Employer branding

In an increasingly globalized and digitalized working world, companies face a variety of challenges when it comes to attracting, retaining and motivating qualified employees. These challenges range from an increasing shortage of skilled workers in certain industries to a growing need among employees for meaning and work-life balance.

Identification with a company is becoming more and more important, for employers as well as for employees. Statistics, surveys and studies show that young talent can no longer be convinced solely by salary, pension provision or free drinks.

They pay much more attention to the team spirit, the corporate culture and the values ​​of their employer. Life is short and those who can choose to spend most of their day in an environment in which he or she feels comfortable or in an environment with which he or she likes to identify.

We can support you on your way to becoming a LOVE BRAND that your employees love.

First, a clarification of terms here. Employer branding and employer value proposition (EVP) are two related, yet different concepts, both aimed at increasing a company's attractiveness as an employer.

Employer branding:

• Employer branding refers to a company's strategic efforts to develop, maintain and strengthen its employer brand.
• It includes all measures aimed at forming and communicating the company's image and reputation as an employer in order to attract potential applicants and retain existing employees.
• Employer branding includes various activities such as external communication (e.g. via career websites, social media, recruiting events), internal communication, employee engagement and development, and the creation of a positive company culture.

Employer Value Proposition (EVP):

• The employer value proposition is a central element of employer branding and refers to the unique offer that a company offers potential and existing employees.
• It covers all aspects of the working relationship between employer and employee, including company culture, working conditions, development opportunities, compensation and benefits.
• The EVP is aimed at meeting the expectations and needs of employees and convincing them that the company is an attractive employer.

Overall, it can be said that employer branding is the overarching concept that aims to design and communicate the employer brand, while the employer value proposition is a specific element of employer branding that represents the company's unique offer to employees.

There are now various measures in personnel marketing to convey values ​​and corporate visions. But how do you find out the core of the message as a company and how do you get to the point?

The basis for this is the so-called Employer Value Proposition (EVP for short). The EVP is the employer’s core message and value proposition to its employees. It describes what current and future employees can expect and expect from working in the organization. However, the EVP should not be confused with benefits such as compensation or vacation days. Rather, the focus is on the cultural level. What is the general work culture, the daily working atmosphere and the communication of the employees?

An employer value proposition is essential for every company; it captures the employer brand. What values ​​does your company stand for and how does it want to develop in the future? These questions are crucial to whether today's talents want to start or continue their careers in your company. In order to define the answers to this, employer branding is a central tool. The more individually formulated the EVP is, the more credible and stronger it is.

So that you as an employer become a love brand, we support and accompany you with our expertise in your “employer branding project” from goal setting to positioning development and analysis to creative implementation, thus ensuring a consistent employee experience.

A successful employer brand is made up of several key elements that together form a positive perception of the company as an attractive employer.

• Authentic corporate culture: A clear and authentic corporate culture is the foundation of a strong employer brand. The company values, traditions and way of working should be clearly defined and lived by the employees.
  
  
• Attractive working conditions: Flexible working hours, the ability to work remotely, generous vacation regulations, a pleasant working environment and a good work-life balance are crucial factors that increase the attractiveness of an employer.
  
  
• Development opportunities: Providing employees with development opportunities and career paths is important to promote their professional development and strengthen their loyalty to the company.
  
• Competitive compensation and benefits: Competitive compensation and additional benefits such as health benefits, company pension plans, employee discounts and bonus systems help to attract and retain employees.
  
• Innovative technologies and working methods: Providing modern technologies and promoting innovative working methods shows that the company is up to date and offers its employees the opportunity to work efficiently and productively.
  
