It feels like we’re in a constant state of flux, doesn’t it? Whether you’re grappling with a merger, navigating a complex restructure, or pushing through a digital transformation, change presents both huge opportunities and some very real headaches. Amidst all this, one of the most critical assets often gets side-lined: your employer brand. How your own people, potential talent and the market see you as an employer can genuinely make or break your change initiative. When you manage it with skill, your employer brand becomes your most powerful tool for building trust and, crucially, keeping your best people right where you need them. But what does that really look like on the ground?
Why your employer brand really shows its mettle in a crisis
Let’s be clear; your employer brand is simply your reputation in the talent market. It’s the sum of everything you do, from your stated values and your real culture to the day-to-day experience of your employees. When significant change arrives, this reputation faces its ultimate test.
In times of uncertainty, trust is incredibly fragile. Your people will naturally be worried about potential redundancies, trying to decipher new leadership priorities, or just feeling unsettled by the ground shifting beneath them. This anxiety doesn’t just stay within your four walls. You can be sure that prospective candidates are watching very closely, judging how you handle turbulence before they’ll even think about joining. All the while, the culture you’ve so carefully built is at risk of fracturing unless you get on the front foot, reinforcing what you stand for with clear, consistent communication.
The stakes for retention have never been higher. Your top performers always have options, and if they sniff instability or feel they’re being kept in the dark, they will start looking. A strong, transparent employer brand makes people feel informed and valued, even when the path ahead isn’t perfectly clear. So, what are you doing right now to protect your organisation’s reputation as this change unfolds?
1. Get your internal story straight
Before you can even think about managing external perceptions, you must have a clear and compelling story to tell your own people. This is the time to ditch the corporate jargon and embrace genuine transparency. Your employees need to understand the ‘why’ behind the decisions, not just be told what is happening.
You need to connect the dots for them, linking the disruption of today with the organisation’s long-term vision for tomorrow. Help people see past the immediate chaos to the future possibilities. It’s also vital to acknowledge their anxiety. There’s incredible power in just saying, “We know this is unsettling, and it’s perfectly normal to feel that way.”
Most importantly, equip your line managers. They are on the front line of this change. Give them consistent messaging and prepare them for the tough questions they’ll inevitably face. When everyone is telling the same, honest story, you build confidence instead of confusion. Have you thought about what resistance might look like in your organisation and how you will address those concerns directly?
2. Conduct a reality check: where do you actually stand?
It’s an old cliché, but you can’t improve what you don’t measure. Before you adjust your employer brand strategy, you need a candid snapshot of how it’s perceived right now. Employee surveys and small focus groups will give you invaluable internal feedback, while a trawl through Glassdoor or Indeed will reveal the external views you might not otherwise hear.
Ask yourself honestly: does our Employee Value Proposition still hold true? Is what we’re saying internally aligned with our external recruitment marketing? This audit gives you a baseline, showing you what’s working well and what needs urgent attention. For any of us, this is about building a strategy on solid data, not on assumptions or wishful thinking.
3. Master the art of continuous communication
During a period of change, the frequency of your communication is just as important as the quality of its content. Regular updates, even if it’s just to say there’s no new information yet, are brilliant for reducing rumour and speculation. You must also create genuine two-way channels, like forums or Q&As, where people can ask difficult questions and share feedback without fear.
Remember that one size does not fit all. Your frontline staff have very different concerns from your senior leaders, and new joiners need a lot more context. You have to tailor your messages and your delivery channels. And nothing beats visible leadership. When senior leaders show up, whether in town halls, on video, or in open Q&A sessions, their transparency sets the tone for the entire organisation.
Consistency builds trust, but only when it’s underpinned by honesty. Never make promises you can’t keep, and always follow through on your commitments. Which channels are you using at the moment, and are they genuinely reaching everyone who needs the information?
