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All things being equal job seekers prefer to choose a new role not on the basis of salary or job title but for the sake of the employer brand and organisational culture. A Korn Ferry study found 73 per cent of respondents claim their number one driver at work is doing a job that has meaning and purpose, while only 3 per cent say pay is the top driver.

It’s important to understand what motivates each employee – their values, strengths and drivers – so as to engage, develop and retain the brightest and best in the organisation.

adult, beautiful, candid

Identifying the great workplace

Gallup researchers have found that the best candidates approach their careers and places of work in similar ways:

  • They choose to work where there is an alignment with who they are, their values and belief system.
  • They are more likely to choose organisations that offer opportunities to apply their skills and optimise their potential.
  • They are attracted to jobs that offer challenges and opportunities to make a difference to others.
  • They enjoy intellectual or creative challenges and enjoy their work because it makes a difference to other people.
  • They consider which companies they will apply to and the company’s status within the sector; the best candidates do their homework and pay attention to “great workplace” lists and are more likely to apply to those that have won great workplace awards.
  • High-quality applicants are more likely to prefer roles that provide opportunities to learn and grow; their ideal job features professional development or growth opportunities.


Gallup points out that an employer brand that portrays a strengths-based culture is instrumental in attracting top talent. A strengths-based employer brand attracts job applicants who are motivated to use and develop their innate abilities, those who demonstrate energy and commitment to high performance and thrive in a demanding work environment.

Job seekers increasingly use social media as part of their search strategy and they’ll check Twitter and LinkedIn for insight into organisational culture and values. They will also use sites such as Glassdoor and Facebook in a sort of ‘reverse reference check’; GlassDoor found that the majority of job seekers read at least 6 reviews before forming an opinion of a company.

Improving recruitment

Research by consulting firm CEB found that through effective employer branding, businesses can improve the quality of candidates they interview and hire. They suggest some tactics to improve recruitment strategy:

  • One size does not fit all candidates, so tailor recruiting appropriately by considering which aspects of the organisation’s brand appeals to respective candidate segments and customise your approach for maximum appeal and outcome.
  • Help candidates to understand whether they will make a good fit with your organisation’s ways of working. If they aren’t a good fit, they’ll respect you more for helping them opt out early in the recruitment process.
  • Employees showcase your brand so create an internal network of brand ambassadors who understand the brand proposition and encourage them to promote the brand inside and outside the organisation.
  • Remember that a negative candidate experience will be widely shared. The majority of people who’ve had a bad experience during the application and recruitment process will tell at least three of their friends, and a significant number will tell considerably more and discourage others from applying.
  • Employer brand significantly affects organisational ability to attract, recruit and retain top talent in a dynamic and competitive marketplace so make sure it reflects your overall brand reputation and employee value proposition.


Reference: Liz Sebag-Montefiore

  • As a Global IT director with General Motors, it’s critical that I source high calibre technical candidates every time. ERS bring such a level of confidence and integrity to the pipeline of candidates that distinguishes them from everyone else in the market. ERS is about relationship building, getting to know our company, our management team and our requirements. They assist tailoring job specifications to ensure the widest range of candidates are attracted to the job profiles. ERS hands on screening of candidates means that we have an excellent ratio of interviews to job offers and subsequently, shorter ramp-up cycles, improved business value, increased efficiency and low attrition. Candidates are not just screened based on their CVs, ERS invests a lot of time to get to know the candidates and this profiling gets best results, both for my teams and for the prospective candidates. Our local team has hired successfully through ERS from multiple countries which means our teams are also very diverse in their skills, experiences and cultures. The technical roles filled range from Senior managers, Architects, Java developers, Mainframe, Middleware, SAP, High-performance computing, Mobile Development, Infrastructure, scrum masters and a wide range of global operational roles. Global IT Director General Motors

  • ERS, part of the Casseo Group were engaged on a critical programme aimed at further enhancing Dell’s renowned Supply Chain model for outbound logistics in EMEA (Europe, Middle East & Africa). The ERS team immediately “hit the ground running” and added immense value in augmenting the internal Dell IT team seeking to expedite this critical project.  They brought a strategic and realistic view of the possibilities for the project, as well as a professional focus on delivery of a quality product to agreed timescales.  They managed a wide range of internal relationships, as well as cementing the external commitments needed from Dell’s partners to make the project a reality.  Throughout the project life cycle, they always brought a practical perspective to the table when wrestling with a complex project, and executed creative and innovative solutions to ensure success. A very worthwhile partnership which I would eagerly recommend to those in search of external expertise and commitment in meeting their project commitments. Dell

  • GE Financial Insurance (now Genworth Financial) engaged ERS as part of the Casseo group, to assist in the delivery of a complex cross-functional project. The project entailed managing the IT Infrastructure and providing IT Support to assists a dedicated debtor recovery team that was set up specifically for the project. Based in Birmingham, ERS leveraged excellent project management and technical skills to quickly win the confidence of the local team. Over a period of time, ERS as part of the Casseo group worked hand-in-hand with this team to deliver an outstanding result where significant more debts were recovered than had been thought possible.  I have no hesitation in recommending ERS and the Casseo Group. Programme Manager, Genworth Financial

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