• Transparent communication: Transparent communication between managers and employees creates trust and promotes commitment. Employees should be regularly informed about company goals, developments and changes.
• Diversity and Inclusion: Promoting diversity and inclusion in the workplace is an important element of a successful employer brand. Companies that foster a diverse workforce and create an inclusive work environment attract talented employees from diverse backgrounds.
• Employee engagement and participation: Involving employees in decision-making processes, encouraging feedback and the exchange of ideas, and recognizing and valuing achievements help to increase employee engagement and create a positive work atmosphere.
• Reputation and public perception: The public perception and reputation of a company as an employer are also important elements of a successful employer brand. Positive reviews on rating platforms, awards as a top employer and a strong presence in the media help to position the company as an attractive employer.

Actively cultivating these elements and continually developing them can build a strong employer brand that helps attract, retain and motivate the best talent.

In today's global labor market, it is becoming increasingly important for companies to position themselves as attractive employers in order to attract and retain qualified talent in the long term. A key element for success in this area is the implementation of employer branding projects. These projects are aimed at strengthening the employer brand and positioning the company as an attractive employer. Here are some proven strategies and practices for successful implementation of such projects:

• Analysis and Goal Setting: Before starting an employer branding project, it is important to conduct a thorough analysis to understand the current perception of the company as an employer and determine the goals of the project.
  
  This can be done through internal employee surveys, external market research and benchmarking with competitors.
• Development of an Employer Value Proposition (EVP): The EVP is the heart of a successful employer branding project. It defines the company's unique offer as an employer and includes aspects such as corporate culture, working conditions, development opportunities and compensation. Developing a compelling EVP should be based on a thorough analysis of employee needs and expectations.
  
  
• Internal communication and employee engagement: The successful implementation of an employer branding project requires the active involvement of employees. It is important to involve employees in the process early on, take their opinions and ideas into account and win them over as ambassadors of the employer brand. Clear and transparent internal communication about the project's goals and progress is also crucial.
  
  
• External communication and employer branding activities: In addition to internal communication, it is important to also communicate the employer brand externally. This can be done through targeted employer branding activities such as career websites, social media, recruiting events, employer branding campaigns and partnerships with educational institutions. The messages should be consistent and authentic and reflect the company's EVP.
  
  
• Measurement and evaluation: In order to measure and continuously improve the success of an employer branding project, it is important to set clear metrics and key figures. This can include the number of applications, employee retention, employee satisfaction and the perception of the company as an employer. Through regular measurement and evaluation, weak points can be identified and adjustments can be made to increase the effectiveness of the employer branding project.

Overall, the successful implementation of employer branding projects is a decisive factor for the long-term success of a company in the competition for talent. By building and maintaining a strong employer brand, companies can not only attract and retain the best talent, but also strengthen their competitiveness and ensure long-term business success.

Why employer branding with IQX?

We know: Consulting often ends where the actual change begins. That's exactly why we do more than just make smart recommendations - we take responsibility and implement them. From our many years of experience as management consultants, we know the challenges that companies face when it comes to not only developing strategies, but also successfully implementing them.

This is where our unique approach comes in: We not only offer in-depth analyzes and tailor-made concepts, but also accompany you through the implementation as interim managers. As part of your team, we work directly in your company, take on operational responsibility and ensure that changes really take effect.

Our advantage? We already know your business from an in-depth analysis, know the details and have an unbiased view of the existing structures. This enables us to act faster and more targeted. While other interim managers still have to understand the context, we are already in the middle of the action - with the knowledge of a consultant and the determination of a manager.

Our combination of consulting expertise and operational leadership ensures that we don't just talk, but act. We create clarity, provide guidance and get things moving while at the same time setting the course for long-term success. The end result is a company that is not only more stable, but also emerges stronger from the change.

Sustainability

Industrial competence meets climate protection expertise.

Implement together.

Create added value.

That is our motivation.

Together with our cooperation partner ClimatePartner, we want to enable a quick, cost-saving entry into this topic. For us, the calculation of the CO ₂ footprint, the development of the sustainability strategy as well as the actual preparation of the report and the release of the report by independent third parties represent only a first step.

