The 2025 Playbook for Employer Branding
Today, job candidates assess the suitability and opportunities of a prospective workplace as much as employers assess these candidates for their capabilities and potential in a role.
Employees are also increasingly looking to align their personal values with their employers'. For instance, a Deloitte survey from last year found that 77 percent of Gen-Z believe it's important to work for organisations that share their values. It is no longer the case that young generations form an opinion of a company based just on its products or services. Instead, ethical practices, commitments to diversity, equity and inclusion (DEI) and social impact are also taken into account.
What's more, salary is still top of mind for younger generations entering the workforce in a turbulent macroeconomic climate. However, a separate Deloitte study shows that, given the choice of accepting a better-paying but boring job versus one that was more interesting but doesn't pay as well, Gen-Z was fairly evenly split over the choice.
'The new generation, Gen-Z, really feel empowered to make a choice about where they work, even if consumer sentiment is down, even if inflation is record high,' said The Business of Fashion's (BoF) senior correspondent Sheena Butler-Young in a LinkedIn Live with BoF's commercial features editorial director, Sophie Soar, on The 2025 Playbook for Employer Branding.
Businesses must grapple with changing employee expectations including work-life balance, flexible hours, and perks and benefits. Health and wellness, for instance, has become a key element in corporate benefit packages at a range of companies from luxury giants like LVMH, midsize fashion brands like Theory and beauty companies like Glossier.
A 'one-size-fits-all' approach to workplace perks and benefits, learning and development opportunities, and career progressions, no longer works. Global offices must consider regional nuances across different workplace locations, as well as the multiple generations in their workforce.
Below, BoF condenses key insights from the LinkedIn Live, The 2025 Playbook for Employer Branding. Embody and Demonstrate the Company Values
Butler-Young and Soar discussed the diversity, equity and inclusion (DEI) rollbacks in the US, and the potential political divisions among the workforce of today. They noted how it is important for employers to communicate and remain consistent around the workplace values that they stand behind.
However, there has been a notable step back from outright communication — even before President Trump issued executive orders in January that took aim at DEI policies. In February 2024, brands' and retailers' communications and activities relating to Black History Month in the US appeared to stall alongside momentum on diversity efforts across the board. Brands began steering clear of political claims ahead of, and now following, a divisive election year.
Employers must consider if they need to demonstrate and communicate more clearly what it is that they're doing. — Sophie Soar, commercial features editorial director at BoF.
That said, Butler-Young also noted a move amid businesses looking to demonstrate their values and initiatives through actions, rather than words alone. 'You should do it more than you say it, but I don't think you shouldn't say it at all,' she said.
'You don't have to speak up about everything, but have some things that you can truly stand behind as an organisation. Being clear on what that thing is, that you're good at it and knowing that your employees care about it.'
Some brands and businesses take demonstrative actions seriously — Patagonia's founder Yvon Chouinard gave away the entirety of his company's shares and restructured Patagonia's ownership to reinvest Patagonia's profits towards combating climate change.
Others demonstrate commitments to their values through other, less radical actions, such as publishing work towards environmental and social governance targets, or updating their hiring strategies for more inclusive practices.
That said, employers should not assume that potential — or even current — employees know about their company's values and the initiatives or activations around these.
'You should definitely live the reality first and then demonstrate it,' said Soar. 'Employers must consider if they need to demonstrate and communicate more clearly what it is that they're doing, because there are a lot of assumptions that people know what an employer is doing or offering its community of employees or consumers.'
Some brands and businesses are already sharing narratives around their employer branding — providing a peek inside their offices, or spotlighting employees and their talents — through their social media output.
'We're seeing all sorts of brands across TikTok and Instagram putting forward snapshots of an office and employees in the office,' said Soar. 'Whether you are aware of the fact that you're doing this or not, that is an aspect of employer branding.' Approach Return-to-Office Policies Strategically
Business leaders are experimenting with return-to-office strategies, with many workplaces and employees adjusting to work-from-home turned hybrid working practices during and after the Covid-19 pandemic.
