Recruiting vs. Retention

The competition for talent is tougher than ever. Companies are faced with the challenge of attracting qualified specialists and retaining them in the long term. In uncertain times, marked by economic crises and a shortage of skilled workers, the importance of retention is often underestimated.

But this is precisely the key to the sustainable success of employer brands. We show you the differences between recruiting and retention. And how employer branding can combine both.

Recruiting aims to attract new employees – with job advertisements, social media campaigns or OOH flights. The goal is to position the brand as an attractive employer and reach as many potential applicants as possible.

Challenges in recruiting:

High costs:
Recruiting requires significant investment in advertisements, platforms and human resources.

Time consumption:
The process from initial contact to hiring can be lengthy.

Competitive pressure:
The ‘war for talent’ makes it difficult to stand out from other employers.

A strong employer brand can help here: brands with a clear employer value proposition (EVP) – i.e. a compelling value proposition – have been shown to attract more qualified applicants and reduce the time it takes to fill vacancies.

But what happens after hiring?

While recruiting focuses on getting people on board, retention aims to keep employees in the company for the long term. Emotional attachment, corporate culture and individual development opportunities play a central role here. Open and reliable communication is also crucial. After all, if you want to retain people, you have to keep your promises.

Allen & Meyer’s commitment model offers an initial scientific introduction to the topic, distinguishing between three types of employee retention:

Affective commitment – Emotional attachment. Employees identify with the company’s goals and feel valued.

Normative commitment – Commitment based on a sense of duty, often characterised by loyalty or cultural values.

Continuous commitment – The bond formed by cost-benefit considerations, for example due to a lack of alternatives or financial obligations

that affective commitment in particular is crucial for performance and engagement. Employees with strong emotional ties are more motivated and productive than those who stay only out of a sense of duty or necessity.

Only when employer branding goes beyond recruiting and specifically integrates retention measures does it increase the affective commitment mentioned above:

1. Promote flexibility.
Setting targets and involving employees in decision-making processes strengthens their independence and satisfaction. At the same time, tools such as flexible working time models, home office options or a cafeteria system for additional benefits can express appreciation.

2. Strengthen corporate culture.
An open communication culture and appreciation are essential for affective commitment. Managers should act as role models and actively exemplify corporate values.

3. Enable development.
Employees stay with a company longer if they see prospects for the future – in the form of training opportunities, mentoring programmes and clear career paths.

4. Promote loyalty.
Companies can make their values tangible through targeted storytelling. Stories about shared successes or the company’s vision create identification and pride – key elements of affective commitment.

Recruiting and retention differ in terms of objectives, focus, time frame, costs and impact. Our overview shows exactly how.

Recruiting is important – but without retention, it remains inefficient. High turnover not only costs money, but also damages the company’s image. Effective employer branding combines both aspects: it attracts talent and retains it in the long term – through a positive corporate culture and individual development opportunities.

At Schindler Parent, we are happy to support you on your way to becoming a strong employer brand – from developing an authentic EVP to recruiting campaigns and employee retention measures.

1. Analysis
· Desk research & analysis of data (including competition)
· Qualitative interviews: internal and external target groups
· Kick-off workshop: discussion of results, definition of KPIs and goals, identification of corporate values

2. Strategy
· Development of unique selling points
· Development of employer value proposition
· Development of an integrated communication strategy

3. Creation
· Textual and visual campaign concept
· Derivation of possible measures, including channels Campaign management
· Precise definition of measures based on the strategy

4. Implementation
· Derivation and adaptation of the campaign to possible additional channels and formats
· Evaluation of campaign effectiveness in terms of brand and margin
· Continuous optimisation of effectiveness

Contact us for a no-obligation consultation. Together, we will develop an employer branding strategy that not only attracts talent but also retains it – making your employer brand fit for the future.

A strong employer brand has two major advantages: it attracts talent and retains it. That is precisely why successful B2B brands rely on consistent employer branding. Do you?