Our expertise primarily lies in supporting your company in the development and effective implementation of decarbonization plans - including the necessary or possible building, machine and work-related measures. A successful decarbonization plan requires minimizing all waste within the company, which can often lead to an improvement in company results.

Sustainability considerations must be included directly in concept development or product creation. This is the only way to ensure future fulfillment of customer, market and legal requirements.

An important success factor in implementing a sustainability culture is to provide your employees with targeted information on this topic and to actively integrate them into implementation. We offer the necessary tools for this through our academy.

CSRD - the Corporate Sustainability Reporting Directive (CSRD)

The CSRD was enacted by European Union (EU) legislation on January 5, 2023 and requires EU companies - including EU subsidiaries of non-EU companies - to report the environmental and social impacts of their business activities.

CSRD reporting is based on the concept of dual materiality - this means that companies must report on both material impacts and financial impacts:

• Impact on materiality: Impact that companies have on sustainability issues (e.g. CO ₂ footprint, employee rights, respect for human rights, ...)
• Financial impact: Impact that sustainability issues have on companies' finances (e.g. liquidity, loss/profit, access to finance, risk, ...)

CSRD reports must be publicly available, and CSRD requires third-party review of all disclosures for completeness.

Image: Our approach to the holistic implementation of the sustainability strategy in your company

Which companies must comply with the CSRD?

EU legislation has prescribed the following step-by-step plan for companies in the EU with regard to reporting obligations on SUSTAINABILITY by financial year.

CSRD reporting standards and disclosure requirements

The CSRD reporting standards and disclosure requirements are governed by the European Sustainability Reporting Standards (ESRS). The ESRS describes which sustainability metrics and content must be reported by companies.

There are a total of 12 ESRSs that describe sustainability information in four categories:

• Category 1 – Cross-section: General principles and general information.

• Category 2 – Environment : Climate change, pollution, water and marine resources, biodiversity and ecosystems, resource use and circular economy.

• Category 3 – Social : Own workers, workers in the value chain, affected communities, consumers and end users.

• Category 4 – Governance : Business business.

Reporting of the “cross-cutting” standards as well as the ESRS E1 “Climate Change” and ESRS S1 “Own Workforce” is mandatory for all companies. All other standards must be reported if they are considered relevant for the company.

The ESRS basically includes the following topics:

Sustainability policy

Companies must outline specific policies related to a range of sustainability issues - environmental protection, employee treatment, corporate and corporate diversity, social responsibility, human rights, anti-corruption and anti-bribery - and describe the company's internal approach to tracking and enforcing these policies.

Sustainability goals

Companies must develop and report their sustainability goals, progress towards their goals and how these goals relate to a transition to a sustainable economy in general and to achieving net-zero emissions by 2050 in particular (such as the existing EU laws are established).

Value and supply chains

Companies must disclose their process for identifying the social and environmental impacts in their value chains and supply chains.

Sustainability risks

Companies must document the risk that various sustainability issues (e.g. climate change, fossil fuel use or dependency) pose to the company.

Get involved in the area of ​​corporate sustainability and actively contribute to sustainable development. Take the opportunity to find an efficient and cost-effective entry into this topic together with us and our partner ClimatePartner.

Our comprehensive approach goes beyond CSRD requirements. We not only offer support in calculating the CO ₂ footprint and developing the sustainability strategy, but also expertise in the rapid implementation of decarbonization plans from the product development process to the finished product.

Ensure legal compliance and strive for improvements. A corporate culture that promotes sustainability can support the environment and is also the key to long-term success. Are you interested in the comprehensive integration of a sustainability strategy? Then get in touch with us.

INTERIM MANAGEMENT - CONSULTING EMPOWERED

In today's fast-moving business world, companies must be able to respond flexibly and efficiently to challenges. Interim management has established itself as a valuable tool, especially when it is strengthened by in-depth consulting experience - more precisely, by consulting-empowered competencies that rely on systematic methodologies such as the IQX system . This system offers a well-thought-out and proven structure that enables interim managers not only to master business challenges, but also to achieve sustainable and measurable results. It is this systematic approach that consulting-empowered interim managers indispensable partners in critical company situations.