While some workplaces are remaining flexible or fully remote, others are setting stricter parameters around office attendance — with some companies mandating the full five-day working week back in the office.
If you start enforcing certain structures, there will be a massive knock-on impact on recruitment and retention. — Sheena Butler-Young, senior correspondent at BoF.
This kind of practice is beneficial in encouraging greater collaboration and building a sense of camaraderie and community among colleagues.
'No one can dispute how important it is to collaborate in-person, to be around people, to not be holed up in your apartment or your house every day for your own mental health needs,' said Butler-Young. 'The risk is that we go too far back into traditional norms or being rigid around that.'
Employers need to be realistic about what is expected about a return to the office — and must take into account the personal needs of each employee and varying methods of working. For instance, some individuals that live further away from the office, who were hired on the basis of remote working policies, might feel ostracised by new policies. Some juniors, however, may struggle to learn remotely when onboarded over asynchronous communication platforms like Slack and Zoom calls.
'Previously, when we were hiring in a much more work-from-home environment, it meant that you could hire people who weren't living within the immediate region where your office is based. It allowed [us] to open up the talent pool,' said Soar.
'But if you start enforcing certain structures, and these [employees] do not live close to the office, for example, they're not going to have the same opportunities available to them [and] there will be a massive knock-on impact on recruitment and retention,' she added.
A return to office in 2025 is not necessarily a negative thing. It instills a sense of routine and structure for employees, and provides them opportunities for face-to-face interactions with members of the senior management and leadership team.
Butler-Young and Soar discussed the idea that, if workplaces are mandating five days a week or set days back in the office, employers should consider certain levels of flexibility. For instance, there must be an understanding that an employee may have to leave at 4pm to go and pick up their children from school — but can continue working later to finish if necessary.
'An employer that doesn't have common sense rules around workplace flexibility is not where I want to be,' added Butler-Young. Align Company Perks and Services to All Generations and Regions
Companies that expand beyond one area or region must take into account the social and cultural norms of every location. After all, what juniors in New York might value versus executives in Shanghai, for example, will likely differ.
Butler-Young spoke to the importance of having brand codes that are firm and immovable but adapted regionally, taking into consideration the nuances of local codes within a functional multi-national workplace.
'If you're a US-based company and you're expanding to Europe or China, and you assume that your current values will immediately resonate with your new region, you will go wrong,' said Butler-Young. 'Instead, you must hire the right mix of local talents and add that local flair to understand the core values of the region and adapt your company's policies accordingly.'
For the first time in employment history, there are now up to five generations of talent in the same workplace — and employers can stand to benefit from tapping into the unique offerings and skills of each age group.
Younger employers can learn from more experienced workers, and for older generations to pick up emerging skills and technologies. However, it is imperative that employers don't assume anything about one age group, like assuming that all members of Gen-Z are automatically technologically fluent, or that older generations aspire to manage and run large teams.
'The opportunity comes from actually tapping into the unique offerings of each group,' said Butler-Young. 'It's really about paying attention to individual contribution, not assuming anything about one generation, and having everyone work together to collaborate.'
'An emphasis on mentoring in both directions is important — and so is actually formalising it, and not just hoping it'll happen on its own,' she added.
Implementing a cross-functional approach throughout the business and giving employees the opportunity to display their different perspectives can lead to a more functional workplace.
However, the business must account for providing support, perks and services that address the needs of all generations.
Butler-Young and Soar discussed, for instance, how Gen-Z are in fact driving forward new trends like sober socialising and wellness-oriented community building. These are typically more inclusive activities for those who do not drink, and help promote healthier lifestyles. Soar also notes how this generation takes their mental health seriously.
Butler-Young suggested that workplaces should take into account other, previously sidelined health challenges that can impact employees at all stages of their life.
'What about someone that is maybe a woman that's over the age of 50 in your workplace? Do you have a mechanism that takes into account her life stage? [...] Some companies are offering these menopause awareness roundtables and forums,' Butler-Young added as an example.
