Employer branding helps companies stand out within a saturated market while retaining their current human resources and attracting new ones. It serves to unite existing and address incoming employees using a positive methodology, emphasizing constructive sincerity, and providing a connection by accentuating the good and recommending improvements where needed.


Employer branding and experience rest in the company’s culture and strategy. Establishing, maintaining, and building upon an employer’s experience depends on 3 steps: identifying and implementing the employer brand (EB), the employer’s promise (EVP), and outlining projects for expanding upon the employer branding and experience. 


  • Analysis of current HR and communications and alignment with the company’s strategy
  • GAP analysis and starting points for formulating an EB
  • implemented EB
  • Determining employer promises (EVP)
  • Individual EVP elements: slogan, core message, primary attributes
  • Guidelines for visual brand identity
  • Project list and timeline for constructing and managing the EB (HR, communications, marketing)
  • Annual strategy – priorities, timeline
  • Itemized cost assessment
  • EB KPIs and method of evaluation

Employer Branding

Employer branding is based on the challenges of employee retention: reducing churn, increasing productivity, amplifying creativity, and making employees more loyal and connected; it also deals with attracting new employees: reducing the cost of new employment, increasing the amount of recommendations and subsequent applications.

Employer branding helps companies decide how to stand out within a saturated market. During the identification step, we seek to understand why employees choose to remain at a company and what attracts new ones, which is why we analyze the available data, combing through employee interviews and focus groups, ultimately combining to form the GAP analysis.

The second step includes producing the employer brand (EB) and employer promise (EVP, which are formulated in step with the company’s culture and strategy, and which lean on the values of everyone working at the company.

The third step outlines projects aimed at constructing the brand and managing the employer’s experience in terms of existing employees’ levels of dedication, of the EB itself, of attracting new employees, and of actually employing them.

The project’s conclusion leaves open the option of a fourth step, namely of analyzing KPIs and managing set objectives.

“An employer’s brand is like glue. It unites existing and attracts new employees. It helps us communicate the company’s values, business strategy, and roadmap for the future. It unites people with a positive methodology and an emphasis on constructive sincerity about what is good and what needs improvement, which we then act upon with concrete measures. The process of constructing an EB actively engages employees, as it is precisely their opinion and contribution that counts the most. We care about what they think, and we endeavour to abide by it.” – Melita Joželj Nose

Herman Interno Web Grafika Znamcenje 50
Herman Interno Web Grafika Znamke 100
Herman Interno Web Grafika Vizijaposlanstvo 100

An employer’s brand is like glue. It unites existing and attracts new employees.“

Melita Joželj Nose
73 %

of those seeking employment investigate the company’s image and reputation before applying.

54 %

of those seeking employment maintain that the company’s image and reputation constitute an important factor when choosing employment.

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