Vision & Mission

Shared Vision:

To actually help people.


Connecting organisations with the right people at the right time.

Shared Values:

Employer branding is “the image of an organisation as a great place to work in the minds of current employees and key stakeholders. This emotion, together with the mirroring of that emotion from within towards the organisations external market (active and passive candidates, clients, customers and other key stakeholders) creates the all important employer brand identity.”

Strong employer brands have unique and distinctive employer value propositions (EVP’s) which are consistently communicated in company actions and behaviours and evoke both emotive (e.g. I feel good about working here) and tangible benefits (this organisation cares about my career development) for current and prospective employees. These organisations have a good understanding of their target audience and segment and communicate EVP’s which are reflective of the image that the organisation wants to portray to its target audience.

A company’s employer brand doesn’t stand still – it is reflected in the actions and behaviours of leaders and is impacted on by company policies, procedures and practices. A company can influence how it wants to portray its image as an employer by:

(1) Understanding the key drivers of the current employer brand

(2) Identifying gaps in perceptions between leaders and employees about the strength of the current employer brand and focusing on the key areas that will enable the organisation to close the gap between the ‘real’ and ‘aspirational’ employer brand.

An organisation’s reputation also influences employment choice made by prospective employees. By the year 2016, people aged 45 and over will account for more than 80% of growth in Australia’s labour force. This statistic will contribute to the employment market continuing to the job seekers’ advantage.

With more openings occurring in the current job market, employer of choice programs are crucial to attracting and retaining the best people. For example, some organisations are looking to attract new employees and retain current staff on the basis that they offer similar remuneration packages to that of their competitors, but their benefits extend to making the organisation a family-friendly, safe and supportive environment to work in. This cultural approach is being adopted more and more on the basis that directors understand that retention and quality attraction impact positively on their bottom line.

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