'Remember as an organisation that [...] this is a whole person that's coming to work for you. And if they are not well, you're not going to get productivity out of them.'
If you are interested in showcasing your employer brand on BoF, please reach out to hannah.ryan@businessoffashion.com.
Disclaimer: This interview has been edited and condensed for clarity.
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San Francisco Chronicle
a day ago
- San Francisco Chronicle
Oil helped this Bay Area town grow into a wealthy suburb. Now it's facing a fiscal crisis
As Benicia Mayor Steve Young guided his metallic blue Toyota Venza through a long-shuttered military base on his city's eastern outskirts, he pointed at the towering stacks billowing steam along a cloudless horizon. 'I can't tell you how much I've thought about that place over the past month,' Young said. Perched atop the north bank of the Carquinez Strait, about 35 miles north of San Francisco, the Valero oil refinery was a driving force behind Benicia's transformation from tiny blue-collar town to wealthy midsize suburb. With many locals now concerned that Valero will follow through on its threat to close that refinery next spring, this bucolic burg of roughly 26,000 residents must begin to brace for life without its largest employer, taxpayer and charitable giver. A slew of unknowns make that tricky. Among Benicians' most pressing questions: Will the city really need years, like some experts predict, to know how many of the refinery's 900 acres are usable for other purposes? Even if officials can develop that land into housing or commercial property, how many more years would they need before they finally see the area generate revenue? And, in the meantime, what can Benicia do to avoid a full-blown fiscal crisis? 'Sometimes, the not-knowing keeps you up at night,' said Young, a retired government administrator with a white beard and raspy voice. 'The stakes feel high.' Not long ago, Young was one of Valero's more formidable adversaries — a proud progressive who once helped scuttle the petroleum giant's plans to transport oil to Benicia by rail. Now, just six weeks after Valero announced its intention to 'idle, restructure or cease' operations at its Benicia refinery by next April, he is advocating for the company to stay at least another couple of years. Nestled at the mouth of the Sacramento-San Joaquin River Delta, with a quaint downtown, easy access to nature and sweeping waterfront views of the Carquinez Bridge, Benicia is no typical 'refinery town.' But after 25 years of soaring inflation and minimal economic growth, its financial situation has become tenuous, at best. Many Benicians worry that without more time to prepare, their scenic bedroom community could struggle post-Valero. On a sunny Friday afternoon in mid-May, while driving toward Valero's collection of stacks and holding tanks, Young conceded that he has heard plenty of locals express fear that Benicia might become 'another Vallejo.' Despite being separated only by a short commute along Interstate 780, Benicia and Vallejo often feel worlds apart. In addition to being five times Benicia's size, Vallejo has more crime, more empty storefronts downtown, more poverty and more negative news articles. Yet, as Valero's recent announcement reinforced, even tony communities like Benicia aren't immune from major setbacks. Nearly half of its homeowners have lived there for at least 45 years. Many of them tend to dislike change. With little new infrastructure in recent decades, Benicia has had a harder time keeping up with rising costs and staying in the black. Over the past few years, city officials had to slash $6 million from their $60 million operating budget. In the process, Benicia laid off city employees for the first time in four decades, consolidated several city departments and even reduced its police force. All that cost-cutting reminded some Benicians of what Vallejo once endured. At the height of the housing crisis in 2008, 12 years after the closure of the Mare Island Naval Shipyard rocked its economy, Vallejo filed for Chapter 9 bankruptcy. Huge police department cuts ensued, exacerbating public-safety concerns and further deterring business development. As Young now tries to convince Valero to keep its Benicia refinery open, he can't shake the feeling that the community he loves could soon experience its own financial catastrophe. That oil plant is responsible for about 20% of the city's tax base. If Valero does leave in 10 months, Benicia would have no simple way to fill the economic void. City leaders might need to ask voters for another tax increase. And, even if one is approved, residents could still experience a decline in their standard of living. Young is already preparing to make daunting decisions about deeper cuts to city services. Possibilities include limiting library hours, closing Benicia's public pool, gutting community center programming or even canceling its popular summer concert series. 'We're getting to the point where we're running out of fat to trim,' city manager Mario Giuliani said. 