Human Resources leads at SodaStream, Playbuzz and Amdocs share their tips for effective Employer Branding

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According to a recent Viola survey we ran among our portfolio company Heads of HR, all of the participating companies agreed that Employer Branding is critical to the recruitment process, but 53% claimed they don’t have an employer brand presence.

“Employer Branding is a necessity these days for organizations of every size”, says Timor Shabtay, Head of Human Capital at Viola: “It must be incorporated at every stage of the employment lifecycle, because all job candidates (even those who were unsuccessful), current employees and past employees – can potentially be ambassadors and help attract talent to those companies.”

Employer branding is a process that must be built and maintained on an ongoing basis. Sometimes it needs to be adapted or reinvented (just as companies themselves sometimes pivot and must undergo rebranding), but the earlier it is established as part of the formation of the company, the easier it is to evolve as the company grows and changes. It’s important to note that it is not always possible to quantify the effects of employer branding immediately, because it is often an effort whose effects can take time to manifest. Just as it can take time for a brand to become recognizable and immediately associated with something, the same goes for employer branding.

Generally, the process for creating an employer brand is based on understanding –
What is the company and what is the story behind it?
What are the company’s values and vision?
What is important to the company in the people they want to employ?
What is the value the company offers to employees?
What makes the company unique? What is the company’s advantage? Why would someone want to work at the company and remain there?

Once a company has defined its employer brand, it can create a yearly plan to market it, including conferences, PR, social media presence, videos, meetups and hackathons, branded gifts and swag, welfare initiatives, and more – all to support the relative advantage of the company over others, and to create a sense of belonging and comradery for workers who will then help to market this advantage outside of the company.

At a meetup we held earlier this month for our portfolio company Heads of HR, we hosted Galit Zucker, Chief People Officer at SodaStream, Michal Nachmany, VP HR at Playbuzz, and Noa Ferber, EMEA Talent Acquisition Manager at Amdocs. They spoke about various aspects of Employer Branding, including the importance of company culture and of creating core company values that workers can identify with and support, the importance of collaboration between the Marketing and Human Resources departments, connecting employees through social networks and of creating and nurturing a sense of pride in their company.


SodaStream are obsessed with nurturing their company culture and celebrating their values, which they see as their employer brand’s “secret sauce”.

Personality and the “DNA” of team members (in terms of cultural fit) is more important than professional experience, and this is taken into consideration in the hiring process.


Employer Branding at Playbuzz is designed to enhance employee engagement, attract new talent and support brand exposure. Marketing and HR work together to ensure that employer branding is part of the team’s mindset (needs to be top-of-mind in everything they do).

Some of the values that are important for Playbuzz to promote include the fact that they are a Tech company (as opposed to ‘just’ a company that enables production of playful content), their commitment to increasing the diversity of their team (hiring more women, people who are older, i.e. not just millennials, etc.), their contribution to the community through supporting causes, fostering a fun and cool work environment, and transparency with employees.


Given that Amdocs – a publicly traded company (NASDAQ: DOX) – has over 10,000 employees spread across over 25 countries, Employer Branding holds unique challenges, namely the need to adapt the employer brand to appeal to both current and potential employees in different parts of the world. What might work here in Israel, for example, may not be effective in certain European, African or Middle Eastern countries. In each geographical location, the HR lead needs to have their finger on the pulse of what works locally and adapt the company’s employer brand activities accordingly to further the interests of the company as a whole.

At Amdocs, one of the main drivers of their EVP (Employer Value Proposition) is “Localize and Personalize – and this applies to everything from researching the local ecosystem to develop a recruiting culture, identifying the right marketing channels for each location, developing brand messaging and marketing materials, training managers to be effective recruiters themselves by becoming “talent magnets”, etc.

Written by Viola Group

Read the original full story here.


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