One of the most modern and efficient sawmills in Germany was finding it increasingly difficult to successfully fill open positions. The number and quality of applicants had fallen sharply. Based on my experience in the timber industry, I was commissioned to counteract this development with a suitable employer branding strategy for all locations of the German company. The positioning as an employer was to achieve greater public awareness, stronger brand awareness among employees and, in the medium term, an increase in the number and quality of applicants.

Initial situation

Despite having more than 800 employees, the medium-sized company was largely unknown at its locations. Above all, two production sites of automotive groups and the public sector in the forestry industry were attractive competitors. After a detailed benchmark comparison with local competitors on the labor market, the first areas for action quickly became apparent. The job advertisements and distribution via job exchanges and job fairs were exemplary. However, the company offered no further insights into the world of work and no clues as to what the company stands for.

Core statements of the employer brand developed

To find this out, I prepared a workshop with a number of employees from all areas of the company and hierarchical levels. Using various moderation techniques, I worked with the group on their self-image from different perspectives:

1. Home: What gives employees stability? What creates identity?
2. Future: What drives employees? What image of the future do they paint?
3. Differentiation: What makes the company different, unique?

Employer value proposition developed

Based on the results, I formulated an employer value proposition for the employer brand with three central statements.

Target groups' expectations of the employer

In the next step, I drew up a target group analysis. I recorded the expectations of employers at different stages of professional life (e.g. those seeking training, career starters, experienced professionals). On this basis, I formulated target group descriptions including preferred communication channels for career information.

Four target dimensions for the employer branding strategy

For the individual employer branding strategy, I defined four main directions or sub-goals and proposed suitable key figures for measuring the achievement of the goals. I assigned a catalog of measures to each sub-goal. All the measures included were evaluated, roughly calculated and prioritized in terms of utility.

Internal impact: Turning employees into brand ambassadors

Employees have not yet been considered as a target group. In line with their important role as brand ambassadors, two target dimensions were aimed at employees. Under the heading “Strengthening the employer positioning among employees”, all employees are invited to take part in a “Brand ambassador wanted” casting. As part of this campaign, employees have the opportunity to engage with the new employer positioning. At the same time, suitable candidates are identified for subsequent photo and film productions. The target dimension “increasing employee satisfaction” includes project and employee surveys, the development of internal communication, a social intranet with an employee app for cell phones and a further training catalog.

External impact: convincing with content in external media

I identified ensuring regional reporting and the systematic generation of suitable content on sustainability on the company website as key topics for the third target dimension “Increasing public awareness and image as a sawmill”. The catalog of measures for the target dimension “Expansion of applicant contact points” supplements the company's previous activities, including a content strategy that was previously lacking. I also provided concrete creative approaches for the implementation, particularly for the conception of target group-oriented video content on professions and employers, a new, memorable visual language and an introductory campaign.