4. Anchor people with familiar values
When everything else feels like it’s in flux, people look for anchors. This is where your organisational values and culture become absolutely essential. Don’t just talk about them; actively highlight stories of employees who are living those values through the transition. Make a point of recognising individuals and teams who are supporting the change, especially those going the extra mile.
Take another look at your mission statement. It’s a powerful tool for reminding everyone why your organisation exists and what makes the work meaningful beyond the day-to-day tasks. This focus helps maintain team spirit and pride, even as roles and structures evolve. How are you celebrating the small wins during this period of transition?
5. Refresh your external presence
If your organisation is evolving, your external employer brand must evolve with it. It’s time to update your careers page to ensure the messaging, the imagery and the employee stories all reflect your new direction. Your job descriptions need a refresh too, so they accurately describe the roles, culture and growth opportunities as they are now.
You can use platforms like LinkedIn and even Instagram strategically to share behind-the-scenes progress, staff experiences, or messages from leadership. On review sites, it’s wise to acknowledge recent changes and actively invite feedback. That kind of openness signals confidence and credibility to potential new hires.
And don’t forget your main website. Nothing undermines your message of progress more than an outdated site. These updates aren’t just cosmetic; they create a consistent and compelling story for anyone considering joining your team.
6. Invest in your people’s experience
Your current employees are, without a doubt, your most powerful brand ambassadors. How they feel and what they share with their networks has a profound impact on how you’re perceived externally. Change is inherently stressful, so make sure you’re offering genuine mental health support, perhaps through counselling services or extra wellbeing resources.
Where possible, actively involve your people in shaping the new reality. Invite their feedback, ask for their ideas, or create working groups to tackle specific parts of the transition. You also need to invest in their development, particularly with upskilling programmes or career coaching for those whose roles are changing.
Finally, recognise milestones along the way. Celebrating team achievements or simply acknowledging progress provides a much-needed morale boost. When your people feel heard and supported, they become your authentic advocates. What support systems do you already have in place for your employees navigating this change?
7. Think beyond the immediate changes
Real organisational change is rarely a quick fix. Meaningful transformation can take months, sometimes years, so your employer branding strategy needs to have stamina. It’s helpful to map out your branding journey in phases, tailoring your messaging for each stage of the process.
Keep an eye on key metrics like employee engagement scores, offer acceptance rates, or your Glassdoor rating to gauge your progress. You also need to keep telling positive stories long after the major upheaval has settled. Share team wins, showcase new leadership initiatives, or highlight improved policies. This shows an ongoing commitment to the employee experience.
Sustained effort is what ensures your employer brand remains strong and relevant long after the dust settles. This isn’t a sprint; it’s a marathon that demands consistent focus and adaptation.
Learn from organisations that got it right
It’s always useful to look at companies that have navigated significant change well. John Lewis Partnership, for example, maintained exceptional transparency during major restructuring while reinforcing its unique employee-owner culture. Unilever consistently used its purpose-driven brand to guide operational changes tied to its sustainability mission. And Monzo Bank worked hard to preserve its human-centric brand voice by using active employee feedback loops during its period of rapid growth.
Studying organisations that share your values or are facing similar commercial pressures can provide some brilliant insights. The art, of course, lies in adapting those successful strategies to fit your own organisation’s unique culture and circumstances.
Making it work for your organisation
Your employer brand isn’t just marketing fluff or a recruitment brochure. It is the lived, daily experience of your people and the stories they choose to tell about your company. During a period of significant change, authenticity, empathy and relentless communication become your most valuable assets.
Begin with a clear internal story that acknowledges the challenges while painting a compelling vision for the future. Audit your brand perception to get a true starting point. Communicate with transparency and frequency across every channel you have. Use your core values as an anchor to provide stability. Then, make sure your external presence reflects the journey you’re on. Above all, support your people with genuine investment in their wellbeing and professional development.
Learning from others is smart, but remember that every organisation’s journey is different. Proactively managing your employer brand through change isn’t just good HR practice; it’s absolutely essential for your future success and an investment that will pay dividends for years to come.
