How To Engage Your Leaders for Successful Employer Branding

A note for Employer Branding, HR, or Marketing professionals who are after impact

When it comes to building a successful reputation as an employer, leaders play a much bigger role than they might realise. We know that employer branding efforts that truly work must go beyond promoting a perfect, ‘fun’ external image, focusing on building a consistent leadership culture that reflects the organisation’s values. Therefore, engaging leaders at every level of the organisation can be a game changer for mastering any talent attraction, engagement and retention challenges.  

Here are four ways to get leaders involved in the employer brand development and execution.  

1. Clarify their role in role modelling the organisation’s values 

Never assume leaders understand the impact of their behaviour on the wider reputation of the organisation as an employer. 

Building an employer brand is not just a job that belongs to the HR or Marketing – we know that needs to it start from the top. Leaders who act in line with the core values set the tone for the entire organisation, shaping how it is perceived both internally and externally. 

Ultimately, if leadership isn’t living the brand, no marketing campaign or HR initiative can make up for this.  

• Educate leaders about the importance of serving as role-models and brand ambassadors, making it easy for employees to follow their example 

• Coach leaders to demonstrate desired behaviours in everyday interactions, not just during high-stakes decisions 

• In workshops and one-on-one interactions help leaders reflect on their role in building the employer brand. Ask questions like: “What do you want to be known for as an employer?” “How are you contributing to that vision through your daily interactions?” 

2.  Equip them with the right tools  

Leaders need brand-specific material and tools to consistently lead with the brand in mind. 

Many leaders didn’t climb the corporate ladder due to their people skills or understanding of brand beyond logo, so coaching them in engaging differently can be transformative.  

The material and tools that leaders are coached with need to be tailored for your organisation in a way that conveys something about who you are. Off-the-shelf training will not support leaders in being the best brand ambassadors they can be.  

This will create a unified leadership culture and ensures all employees align with and reflect the same behaviours, strengthening the overall internal and external employer brand, and gaining competitive advantage. 

• Provide leadership training that serves as a tool to reinforce behaviours aligned with company values 

• Equip leaders with talking points, training, and resources to help them integrate employer branding into everyday conversations. For example, if critical thinking is a core value, you can tap into how the organisation supports employees in thinking critically 

• Use leadership development programmes as a tool to cultivate desired behaviours. Be intentional—don’t rely on ad hoc or off-the-shelf models. Tailor programs to address skill gaps while reinforcing behaviours that bring the organisation’s values to life. 

3. Involve them throughout your employer branding initiatives planning 

Allow leaders to own decisions related to initiatives that will influence the overall reputation of the organisation as an employer.  

A common mistake is involving leaders too late in the initiative, or simply asking them for budget - treating them as figureheads or passive stakeholders rather than key contributors. In this scenario, it is no surprise they are unable to be the best sponsors or ambassadors. By involving them from the get-go, leaders will be more invested in engaging and promoting that initiative because they were part of creating it. 

• Invite leaders to the initial brainstorming sessions, not just to sign off approvals 

• Organise workshops they can join to gather feedback early on 

• Use info sessions to clarify how their contributions directly tie into the organisation’s broader strategic objectives, securing leadership buy-in. 

4. Enable them to become active brand ambassadors 

Good collaboration between HR and Marketing efforts may create a great employer brand—but active leadership takes it to the next level 

Employer branding isn’t something you can simply throw money at and expect results—it needs leadership engagement. Without leadership buy-in, even the best marketing efforts will fall short. Leaders are more likely to commit if they understand the broader impact on creating a visible, authentic, and sustainable employer brand.

• Help leaders understand the “why” behind employer branding and how it contributes to the organisation's long-term, financial and reputational, success. 

• Support leaders in communicating how their teams input contributes to the organisation’s overall success, and the importance of reaching organisational goals in a way that is aligned with the organisation’s values. 

• Provide regular updates and resources to equip them with the tools they need to confidently communicate and embody the employer brand, ensuring consistency at every level. 

In sum up, 

Engaging your leaders in employer branding is not just a “nice-to-have”—it’s essential to creating a brand that resonates both internally and externally. By clarifying their role, equipping them with the right tools, involving them in key initiatives, allowing them to bridge HR and Marketing efforts, and making them brand ambassadors, organisations can create a strong, authentic employer brand that not only attracts top talent but also retains and engages the right people, ensuring the organisation’s values and culture are upheld at every level. 

The main insights in this article are based on the keynote I delivered on Friday 4th, October, about the role of leadership in employer branding as part of the Empple Festival 2024: how to HUMAN at work