Employer Brand as an Asset

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Employer Brand as an Asset

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dates of programs start

29/5/2025

Format

2 modules of 2 days each

10:00-17:30 [online]

cost

36 000 uah

Employer Brand as an Asset

Culture is a determining factor in choosing a company for an employee. Systematic work with the employer brand.

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about program

The structure of the program

Faculty

The audience of the program: Human Capital directors, HR managers, marketers, internal communications specialists and roles that take care of the development of the employer brand and want to:

build the employer brand as an asset and systematically manage employee expectations of the company

attract talented employees who primarily resonate with your company’s culture

find out what value you create on the labour market and why people will choose long-term cooperation with you

work with the employer’s brand in conditions of increased complexity: when the company is growing rapidly, entering new markets, or going through a crisis

Understanding key trends in the labour market and their formative impact on attracting talent, based on Ukrainian and global research.

Principles of systematic construction of the employer brand, the logic of the employer value proposition architecture and the peculiarities of working with performance climate.

Deep analysis of complex cases: crisis work with negative EVP, creation from scratch and significant change of EVP.

The structure of the program

September 21-22

Module 1

10:00 - 18:00

Day 1

Forming trends in the modern labour market: the ‘hybrid’ format remains; professional isolation and burnout are on the rise, while engagement is on the decline; the ‘bring your whole self to work’ approach produces conflicts in teams; culture is established as a determining factor in the employee’s choice of company.
What is an ‘employer value proposition’ (EVP): structure, components, and features of ‘cascading’ from the corporate level to individual clusters of professions.
Consideration of the case of a significant change in EVP.
Features of EVP in different corporate cultures (Schwartz system — Basic Values Theory, Theory of Universals in Values).

Day 2

Necessary infrastructure in the company for the development of EVP: values and a certain type of culture; competencies / performance-based management; regular measurement of engagement and eNPS, etc.
Psychological contract and employee involvement: three types of involvement and correct work with expectations; the potential causes of low engagement.
The specifics of applying hygienic factors and motivators in stimulating performance; intrinsic and extrinsic motivation and why financial factors alone do not create strong or long-term motivation.
Case for working in groups: formation of EVP according to the given template of the EVP architecture, based on the real company case.

October 5-6

Module 2

10:00 - 18:00

Day 1

Performance climate in teams: the role of the manager and subordinates in different types of leadership; prevention and minimization of ‘toxicity,’ characteristic features of ‘toxic’ and effective managers.
Key influences on the employer’s reputation — external and internal; the role of perception of justice (procedural, interactional, distributive) on employees’ desire to stay in the company.
Guest speaker with a case of crisis work with a negative EVP.
Working with EVPs externally — synchronization of EVP and PR efforts and the place of the employer brand in the reputational profile of the organization (and the very concept of a ‘reputational profile’).

Day 2

The specifics of EVP perception by candidates and employees from different cultures (Hofstede, Gelfand, Hall systems): attitude to productivity, time, leadership, teamwork, etc.
Crisis communications in case of problems with EVP: key risks, management involvement, troubleshooting.
Transactional analysis of relationships in teams: psychological positions (adult / children / mature) of employees and the manager and work with them. Resolving intra- and inter-team conflicts.
Case for working in groups: forced modification of EVP due to difficulties in the market / problems in the company / change of the business model.