AIDA model in employer branding
- Posted by: Ali Ayaz
- Categories: Employer Branding, Recruitment
THE SCIENCE OF HIRING: HOW THE AIDA MODEL CAN REVOLUTIONIZE YOUR EMPLOYER BRANDING
1- AIDA IN EMPLOYER BRANDING
In today’s competitive job market, employer branding has become increasingly important for attracting and retaining top talent. And as the competition heats up, it gets increasingly harder to differentiate the employer brands. This is where the 4-step AIDA model comes in. It is a framework that you can use to guide the development of marketing and advertising campaigns. In employer branding, this time-tested is used to guide the development of a systematic candidate sourcing and application process. Knowing about this model will help us create strong employer-branded content. As a result, you will establish a strong bond and persuade the candidates. However, this process will be tailored to meet the specific needs of each organization.
Another important fact is that candidate personas make the AIDA model whole. To clarify, a candidate persona is a fictional representation of a candidate who fits the profile of the ideal employee. By creating these personas, organizations can better understand their target audience and develop more effective employer branding strategies. To elaborate, the four steps for the “purchasing” process are as follows.
1A- Attention / Awareness: I know. (Draw attention, raise awareness)
Developing candidate personas can help organizations create targeted and personalized employer brand campaigns that resonate with their ideal candidates.
1B- Interest: I like it. (Give information, arouse interest)
Candidate personas can help organizations tailor their social media presence and content to the interests and needs of their target audience. As a result, it can help to build interest in the employer brand.
1C- Desire: I want it. (Create the desire to be preferred)
By understanding the values, goals, and motivations of their ideal candidates, organizations can create emotional and functional value propositions that are more likely to resonate with potential employees.
1D- Action: I’m taking it. (Convince for action)
Understanding the pain points and challenges of their ideal candidates can help organizations create a positive candidate experience and provide personalized support. This process can help to convert potential candidates into brand advocates and recruits.
Let’s dive into the detailed steps to get a better hold of the AIDA model’s four steps.
2- ATTENTION IN EMPLOYER BRANDING
The first step in the AIDA model is Attention or Awareness. This is the stage where potential candidates become aware of the employer brand. At this stage, it is important to grab the attention of potential candidates by making the employer brand stand out and make them interested in learning more about the organization. To do this, organizations can use various attention-grabbing strategies that include the following.
2A- Develop a compelling employer brand campaign
A well-developed employer branding campaign can capture the attention of potential employees by showcasing the organization’s culture, values, and unique offerings. This campaign can include creative graphics, videos, and other engaging media to make the employer brand more attractive to potential employees. Employers can differentiate themselves by developing a compelling EVP that showcases their culture, values, and unique offerings. This EVP should be communicated through all aspects of the employer brand, including job postings, recruitment campaigns, and other employer branding efforts.
2B- Highlight specific departments or job families
Employers can also highlight specific departments or job families that are particularly important to their business to attract candidates with relevant skills. For instance, a technology organization might highlight its software development team to attract software engineers.
2C- Use Eye-Catching Job Postings
A job posting is often the first point of contact between a organization and a potential employee. Therefore, employers can make their job postings stand out by using attention-grabbing headlines, compelling job descriptions, and creative graphics.
2D- Offer attractive sign-on bonuses or other incentives
Employers can also offer attractive sign-on bonuses, relocation packages, or other incentives to grab the attention of potential employees. Such incentives can make the employer brand more attractive to candidates who are weighing multiple job offers.
2E- Build partnerships with universities or other organizations
Employers can build partnerships with universities, professional organizations, or other industry associations to attract candidates with specific skill sets or backgrounds. Such partnerships can provide a pipeline of qualified candidates and help the employer brand to stand out in a crowded job market.
2F- Use social media to create buzz
Social media is an excellent tool for building brand awareness and creating buzz around the employer brand. Employers can use social media to share employee stories, organization news, and other content that showcases the organization culture and values. Social media platforms like LinkedIn, Facebook, and Twitter can be used to target specific demographics and reach a broad audience of potential candidates.
