Employer branding and attraction tactics in UK government departments

Why employer branding & attraction strategies matter for UK government departments

The remainder of 2024 represents a critical year for the UK government, as it prepares for a general election amid a challenging economic and social context. To secure the best talent to run public services, in this year as much as any, government departments need to pay attention to their employer branding and attraction strategies, which can enhance their attractiveness and efficiency as potential employers.

Attraction strategies are the way organisations reach and engage potential candidates in the labour market. They are the process and methods that the government uses to attract talent, using various channels and platforms to showcase its employer brand and talent proposition. Like with other organisations, a smart attraction strategy helps government departments target and connect with the right talent, at the right time, and in the right way.

Employer branding and attraction strategy are important because they influence the perceptions and behaviours of candidates and employees.

A positive employer brand and attraction strategy can help departments to:

1. Attract more and better quality applicants, reducing the time and cost of hiring.
2. Retain and engage existing employees, reducing turnover and increasing productivity.
3. Enhance their reputation and image, building trust and confidence among stakeholders and the public.

To develop a strong employer brand and attraction strategy, departments need to follow some best practices and insights from the industry.

A few tips:

• Define your employee value proposition (EVP), which is the unique set of benefits and opportunities that your organisation offers its employees in exchange for their contribution and performance. The EVP should be aligned with the government’s vision, mission, and values, and reflect its culture and purpose
• Communicate the EVP effectively and consistently across all touchpoints, using a clear and compelling message and tone of voice that resonate with the target audience. Using a variety of channels and platforms, such as websites, social media, events, and referrals, to reach and attract potential candidates will be essential to establish a brand’s reach
• Measure and evaluate the impact and effectiveness of the employer brand and attraction strategy, using data and analytics to track and analyse key metrics, such as awareness, perception, engagement, and conversion. Departments should also collect and act on feedback from candidates and employees, to identify and address any gaps or issues
• Leverage technology, such as artificial intelligence, online platforms, video and virtual reality, to streamline and optimise attraction processes, as well as access a wider and more diverse pool of talent. Technology can also help reduce bias and enhance diversity in attraction decisions, by eliminating human errors and prejudices
• Partner with experts, such as employer branding agencies, and educational institutions, to access specialised knowledge and skills, as well as tap into wider networks and audiences, to enhance the attraction strategy.

A Pioneer in Employer Branding and Attraction Strategy

One example of a government department that is leading the way in employer branding and attraction strategy is the Home Office, which works to build a safe, fair and prosperous UK. The Home Office has a dedicated careers website that showcases its employer brand and value proposition, as well as its diverse and inclusive workforce, culture, and roles. The website also features a variety of content, such as search jobs, applying, and our roles, to reach and attract potential candidates. The Home Office and TMP Worldwide have worked together to develop and communicate the Home Office’s employer brand and attraction strategy, using innovative solutions to create a more immersive and engaging experience for candidates.

Future focus on skills:

The most sought after talent groups for 2024 across departments, are those that can help the government deliver its ambitious agenda of modernisation, transformation, and innovation, as well as address the challenges and opportunities of the 21st Century. These include:

• Senior leaders, who can lead and manage a modern, multi-skilled, and diverse Civil Service, and prepare well for the upcoming election. The government has committed to make senior ranks smaller and more skilled by developing a brand new Senior Civil Servant Strategy
• Digital, data and technology professionals, who can design, develop, and deliver user-centric, secure, and resilient digital and data services, and leverage technology to improve the efficiency and effectiveness of the government’s operations and outcomes
• Policy professionals, who can analyse, advise on, and implement policies that address the complex and cross-cutting issues that affect the UK and its citizens, such as climate change, health, security, and trade
• Project delivery professionals, who can plan, manage, and deliver large-scale and high-impact projects that support the government’s priorities and objectives, such as infrastructure, defence, and transformation
• Analysis professionals, who can provide evidence-based insights and solutions to inform and support the government’s decision-making and delivery, using various methods and tools, such as statistics, economics, operational research, and social research.

By paying attention to their employer branding and attraction strategies, departments and arms-length bodies can boost their chances of attracting and retaining the best talent that delivers great public service, and prepare for the upcoming election with confidence and competence.