated values. A company who can help its customers overcome that cognitive dissonance is one who can win a long time customer. Like i said, I’m not sure how we can use this idea, but I’ve been thinking about it a lot.
·medium.com·
The Cognitive Dissonance Hiding Behind Strong Brands | by Jasmine Bina | Startup Grind | Medium
How The Element Of Surprise Impacts Brand Loyalty | Branding Strategy Insider
How The Element Of Surprise Impacts Brand Loyalty | Branding Strategy Insider
Since organized brands were first introduced over 100 years ago alongside industrialism, they have changed their nature and role in society. Brands have When our favorite brands exceed the expectation we have of them, by giving us a surprise, we get more excited and our interest in and loyalty to the brand increases.
·brandingstrategyinsider.com·
How The Element Of Surprise Impacts Brand Loyalty | Branding Strategy Insider
When words aren’t enough – delivering today’s EVPs through practical steps and demonstrable acts – Getting to the heart of your employee mindset
When words aren’t enough – delivering today’s EVPs through practical steps and demonstrable acts – Getting to the heart of your employee mindset
If you see employer brand as crafting the rosiest picture possible around a company, the safest play is to write great stories to paint that picture. Done right, using text primarily to talk about your brand can hide a multitude of sins, effectively letting a brander put lipstick on the proverbial pig. But a brand isn’t just (or even) the words you use. It is found in the actions of your company.
·employerbrandingadvantage.wordpress.com·
When words aren’t enough – delivering today’s EVPs through practical steps and demonstrable acts – Getting to the heart of your employee mindset
To Foster Innovation, Cultivate a Culture of Intellectual Bravery
To Foster Innovation, Cultivate a Culture of Intellectual Bravery
I’ve talked before about different attributes that can help define your brand (how does your company approaches personal/professional development, what’s the level of internal transparency, amount of hierarchical structure, etc). Here’s one I hadn’t thought of before: Courage. How does your company reward courage? Can you disagree with your boss? Do you have to do it quietly one on one, or are you allowed to disagree more publicly? What about disagreeing with leadership? Answers to these simple question (assuming leadership and front-line staff agree on the answer), go a long way to defining your own company.
·hbr.org·
To Foster Innovation, Cultivate a Culture of Intellectual Bravery