1.

The philosophy of work seems to be undergoing significant changes, influenced by shifts in societal values, technological advancements, and global events. Increasingly, work is becoming more than just a means to an end; it’s a reflection of personal values and identity. How do you see the very concept of work evolving in the future, in the context of employer branding? What strategies can companies adopt to ensure their employer brand remains relevant and appealing as these deeper shifts take place?

When I talk about the evolution of work and the trends shaping work culture, I often draw a parallel with Maslow’s Hierarchy of Needs. As we move beyond fulfilling basic needs like security and financial stability, there’s an increasing drive toward self-actualization – seeking purpose, meaning, and alignment with personal values. While many say that the shift toward purpose-driven work peaked during the optimistic tech boom of 2021-2022 and it slowed as economic realities shifted, when we zoom out, the trajectory still points upward, with more employees seeking meaningful work over “just a job.”

It’s important not to overgeneralize. There are clear discrepancies across geographies and social layers, with different regions and groups prioritizing different aspects of work. However, in our increasingly homogenous global society, we can observe macro trends pointing toward a rather universal demand for meaningful work.

The cultural element also plays a crucial role in shaping these trends. In many parts of the world, the traditional concept of a “job for life” is disappearing, as the World Economic Forum highlights in its Future of Work reports. This change requires both employees and employers to embrace adaptability – whether it’s in skills, expectations, or work environments.

Employer branding efforts should authentically reflect the company’s work culture while being tailored to the evolving needs and expectations of the talent market. To stay competitive in a rapidly changing work landscape, these efforts must clearly articulate the organization’s value proposition for employees. For example, highlighting flexible work arrangements such as remote or “work from anywhere” options or flexible hours can appeal to professionals seeking a better work-life balance. Promoting continuous learning opportunities through tailored learning paths, professional development or mentorship programs demonstrates a commitment to employee growth. Showcasing how employees can engage in meaningful work – through corporate social responsibility initiatives, innovation projects, or community outreach—can attract individuals motivated by purpose. By emphasizing these aspects, organizations can create a compelling and relevant employer brand that resonates with today’s talent.

2.

The pandemic has profoundly changed our relationship with the office. For a while, all we heard was “Remote work is here to stay,” followed by reports on the benefits of working from home. While remote work has indeed proven its viability and offered unprecedented flexibility, there’s a growing conversation about the potential return to office life for the sake of human connection and community: people will need a sense of belonging more than ever in the coming years, and coming into the office can help with that. How do you see companies balancing these dynamics within their employer branding strategies? Do you foresee a hybrid model becoming the standard, and how can brands ensure they cultivate a strong, cohesive culture regardless of where their employees are based? What will be the implication for building a workforce culture and shared values by 2035?

It’s clear that hybrid and remote work models offer companies the opportunity to access a larger, more diverse talent pool, which is crucial for fostering innovation.  Offering flexible work arrangements enables location-agnostic hiring, subsequently expanding the talent pool and welcoming diverse perspectives and experiences. This diversity can drive creativity and lead to more effective problem-solving within organizations.

However, in the past two years, we have seen a push for a return to office policies, often driven by the need to justify the significant investments already made in real estate and by a certain inflexibility prevalent in older management styles. According to recent statistics, the average age of CEOs in the tech industry is 57 in the U.S. and 54 in the UK, reflecting a leadership demographic that may be less inclined to fully embrace the remote work revolution.

Looking to the future, the integration of virtual reality, spatial computing, and enhanced reality will be transformative. These technologies are no longer the stuff of science fiction but are instead tangible promises from leading tech companies, who are rapidly introducing innovative workplace solutions. These advancements will enable businesses to craft immersive virtual environments that capture the collaborative spirit of a physical office while providing the flexibility of remote work. Picture virtual meeting rooms where employees from across the globe can interact as if they were in the same space, or spatial computing tools that facilitate real-time collaboration on intricate projects.

While these advancements could enable businesses to create immersive virtual environments that mimic the collaborative energy of a physical office while maintaining the flexibility of remote work, the extent of their impact remains uncertain. Potential challenges and negative consequences, such as the effectiveness of virtual collaboration tools or their influence on organizational culture, are still to be fully understood.

3.

In a globalised and culturally fluid world, how can employer branding ensure true inclusion and respect for diverse backgrounds and perspectives? What future trends do you see emerging in creating a genuinely inclusive workplace culture that resonates with the evolving expectations of employees?