Founded as a consulting company, we have developed into a company that now uses extensive consulting know-how, mostly in the context of interim activities. In contrast to other providers of interim services, we are able to use interim mandates to professionally optimize your operational processes.

At the same time, we do not rely on a very large pool of experts, but rather on a team of more than 60 hand-picked personalities who can draw on our entire wealth of experience from 20 years of consulting work. The proximity of our headquarters to Eastern Europe makes us ideal for providing services there - over many years we have built up the necessary structures here and are continually expanding them.

In challenging times when internal resources reach their limits, interim management proves to be the optimal solution. Our interim managers temporarily take on various roles such as line functions, as project managers or as coaches. With their extensive specialist knowledge and many years of experience, they offer valuable support for companies that strive for sustainable change.

Our experts not only bring their specialist knowledge, but are also experienced in establishing sustainable structures. They work closely with organizations to understand their individual needs and develop tailored solutions. With their experience and commitment, they help companies overcome challenges and achieve long-term success.

Our customers mostly operate internationally, which implies that we also operate internationally for our customers. This is not just limited to the German-speaking area - we operate in other European countries, but also from Asia to Mexico.

Example areas of activity are:

• Restructuring of companies or functional areas
• Turnaround management
• Mergers & Acquisitions
• Project management
• Supplier Quality Assurance
• Supplier Supply Chain Assurance
• Saving projects in difficult situations
• Bridging vacancies for line functions
• Addition of professional competence
• Introduction of new technologies
• Operational excellence
• Cost reduction
• Downsizing of companies or parts of companies

Using an interim manager offers companies a variety of advantages that go beyond bridging leadership gaps in the short term. These experienced temporary managers are not only able to react quickly and effectively in crisis situations, but they also bring a depth of knowledge and experience that can make the difference in many cases. In a business world that is changing increasingly quickly and in which companies have to be flexible and adaptable, the use of an interim manager is often a strategic decision that ensures sustainable success. Key advantages that the use of an interim manager offers:

Interim management is used in a variety of corporate areas, often when a quick and competent management solution is required. Companies rely on interim managers to fill critical gaps when a manager suddenly leaves or when special expertise is needed that is not currently available in the company. Particularly in times of change or crisis, interim management is a proven means of ensuring that the company stays on track and that the set goals are achieved.

In the finance department, for example, an interim CFO can help ensure financial stability if the company is going through a restructuring or needs short-term external expertise to deal with a crisis. Especially in economically challenging times, when liquidity needs to be secured and costs need to be reduced, interim CFOs have the necessary experience to make well-founded decisions and strengthen the trust of investors and banks. Their role is also often crucial in company takeovers or mergers in order to make complex financial transactions run smoothly and to efficiently manage the integration of new parts of the company.

In the area of ​​production, interim management is often used when production processes need to be optimized or completely reorganized. An interim production manager not only brings fresh perspectives, but also has the necessary assertiveness to implement changes quickly and effectively. It ensures that production goals are achieved even in difficult times and at the same time the quality and efficiency of production is increased. This is particularly important in industries that are characterized by tight margins and high demands on production flexibility, such as the automotive or consumer goods industries.

Sales is another area in which interim managers are often used, especially when it comes to opening up new markets or optimizing existing sales structures. An interim sales manager can help you react quickly to changing market conditions, develop new strategies and immediately put them into practice. It is often used to support the company during a period of growth, launching new products or driving geographical expansion. His experience and network make it possible to achieve sales goals efficiently and to optimally position the company strategically.

In the area of ​​IT and technology, the use of interim managers is particularly in demand when technological upheavals are imminent or comprehensive digitalization projects need to be implemented. An interim CTO not only brings technical expertise, but also the ability to lead teams and successfully manage complex projects. It plays a key role when it comes to modernizing the IT infrastructure, implementing new software solutions or driving forward the company's digital transformation. In an increasingly digital world, his role is crucial in making the company future-proof and maintaining its technological edge.

