Attracting the best employees for mid-and senior leadership positions remains a high stakes game in the South African talent market, particularly in in-demand sectors. And a major factor influencing the ability of companies to land exceptional talent is their reputation.
Increasingly however, current and former employees, as well as candidates who engaged with the company during the hiring process, are making their voices heard online (often anonymously), if they feel their experience with the company was negative.
Companies may want to brush this off as not a big deal given the tough job market and the jobs-to-vacancies ratio, but the fact is that reputation will impact an organisation’s attractiveness in the eyes of the calibre of candidates they wish to attract, a leadership expert says.
“In the past, negative word-of-mouth would have limited impact on company reputation, but the rise of online commentary in recent years is starting to have an impact on South African companies – particularly as local stakeholders follow the lead of their international counterparts by leaving reviews on sites such as Glassdoor and LinkedIn,” says Advaita Naidoo, Africa MD at Jack Hammer, Africa’s largest executive search firm.
Leadership, particularly those responsible for brand and talent management, must pay attention to the candidate and employee experience as a critical component of their employer brand, says Naidoo.
She says by addressing issues like ghosting, lack of feedback, and disrespectful treatment during the hiring process, and ensuring employees are supported and empowered – with issue effectively and transparently addressed as they arise – companies can mitigate substantial reputational risk in an environment where dirty laundry is increasingly more visible and impactful.
“The way companies treat candidates and employees is no longer a negligible detail or nice-to-have, it’s a defining factor in their ability to compete for talent,” says Naidoo.
She says companies that prioritise respect, transparency, and integrity throughout their entire eco-system will not only attract the best talent, but also build a reputation that resonates far beyond the job market.
Most companies invest heavily in branding, marketing and stakeholder engagement, but the impact of people being treated poorly can undo these efforts on the reputational front.
“The impact of poor candidate and employee experience is most pronounced when headhunting top-tier talent,” she says.
“These individuals are not actively seeking new roles and are highly selective. When recruiters reach out, candidates immediately research the company online. Bad reviews or stories of poor treatment can stop a conversation before it even begins,” she says.
To address this, companies must align their talent acquisition and management processes with their stated values. Simple steps, like providing timely feedback, maintaining transparent communication, and treating every candidate with respect, can go a long way and should be integrated into company processes.
“These actions signal integrity and build trust, reinforcing a company’s reputation as an attractive employer. For organisations aiming to attract the best and brightest, this alignment is non-negotiable,” says Naidoo.
“Even in markets with an oversupply of applicants, where companies might receive hundreds of applications per job posting, top talent remains discerning. And a strong employer brand is critical to standing out and convincing passive candidates to consider a move.”