Is There a Pattern in Employee Expectations?

As “quality of leadership and management, “culture,” “pay & benefits” and “growth & development opportunities” are considered to be most important factors within the employment deal for a vast majority of high-performing employees, is there any pattern in these? Research shows that “Culture” and “leadership and management” are factors that prove to be significantly correlated to each other. Employees who have great interest in culture tend to have high expectations in the quality of leadership and management. A culture that is neither well developed nor aligned with the company’s leadership and management practices is unlikely to appeal to a high performer.

Priorities of Employers of Choice
Employers of choice have built much of their standing on their reputation as “exciting places to work.” They regard their reputation as an essential part of their employer brand and tout
this image among graduating classes and in the job market. But there is more to their success than mere smart publicity campaign. The brands of the employers of choice have much higher
congruence with the employment deal expectations of their high performers. This holds especially true for the high quality of their “culture” and the good quality of their “leadership and management.” Most companies only partially meet the expectations of their most valuable employees. Answers to the following questions can avoid such a mismatch. They build a basis on which an employer brand can be built successfully:
• What types of employees are fundamental to the success of the business?
• What do the high-performing employees expect from the company?
Answering the above questions enables the employer to build a brand that reflects its business and culture and is attractive to targeted employees. Besides the company needs to share and live the brand. The employer brand may not remain a secret for HR professionals, but should be widely disseminated and shared within and outside the company. The employers of choice have proven that well-developed employer brands help attract and retain talent. A strong employer brand shows what a powerful means of differentiation an employer branding can be. It can be thus be concluded that a remarkable reputation, perception and image in the job market builds on both the attractiveness in factors that are of fundamental importance to high performers as well as elaborate efforts, which make this attractiveness visible in the job market.
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