In a globalized and culturally fluid world, building a truly inclusive workplace is no longer just about meeting diversity quotas; it’s about creating an environment where diverse perspectives are genuinely valued and integrated into decision-making processes. To achieve this, companies must embrace a mindset that goes beyond geographic boundaries and traditional office structures.

Flexibility of location plays a crucial role in fostering inclusion. Allowing employees to work from wherever they feel most productive not only broadens the talent pool but also demonstrates trust and respect for employees’ individual circumstances. This shift requires organizations to focus on outcomes rather than inputs, moving away from the industrial-era mindset that valued hours worked over the quality of results. The reality is, companies that cling to the industrial-era mentality of ‘butts in seats’ will find themselves not just behind the curve, but out of the race entirely. We’ve seen how the pandemic cracked open the illusion of control. If you’re still worried about what your employees are doing every second, maybe it’s time to re-evaluate your leadership style.

The concept of cultural intelligence is also vital in this context. Companies need to foster an environment of continuous learning and unlearning, where unconscious biases are regularly addressed, and cross-cultural collaboration is encouraged. A simple example is providing platforms and resources for employees to share their experiences and advocate for inclusive practices, such as global Employee Resource Groups that connect employees across different regions and backgrounds.

Technology will play an increasingly important role in fostering inclusion. Artificial intelligence and analytics can help identify and address diversity gaps within organizations, while digital platforms can create more inclusive communication channels. For example, AI-driven tools can analyze hiring patterns to ensure a diverse pool of candidates, and virtual collaboration tools can enable teams to work effectively across different time zones and cultures.

By 2030 and beyond, the most successful employers will be those who not only celebrate diversity but also demonstrate an unwavering commitment to equity and inclusion in all aspects of their operations. The way I see it, true inclusion means embracing the chaos that comes with diverse perspectives—and if that makes some leaders uncomfortable, then good. Growth doesn’t come from comfort. These companies will recognize that flexibility, trust, and a focus on outcomes are the backbones of a truly inclusive workplace culture, resonating deeply with employees who seek workplaces that reflect their values.

4.

Generation Z is beginning to make their mark on the workforce, with Generation Alpha soon to follow. These younger generations bring new values and expectations. As these generations become dominant by 2030, how do you think employer branding needs to evolve to attract and retain this emerging talent? What will the ideal employer brand look like for them?

Unlike previous generations, these younger workers are driven by a desire for flexibility, social justice, and a strong sense of purpose. They want their work to be more than just a job; they seek roles that contribute meaningfully to society and align with their personal values. This shift demands a rethinking of traditional corporate structures, which often emphasize rigid hierarchies and standardized practices.

When asked how I think companies can effectively engage and retain this new talent pool, I often bring up the principle of “freedom within a framework of responsibility”, popularized by Jim Collins in his book Good to Great. This principle advocates for a balance between giving employees the autonomy to choose how they work and setting clear expectations for results. By allowing employees to leverage their individual strengths and work preferences, companies can foster greater job satisfaction and innovation. At the same time, a well-defined framework ensures that everyone remains aligned with organizational goals and maintains high performance standards. This approach not only accommodates the desires of Generation Z and Alpha for more flexible and purpose-driven work environments but also supports the achievement of business objectives through structured accountability.

Moreover, these generations are driving a shift toward flatter, less hierarchical organizational structures. Their willingness to challenge authority and push for change should be seen as an opportunity rather than a threat. By fostering a culture that encourages critical thinking and values diverse perspectives, companies can identify inefficiencies, stimulate innovation, and ultimately improve performance and outcomes. This shift towards more democratic, participatory work environments will resonate with younger employees who value inclusivity and collaboration.

The ideal employer brand for these generations will be one that showcases a company culture that is flexible, purpose-driven, and open to change, reflecting the democratic values and desire for impact that define these generations.

5.

Empathy is increasingly recognised as a crucial element in leadership and corporate culture. How can companies build empathy into their employer branding in a way that genuinely transforms their workplace environment and aligns with the values of future generations?

Empathy means moving from a transactional approach to one that is deeply human-centric. Companies need to demonstrate that they genuinely understand and care about the individual experiences of their employees. One way to make steps in this direction is to borrow strategies from user experience and consumer marketing, and apply them to human resources management.

Modern HR organizations are now using tools like empathy mapping and user journey mapping, originally developed for understanding customers, to design and implement enhanced employee experiences. Empathy mapping helps organizations understand the different emotional states employees experience throughout their workday, enabling them to design programs and initiatives that address specific pain points. For example, an HR team might map out the employee journey from onboarding to career development, identifying areas where employees may feel disengaged or unsupported, and then implementtargeted interventions to improve these experiences.

