Recruiting
Building an Employer Brand: Attract Right Talents Through Authenticity
Marlen Kothen
on September 11, 2026 • 4 min. reading time
In this episode of "von HR für HR" ("By HR for HR"), industry expert Felix Hegger explains how companies can build an authentic employer brand, which KPIs really matter, and which steps lead to success even on a tight budget.
What Building an Employer Brand Really Means
Before taking any operational steps in building an employer brand, it is essential to establish a solid foundation. This foundation is built on a strategic approach to employer branding. Without such a foundation, any subsequent recruiting efforts will simply fizzle out in the market without making an impact.
About Felix
Felix Hegger brings over 15 years of experience in HR marketing. After training as a recruitment specialist and earning a degree in Media and Communication Management, he now works as a management consultant. He is also responsible for the platform Wenju. His key areas of focus include employer branding, HR marketing, and recruitment.
Unlike traditional marketing for products or services, building an employer brand is not about marketing an offer to the outside world. Instead, the focus is on an honest assessment of the status quo and an analysis of the company’s internal reality.
The Four Core Questions of Internal Analysis
To place their employer brand on a solid foundation, companies must thoroughly analyze the following aspects:
- Identity: Who are we as an employer?
- Values & Positioning: Where do we currently stand, and what do we embody?
- Employee Relations: How do we treat our employees internally?
- Internal Structures: How are we set up internally?
Accurately Tracking Success and Hidden Costs
Measuring the return on investment (ROI) of HR marketing activities poses a challenge for many companies. While direct expenses are usually transparent, the bigger picture often remains incomplete. Looking solely at the budget is not enough for a valid performance measurement—the key lies in analyzing the entire recruitment and employee lifecycle.
The Practical Reality: Known Expenses vs. Hidden Costs
Most companies are fully aware of their direct monetary expenses. However, the phases before, during, and after a job posting are frequently overlooked:
- Known Metrics: The directly invested marketing budget (e.g., spending on individual job postings or social media campaigns) is generally well known.
- Neglected Lifecycle Factors: There is often a lack of visibility regarding the duration of vacant positions, the length of the onboarding process, and the subsequent tenure of employees (including the risk of early turnover due to a misalignment of expectations).
- Unaccounted Upstream Effort: The time investment required prior to launching a campaign is difficult to quantify in monetary terms and is rarely calculated.
At the end of the day, a vacant position costs significantly more money than any recruiting campaign.
These unaccounted-for factors often represent the largest cost drivers. When tasks are left unaddressed due to a lack of capacity, or when revenue opportunities are lost, it creates a heavy financial burden for the company.
SMART Goals and Relevant KPIs for Everyday Practice
In the digital space, a wide array of measurement tools is available. To make meaningful use of them, companies must first establish SMART goals, from which the appropriate key performance indicators can be derived:
| KPI / Method | Scope & Insight |
|---|---|
| Impressions & Relevance | Measures the baseline visibility and perception of a campaign or initiative. |
| Bounce Rate | Gauges interest in job postings and serves as an indicator for necessary optimization. |
| A/B Testing | Direct comparison of two ad variants to determine which delivers stronger performance. |
When Does External Help Make Sense?
In medium-sized businesses (SMEs) in particular, HR professionals often manage hybrid roles that span employee satisfaction, onboarding, and recruiting. When the workload expands beyond internal capacities, bringing in external help makes complete sense.
When a Service Provider Can Help:
- To relieve internal capacities when pursuing specific growth targets.
- To serve as an impartial third party (a "fresh set of eyes" from the outside) to challenge existing structures and resolve tension.
What Should Not Be Outsourced:
- An agency cannot act as a "firefighter" if internal issues persist. Living the company culture and internal communication must unequivocally be driven by executive leadership and the employees themselves.
Do’s and Don’ts of Building an Employer Brand
Do’s:
- Prioritize honesty: Only present what the company actually delivers.
- Targeted audience analysis: Select platforms strictly based on data and research for your target audience.
- Leverage employees as brand ambassadors: Actively involve your own workforce in employee advocacy and referral programs.
Don’ts:
- Mindlessly copy trends: Avoid jumping on formats (like employee dance videos) that don’t align with your company identity.
- Outsource corporate culture: Never try to pass off responsibility for living and shaping company culture to an external agency.
- Ignore hidden costs: Avoid looking solely at the advertising budget while ignoring open positions and onboarding timeframes.