Who are the most desirable employers in Poland?

We talk to Aleksandra Trzcińska (Project Coordinator), Martyna Petrus (PR Specialist), and Iwo Paliszewski (CEE Marketing & Employer Branding Manager) from Antal Poland about the latest edition of the ‘Most Desirable Employer’ report.

Wiktor Doktór, Pro Progressio: Where did the idea for the Most Desirable Employer report come from and what is the story behind it?

Aleksandra Trzcińska, Antal: The idea was conceived 12 years ago and now we’re in the report’s ninth edition. Over the past eight editions we researched the market by asking specialists and managers active in the HR segment of the market to share their thoughts on the most desirable employers. What followed was a thorough analysis of specific factors impacting the answers provided. In the 2022 edition we changed our methodology and approach – on top of the answers provided by specialists we now opened some of the categories and allowed companies to come forward and apply to join our project. We then looked at and analyzed such companies by surveying their employees.

Iwo Paliszewski, Antal: I sincerely believe that from its very first edition our report was way ahead of the curve. Looking back 10 years from now, employer branding was not enjoying a high -profile or priority status. At Antal, we saw the need to research this area – both from the employers’ and employees’ perspective – and share our findings with the market.

Can we thus conclude that an employer focused on employer branding is the most desirable employer?

A.T.: External PR efforts and employer branding tell only part of the story of every desirable employer – it’s all about internal employer branding. What sets us apart from the rest is that we ask the employees of companies that voluntarily applied to join our project to evaluate their employers across a range of factors. We can therefore see firsthand just how crucial it is to treat your employees like genuine team members and friends we care for. This is the dominant trend that recruiters, headhunters, and HR experts we work with talk about.

Please tell us more about the research methodology and how you conducted the study.

A.T.: We started by inviting specialists, managers, and other stakeholders active in the HR industry to fill in a survey concerning the most desirable employers. Simultaneously, we reached out to companies that were invited to this project or applied themselves. We were open to speak to and research every company employing more than 50 people. We are very pleased with the overwhelmingly positive response and the trust placed in us by companies sharing their experiences. It was a really fascinating and inspiring collaboration

We then sent out questionnairescontaining questions on KPIs, types ofactivity, and employee benefits to eachresearched company and asked their HRdepartments to look into them. A mirror image of this survey was sent out tothe company employees at the same time – we asked them to assess the company’s activities from their point of view and thus give us a bit of an insider’s perspective.

This approach allowed us to put together a final mark composed from three separate perspectives – the market, the company itself, and its employees. High score in all three areas translated to a high overall position. On the other hand, companies which have not yet established a strong brand had

the opportunity to prove themselves in specific areas and categories, such as Care Leader during the COVID-19 Pandemic, Office Attractiveness Leader, etc.

I have to admit that working with the HR departments of companies active in these areas was a truly fantastic experience and you could really tell they were genuinely enthralled by the faith and involvement in activities designed and taken up by their employers.

What, according to your findings, characterizes the most desirable employers ?

Martyna Petrus, Antal: Business stability was the number one answer given by our respondents – 71 percent of them – when asked to name the key factor in making an employer desirable. Coming in at a close second was the opportunity to develop professionally, mentioned by 68 percent of people. A friendly work environment was the most important for 63 percent of respondents.

These answers and our conversations with recruiters and experts paint a picture that shows just how significant an employee-first culture really is. A top working environment and employees enjoying their roles within the organization translate to high levels of employee participation in co-creating the company culture – which, in turn, sets every company on a path of growth. This impacts what employees say about their employers on the Internet and share in social media, which obviously affects the company's image.

I.P.: Regarding this issue, let me just add that there was a certain discrepancy in how Employer Branding policy was assessed by employees and employers. Quite a few times we’ve had employers convinced their EB strategy is brilliant, whereas the employees were not exactly on the same page. This is just one aspect that shows there is still a lot to be done in this area.

Employer branding – what exactly does it entail? What do employers pay attention to, and what do employees care about?

I.P.: Much depends on the sector and the specific company. Despite moving forward, many companies still remain inactive or do very little within the EB area, while others offer high-end benefits. We have recently heard about cases like a company villa in Spain at employees disposal, or a company Workation (a place where employees can both work and rest) located in the Mazury region. These are a clear sign that employers are listening to and meeting the expectations of their employees in this area.

Unfortunately, at this point I’ve got to mention that the SSC and BPO industries often suffer from what I call fake Employer Branding. What often happens is that the company offers the proverbial Multisport card and a couple days of remote work, only to pat itself on the back for an EB strategy done well. Today, instead of a one-size-fits- -all strategy, personalization is a must, i.e. the company must fit their benefits around the needs of specific employees.