If a company’s idea of empathy is an annual mental health webinar and a few pats on the back, they’ve missed the point entirely. Real empathy means redesigning the entire employee experience with the same care and attention you’d give to your most valuable customer. By applying these techniques, companies can create a more supportive and responsive work environment, which in turn enhances employee engagement and loyalty. Storytelling can also play a powerful role in this process – sharing authentic stories that highlight how the company supports its employees during challenging times can resonate deeply with both current and potential employees.

6.

As the concept of a ‘job for life’ fades into history, how can employer branding create a sense of legacy and longevity for employees? What can companies do to make their brand feel like a lasting part of an employee’s career journey, even if the tenure is shorter?

As the concept of a “job for life” fades away, employer branding must find new ways to create a sense of legacy and longevity for employees, even in the context of shorter tenures and unpredictable career paths. In today’s fast-paced world, where skills become obsolete at an accelerated rate, companies must focus on creating meaningful work experiences that leave a lasting impact on employees.

One effective strategy is to emphasize the outcomes of one’s work. By highlighting the tangible contributions employees can make – whether through innovative projects, mentorship, or shaping the company’s culture – employers can help individuals feel that their work has a lasting impact, regardless of how long they stay with the company.

Upskilling and reskilling will also be critical in this landscape. As technology and innovation continue to advance rapidly, companies that excel in providing opportunities for continuous learning will not only retain talent but also position themselves as leaders in the market. Offering robust career development programs, personalized learning paths, and access to cutting-edge tools and resources will be key to attracting employees who are eager to grow and adapt to new challenges.

Additionally, creating a strong alumni network can help maintain a sense of connection even after employees move on. This network can serve as a valuable resource for both former and current employees, fostering a sense of community and continuity. By positioning the company as a key chapter in an employee’s broader career narrative, brands can foster a lasting sense of legacy that extends beyond tenure.

7.

In the future, how do you see employer branding addressing the holistic well-being of employees, encompassing physical, mental, and emotional health? What innovative approaches can companies take to demonstrate a genuine commitment to their employees’ overall well-being?

As the lines between work and personal life continue to blur, companies must demonstrate a genuine commitment to their employees’ overall well-being. This commitment will be key to attracting and retaining top talent, particularly as future generations place greater emphasis on work-life balance and mental health.

One of the biggest challenges – and opportunities – will be the use of data and AI to create more personalized and tailored benefit packages. As more data becomes available, companies can move away from one-size-fits-all approaches and offer wellness programs that cater to the unique needs of each employee. However, this requires careful management of privacy and ethical considerations, ensuring that data is used responsibly and transparently.

The one-size-fits-all wellness program is dead. Employees don’t want your yoga sessions if they’re drowning in work. Time is the new currency, and companies that don’t offer flexibility are essentially telling their employees that their personal lives don’t matter. Flexibility will also be at the forefront of wellness and well-being offerings. In the future, time will become the most valuable asset, and companies will need to provide employees with options that fit their unique circumstances, whether that means flexible work hours, mental health support, or personalized fitness programs. The ability to choose how, when, and where they work will be crucial for employees seeking to balance their professional and personal lives.

Employer branding must accurately reflect the employee experience and work culture. As I often say, an employer brand needs to adhere to the “double A” principle: it must be both accurate and attractive. This means that the employer value proposition (EVP) should mirror the real employee experience while also appealing to the specific segments of the talent market a company aims to attract.

Thanks to advanced analytics and a deeper focus on understanding employees, we can now build a more accurate picture of what employees value. This allows companies to create EVPs that are not only rooted in reality but also compelling to top talent. It’s a shift from a sales-driven mindset of caveat emptor (“buyer beware”) to one where companies are held accountable for delivering on the promises they make in their branding—more akin to caveat venditor (“seller beware”).

About the author
Rares Man is a communications leader with nearly a decade of experience in strategy, brand, and HR communications. In his current role as Head of Internal Communications and Employer Branding at ABBYY, a global AI technology company, he oversees HR communications across 13 countries. His expertise includes strategic communications, employer branding, employee engagement, transformation and change communications, and brand building.

Previously, Rares has steered Employer Branding at Klarna, a leading FinTech company, co-founded a creative agency, and served as the Global Head of Marketing and Communications for AIESEC, a global NGO active in over 100 markets.