Your company culture is your USP to attract top talent in a candidate-driven market
Company culture. Is it that buzzword that sells leadership books, inspires TED talks, and fuels viral content on LinkedIn? Or is it the USP that attracts the best talent in the market and is the glue that keeps companies together?
We’ve all heard the term before, but what actually is company culture? It’s spoken about a lot, but what do we mean when we try to define it? Is it a company’s rules? Is it an organisation’s values? It’s behaviours and beliefs? Is it traditions and ways about doing things?
It’s pretty much all of that and more- to the point where it’s intangible presence has a real impact on business performance and success. Workplace culture is a feeling, an environment, and a benchmark for each employee on how to think, act, and be (at work). It’s the thing that defines who you are and attracts the right people to join your organisation.
Your company can have great ideas, strategies, funding, and people- but if the culture, faith, and beliefs aren’t there then your business is going to struggle. Companies looking to transform the way their company works and develop resilience need to re-address their culture and make sure it’s robust and resilient enough to avoid toxicity and support company growth.
We spoke to our Principal Consultant for Marketing and Communications, Doug Gear, to find out more about how organisations can make best use of their USP.
Why is my company culture so important for attracting top talent?
Doug explained that in a candidate-driven market, having a solid and considered company culture is integral not only to the running of an organisation but also to a company’s success in attracting candidates:
“Not only does a defined company culture help identify the right people for the organisation, but it also gives them a unique attraction point. Candidates will be able to identify that this is a great business to be a part of and that they want to be part of it. You can sell the benefits to a candidate, but actually just having a unique and defined culture can speak volumes.”
Doug explained further that a successful company needs to define its culture and implement that culture within its actions. He noted that a company that says that it has a supportive culture must have the benefits to back it up, likewise a company that says it has a culture of growth must have the employee development schemes to back up that statement.
For employee retention and the long-term success of an organisation, cultural resilience must be one of the top in the list of priorities.
A company’s culture is their true USP
We’ve seen a shift in the tide and we are currently in a candidate-driven market. When faced with two job opportunities that have a similar salary, a candidate is going to be attracted to the company that they feel more of an affinity with.
If you are not wanting to pay above-the-odds to attract top talent then your USP has to do the talking for you. As the growing skills shortage continues to be a concern, especially in the tech and digital spheres, being a place that people want to work for has a strategic edge to it. Opportunities for training and development, an openness to cross-divisional movement, a solid benefits package- these are just some tools that can be used to attract and retain talent and are a tangible example of a company’s values and operation.
The unique competitive advantage that a good company culture can provide is invaluable as it is almost impossible for another organisation to copy it. Having a good company culture also catches the eye and makes headlines. Take dating app Bumble as an example, the company is being hailed for its agile attitude towards workplace culture and employee benefits. Then look at Brewdog’s recent media storm as an example of how to not do company culture.
Take care of your company’s culture, nurture it, and you might find that your USP brings quality, top candidates to your door.