'The amenities that people were enjoying for a long time, well, they might not be able to do that as much anymore.' Roughly six months before Valero published its now-infamous news release, state and regional air regulators fined the San Antonio-based oil giant a record $82 million for secretly exceeding toxic emissions standards at its Benicia refinery for 15 years. Then, just three weeks ago, that same refinery prompted surrounding neighborhoods to briefly shelter in place after a large fire ignited at its facility. To refinery critics, both incidents underscored the inherent pitfalls of having an oil plant so close to town. At a time when California is implementing some of the most aggressive climate-change policies in the nation, including a goal to achieve 90% clean energy by 2035, the Benicia refinery has become notorious for being one of the state's largest emitters of greenhouse gases. Such backlash is the biggest reason Valero, which faces increased oversight from city leaders should the refinery remain in Benicia, wants out of California. 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To buoy Benicia's chances of keeping the plant open, he might even petition the state to ease some of the regulations Valero finds so oppressive. Few can fault residents who are confused about Young's pro-Valero stance. When he ran for mayor in 2020, that company spent about $250,000 in ads and mailers attacking his campaign. One of the more memorable pieces of propaganda, Young said, was an ad that depicted his face looming over a baseball field. The accompanying tagline — 'Who votes against kids playing ball? Steve Young did' — was a reference to Young being the lone City Council vote against a proposed $1 million renovation to youth baseball fields during the pandemic. By then, Young was already well acquainted with Valero's tactics. In 2016, four years after the UC Berkeley grad had moved with his wife to Benicia from Costa Rica, he helped lead the city planning commission's opposition against Valero's proposal to begin bringing oil in by train. Many locals remember those contentious meetings as the turning point in Benicia's relationship with Valero. Finally, after 16 years of largely kowtowing to the company's demands, city leaders had sent a strong message: Watch out for Benicia's best interest — or else. When Young meets with Valero executives these days, he tries to strike a more compromising tone. Like many other Benicia residents, he stresses about all that could be lost if Valero leaves town: the jobs, the tax revenue, even the sense of place. Benicia has long taken pride in its status as a 'full-service city,' meaning it provides the gamut of municipal services directly to residents. With a park for every thousand residents, A-rated public schools, bustling downtown storefronts and a postcard-worthy waterfront, some locals lovingly call it a 'Poor Man's Sausalito.' Its Fourth of July parade is so well-attended that residents joke that late arrivals risk being involved in another 'chair-gate.' 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Yet, with fewer oil refineries in America's most populous state, workers here must settle for whatever they can find. Then there are all the hotels, restaurants and shops that have long catered to refinery workers. If their primary clientele suddenly vanishes next year, what will become of those Benicia-area businesses? Local nonprofits figure to also feel the strain. Just within the past decade, the refinery has donated more than $20 million to various community investments, including hundreds of thousands of dollars a year to children's charities. 'The American dream is being ripped apart at the seams,' Felsoci said. 'Well-paying jobs like this are hard to come by. The more these oil companies take away, the less people can do with their livelihoods and for their families.' Some Benicians see things differently. 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Many locals had assumed that the Arsenal's shutdown in 1964 would spell the end of Benicia. Yet, thanks largely to the economic boost the refinery's arrival provided a half-decade later, the community didn't just survive — it thrived. In 1970, Benicia was a rural industrial community of about 7,000 residents. Over the next 25 years, Benicia added about 1,000 people per year as its median household income steadily ballooned. It is now Solano County's most affluent city. 'If they could rebound from the loss of their biggest employer back then, why can't we do it now?' Young said. 'We're not going to declare bankruptcy like Vallejo did. We're not going to devastate the police department. Ultimately, everything will be OK. We just have to get through the next few years.'
Business Journals
a day ago
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This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as 'Deloitte Global') does not provide services to clients. 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Yahoo
a day ago
- Yahoo
How To Put $100 In Your Retirement Fund Each Month With Cintas Stock
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