PepsiCo: Employment Brands Are Just As Important As Consumer Brands

Quite recently, we came across an article on Marketing Week written by PepsiCo head of employer branding in Europe and sub-saharan Africa, Rebecca Gloyne. In the article, she insists on companies putting more effort in employer branding, something that is rarely done and yet has been the downfall of companies marked as significant players in various industries.

Rebecca Gloyne

Rebecca Gloyne of PepsiCo

She points out that most companies are only interested in reaching and appealing to their target consumers and forget the basics. These companies should do whatever it takes to achieve a brand. An example is the recent and highly successful Tech companies that seem to be doing the most to achieve this target. They allow for casual dressing, unlimited holidays, etc. to create a brand look that will appeal to their young consumers although this may still not be sufficient.

Most companies are in a frantic race to have the most talented people in the market come work for them. Connectivity that exists from the current technology has made it possible for employers to use digital platforms to fish for exceptional talent. It is without a doubt that the HR strategies of most companies have shifted. On a bright side though, this has created a perfect opportunity for the Human Resource (HR), and the marketing departments to work together and “…form strategic partnerships that benefit the employer brand.”

In most traditional company settings, little to no contact existed between these two departments, the HR, and marketing. However, she points out that there is an untapped potential in the two working together. It means there will be the use of creative solutions and digital channels to help in the recruitment process. Some companies, including hers and PepsiCo, are now employing marketer as HR management, as a broader strategy to acquire talent. Employees are also undertaking major campaigns for the brand and this at the end of the day strengthens Employer brands.

She also illustrates how big parent companies have their various products eclipse the company’s name as a brand, what it is about and what it represents. People and more so employees know little about such enterprises thus limiting their potential to hire new and better talents. She insists that an Employer brand should receive emphasis in a brand portfolio as it demands same drive, attention, strategy, and protection.

For an Employer brand to grow, it needs re-enforcement of the existing workforce with marketing skills during talent acquisition. Businesses ought to take time to build and strengthen collaboration between marketing and HR workforce.

Lack of growing Employer brand is a loss of the company’s opportunity for success and an onset of future failure. 

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