2G- Know your limits
It is usually relatively easy for well-established, multinational organizations with well-known products to get attention as employers. Sometimes, they may need to draw attention to some of the departments, job families as well. For instance, the marketing department of a bank or the IT department of an FMCG group. On the other hand, relatively less-known organizations such as B2B organizations might need to introduce their industry and services first, before starting their specific employer brand communications.
3- INTEREST IN EMPLOYER BRANDING
The second step in the AIDA model is Interest. At this stage, candidates are learning more about the organization and becoming interested in working there. To build interest in the employer brand, organizations can use various techniques such as the following.
3A- Develop a strong social media presence
Employers can use social platforms to share employee stories, organization news, and other content that showcases the culture & values. This can help potential candidates get a sense of what it’s like to work for the organization and create interest in the employer brand.
3B- Host virtual events or webinars
These events can provide an inside look at the organization’s operations. Additionally, it can give potential candidates an opportunity to ask questions and learn more about the organization.
3C- Offer informational interviews
These interviews can provide a personal perspective on what it’s like to work for the organization, highlight the organization’s culture and values, and give potential candidates a chance to learn more about the organization.
3D- Provide career growth opportunities
This can include training programs, mentorship programs, or other initiatives that help employees grow their skills and advance their careers. This sends a signal to potential candidates that the organization is committed to employee development and providing opportunities for career growth.
3E- Create engaging job postings
Job postings are often the first point of contact between a organization and a potential employee. Employers can make their job postings more engaging by using attention-grabbing headlines, compelling job descriptions, and creative graphics. This can help to create interest in the employer brand and encourage potential candidates to apply for open positions.
3F- Focus on the candidate’s needs
Focusing on the candidate’s needs while job searching is a key technique for building interest in the employer brand. Employers can tailor their employer brand messaging to showcase the benefits that are most important to the candidate. For instance, these can be work-life balance, career growth opportunities, or a supportive work environment.
4- DESIRE IN EMPLOYER BRANDING
The third step in the AIDA model is Desire. At this stage, potential candidates are becoming more interested in the organization and starting to imagine themselves working there. The emotional and functional value propositions of the (employer) brand come to the fore. The brand personality that the candidate will identify with and brand stories that will establish an emotional bond comes into play. To create desire among potential employees, organizations can use various techniques such as the ones listed below.
4A- Create emotional and functional value propositions
Emotional value propositions tap into the candidate’s emotions, such as a sense of purpose, belonging, or satisfaction. Functional value propositions focus on tangible benefits, such as salary, benefits, or work-life balance. By creating both emotional and functional value propositions, employers can create desire among potential employees to work for the employer brand.
4B- Demonstrate the value proposition and unique benefits of working for the organization
This can include showcasing the organization’s culture, values, and unique offerings, such as flexible work arrangements, career growth opportunities, or a supportive work environment. Employers should use these unique selling points to create a compelling narrative that resonates with potential employees.
4C- Establish an emotional bond with brand stories
By sharing employee success stories, organization milestones, and other engaging content, employers can create an emotional connection with potential employees that goes beyond the functional aspects of the job. This can create a sense of belonging and community that can make the employer brand more attractive to potential employees.
4D- Use employee testimonials and reviews
By showcasing the experiences and opinions of current employees, potential candidates can get a sense of what it’s like to work for the organization. To specify furthermore; what they can expect if they are hired. This can help to build trust and confidence in the employer brand and create desire among potential employees to work for the organization.
5- ACTION IN EMPLOYER BRANDING
The final step in the AIDA model is Action. In other words, if we look at it in terms of recruitment, to make candidates apply. This is where potential candidates are converted into brand advocates and recruits. To convert potential candidates into actual applicants, organizations can use various techniques such mentioned below.