Interim management is also a proven means of ensuring the necessary leadership skills in times of change or staff shortages. During a restructuring phase, for example, an interim HR manager can ensure that the change is successful not only organizationally but also culturally. He brings with him the experience to accompany complex change processes, to take the employees with him and at the same time to ensure that the company retains its attractiveness as an employer. An experienced HR interim manager is invaluable, especially in phases in which quick decisions and changes are necessary.

Overall, it shows that interim management can be used in almost all areas of the company to overcome special challenges, fill gaps and lead the company through difficult phases. Whether in the finance department, production, sales, IT or human resources – interim managers have the necessary expertise and flexibility to achieve sustainable results in a short time. They are not only crisis managers, but also designers and implementers who strategically advance the company and keep it on the path to success. In an increasingly complex business world, they have become indispensable partners, supporting companies at crucial moments and ensuring that changes are not only planned but also successfully implemented.

Daily rates between 1,100 € and 2,000 € and this “full-time” – over several months – many a financial manager has beads of sweat on their foreheads. From their perspective this may also be understandable. However, the use of interim managers is often essential because demographic change has already fully begun in most companies. Experts in specific specialist areas - with leadership experience, empathetic, highly communicative and fully flexible for the geographical area of ​​operation - this is how the wish list of the employees required for the future of your company reads. Unfortunately, this target image is increasingly resembling an unrealistic ideal that can hardly be found on the open labor market anymore. From our experience, more and more experts with relevant skills only want to use them temporarily in jobs (temporary mandates) with high energy and also want to have the time and freedom to regenerate after a mandate. In addition, the “TOTAL COST of OWNERSHIP” is also required for such business cases.

Consideration: Immediate availability and therefore no loss due to understaffing, no additional wage costs, no bonuses, no fees for staff hunters, no termination costs, deployment “on demand” and much more are important aspects when deciding “Search for permanent employment” vs. “Interim -Management".

Anyone who has ever actively dealt with the topic of interim management knows about the costs that come with hiring a highly specialized temporary manager. If you ask managing directors who have already gained experience working with renowned interim managers, it quickly becomes clear why this working model, which is already established in many European countries, is becoming increasingly apparent.

You pay two to three times as much for an interim manager compared to equivalent employees - if you can find them. This is clearly put into perspective with well-known arguments such as unpaid sick leave and vacation, higher work performance and immediate availability, but it is still only the tip of the iceberg. Interim managers are usually highly networked high potentials with good, personal contacts at all management levels in pretty much any area that is potentially of interest to the client. New suppliers with an excellent price/performance ratio, reliable planning partners, public service providers such as service centers in the university sector or decision-makers at authorities are just a few examples of the numerous new contacts that you more or less buy with your commitment.

Birds of a feather like to socialize” is a saying but also a fact that applies particularly to managers who, thanks to their communicative nature, are in regular contact with each other and quickly make new contacts. Although their experiences are very diverse, reputable interim managers are usually only active in a small niche, but they have experts in their environment for almost every subject area at hand in order to be able to solve cross-departmental challenges quickly and competently in tricky situations - often without additional costs for the client.Consulting companies with a network structure have the greatest leverage over interim providers or the numerous lone wolves, as personal exchange is the order of the day thanks to the constant team members and the friendly relationship.

This means that even the most complex problems can be analyzed competently and resolved in the best possible way in the shortest possible time. And if someone doesn't make it? – the next morning the team of experts is personally at the door and steers the sailing boat safely into the harbor, even in the worst of storms. Especially in difficult situations, the question is not whether you have costs or not, but only whether you pay before or after and to whom. However, if the decision is made beforehand, there is a real chance of not only minimizing the costs, but also converting them into a profit through the added value that an interim manager passively brings with them, because: An interim manager rarely comes alone.