Shared service centers usually employ hundreds of people running similar processes, so this is a huge challenge for such entities.

Another area giving rise to numerous challenges is remote work. It started during the pandemic and many companies carry on with it to this day. We need solutions and ideas for building engagement and loyalty among employees we haven’t seen in more than two years, or for effective onboarding of those who have only ever met their colleagues and superiors via their laptop screens. Elements that were part and parcel of the office life before the COVID-19 pandemic – such as morning coffee chat or the arrival of the "sandwich delivery guy" – all contributed to making the office experience a pleasant one and made everyone feel energized for the day ahead. Now, many employees were simply sat alone at home. Employee wellness is yet another, increasingly important benefit we ought to mention at this junction.

The growing popularity of remote work means we are no longer talking about work-life balance but about work-life integration. Separating remote work from private life, where both quite often take place in the comfort of our home, is becoming increasingly difficult.

 Another interesting element intertwined with the above is the transition from a culture of presence to a culture of trust. Until very recently many managers have lived in a culture of presence, where the only proof that employees are working properly was seeing them sat in the office open space, on the phone or hosting a meeting. Today, however, we are shifting to a culture of trust where one doesn’t have to be physically present in the office to be considered a loyal and trustworthy employee. Some organizations still labor under a belief that if you’re working from home on a particular day then that’s not really a fulltime working day but something halfway between vacation and work. But that’s an old school approach we need to leave behind. Current and future managers alike must have this culture of trust embedded in them.

Coming back to the results – who scored best and why?

A.T.: A sound, strong, and proven employer brand is the common thread connecting the report leaders. Having a neat PR packaging and being a subject of many debates is nice, but it all needs to be road-tested. Our findings confirmed a widely-held belief that these are all really good companies. They scored very well among market experts, company HR departments and, most importantly, their own employees. This list includes many Polish companies which proves that on top of being a top place to work these companies are also consciously building a strong employer brand and company image.

Just how important certificates like the Most Desirable Employer really are? Apart from hanging the diploma somewhere in the office, are companies actually making use of such awards to reinforce their market standing?

I.P.: In marketing there’s a concept called Really Easy To Believe, or RETB in short.

An award for the most desirable employer is one such RETB – it immediately builds company standing regarding their employer branding efforts. It also encourages new candidates to apply.

Employers need official certificates confirming that, quite simply, they are doing a good job. When it comes to candidates, the biggest challenge is to build awareness and credibility of your ranking or contest, thus remaining ahead of the pack. I’ll use this opportunity to brag a little and say that Antal manager to build such credibility, which is a testament to the fact we’re constantly in touch with both employers and candidates.

M.P.: Representing Gen Z, I can confidently say that employees now entering the labor market do pay attention to things like certificates, CSR activities, as well as company values – such as their stance on diversity and inclusion or care for the environment. Young people are very sensitive to these things, so the fact that a company is considered the most desirable employer is certainly very important.

How long did it take to prepare this report? How much time passed between reaching the decision about preparing the report and having it all wrapped up?

A.T.: It took us 11 months in total. During that time we had to come up with an entirely new methodology and discuss it with a number of stakeholders:

HR experts, content supervisors in the areas of sociology, research methods, etc. Once we ticked off that part we started talking to the companies; however, another COVID-19 wave meant we extended the survey deadline. We were in touch with all stakeholders involved throughout this period and finally announced the results a few weeks ago. We’re already planning our next research which will build on the findings obtained in our previous studies.

 I.P.: I believe it’s worth adding that each employer that took part in the project received a set of individual guidelines and conclusions drawn from this study. Thus, the responses provided by employees go directly to employers and are to serve as a roadmap leading them to become even better at what they’re doing.

What do you believe are the key takeaways from this research?

I.P.: I believe the most compelling finding of this report is the employee wellness element we already touched upon. It’s certainly here to stay and it’s going to be one of the trends shaping the benefit and employer branding policy.

M.P.: One of the standout conclusions in my view is that every third specialist will reject a job offer if they don’t find the employer’s image and reputation up to their standards. Winning the Most Desirable Employer award unlocks talent attraction on a bigger scale as well as reduces costs associated with employee rotation or the recruitment process.

A.T.: I’d say that among the most crucial conclusions is that companies should not be afraid of such research in the future. It brings about a lot of positive energy and even companies that are not well-established top employers just yet also want to fight for it and win it. Studies like Antal’s Most Desirable Employer show that companies do a lot of good things, are great at doing these things really well, that they care or their employees – and ultimately, that this approach pays off. My hope is that next editions of our report will bring together even more participants!

Thank you for your time and this conversation. I’m already keeping my fingers crossed the next edition of your report will prove equally successful!

This article comes from magazine:
FOCUS ON Business #4 May-June (3/2022)