5A- Encourage candidates to apply for open positions
This can be done through a clear call-to-action in job postings or recruitment campaigns. However, you must emphasize the benefits of working for the organization, and provide an easy and accessible application process. By making it easy and enticing for potential candidates to apply, employers can increase the number of high-quality candidates who are interested in working for the organization.
5B- Establish personal relationships with candidates
This can include personalized communication throughout the hiring process, such as follow-up emails or phone calls. By demonstrating a commitment to the candidate and creating a positive experience for them, employers can build trust and loyalty with potential recruits.
5C- Leverage employee referral programs
By offering incentives to current employees who refer qualified candidates to open positions, employers can tap into their employees’ networks and attract top talent for their business. This approach creates a sense of community and can encourage referrals from employees who are passionate about the organization’s culture and values.
5D- Foster a positive organization culture
Fostering a positive organization culture is a critical technique for converting potential employees into brand advocates and recruits. This can include creating a supportive work environment, emphasizing work-life balance, and providing opportunities for personal and professional growth. By showcasing a positive organization culture, employers can create a sense of belonging and community that can make the employer brand more attractive to potential employees.
5E- Provide a positive candidate experience
This can include providing regular updates on the hiring process, offering personalized feedback to candidates. Specifically, to show appreciation for candidates who take the time to interview for open positions. By creating a positive experience for candidates, employers can demonstrate that they value their potential employees and are committed to building a positive employer brand image. A huge contribution to this point is to be mentally and physically accessible to candidates. You can do this by offering easy ways for candidates to ask questions or get in touch with recruiters.
5F- Mental availability in employer branding
First, let’s look at the definitions by Prof. Byron Sharp; in his co-authored book “How Brands Grow”.
- Physical availability refers to how easy it is for category buyers to find and buy your brand, and this availability is a product of Presence, Prominence, Relevance.
- Mental availability is the propensity for the brand to is considered in purchasing situations. For this to happen, category buyers must first be exposed to your brand and coded it in a way to keep it in their minds. For this, you need to make your brand famous and distinctive and build associations between your brand with the reasons and occasions for category purchase.
Organizations that are strong as a product/service brand are “generally” advantageous in raising awareness as an employer. But there is significant competition in the labor market to attract highly qualified candidates. Therefore organizations allocate large budgets and produce powerful content to raise awareness in many different ways, such as branded university events, participation in career days, social media, job boards, etc. They are working on the first three steps of AIDA to create awareness, interest and desire.
5G- Physical availability in employer branding
We can say that a lot is done for mental availability. What about physical availability? The transition point from being a candidate to being an employee requires physical availability facilitating the application process. A few questions for the employer organization help us analyze the state:
- Are candidates aware of your job opportunities? Which channels do you use to post vacant positions?
- Do you have a career site? According to our Graduate and Candidate Experience surveys, the number 1 information source for candidates is your organization’s career site.
- Is it easy to apply? Do the candidates struggle for minutes and give up? Let’s say it takes 15-20 minutes to complete your application form. Candidates do not have that much time to spare for every organization.
- Have you done SEO?
- Are your processes mobile friendly?
- Do your postings allow social sharing? Does it reach more people this way?
In conclusion, employer branding is a critical component of attracting and retaining top talent in today’s competitive job market. By using the AIDA model, organizations can develop a systematic approach to candidate sourcing and application processes that help to build awareness, interest, and desire in their employer brand. The model’s four-step framework, attention, interest, desire, and action, can guide organizations to create attention-grabbing campaigns, establish an emotional bond with potential employees, and convert them into brand advocates and recruits. organizations that are strong as product/service brands have an advantage in raising awareness, but physical availability through an easy and accessible application process is critical to transitioning potential candidates into employees.
It is important to note that employer branding is an ongoing effort that requires constant attention and evaluation. organizations must continuously assess and adjust their employer brand strategy to stay current and competitive in the job market. By consistently applying the AIDA model and other employer branding techniques, organizations can establish themselves as an employer of choice and attract the best talent for their business.
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