In today’s primarily digital world, a company’s reputation is often amplified online, as social media platforms have become channels for employees to share their positive and negative experiences.

The emergence of online platforms has fundamentally altered how potential employees research companies. Job-seekers, who once relied on word-of-mouth, now turn to social media and networking platforms, where employees openly share their experiences without hesitation.

A 2023 report by the Chartered Institute of Personnel and Development (CIPD) reveals that social media’s impact is prominent among the top five trends driving change for businesses in Egypt, Saudi Arabia, and the UAE. 

This focus on social media’s influence is significantly higher in the MENA region (25%) than in the UK and Ireland (11%). Across all three countries, at least 55% of respondents agree that digital transformation significantly impacts company culture and HR practices.

YOUNG EMPLOYEES CARE MORE

Maria Manzoor, People & Communications Director for Middle East, Turkey & Africa at KONE, emphasizes that companies with positive feedback and reviews cultivate a sense of trust and commitment among employees. This fosters higher levels of engagement and lower turnover rates.

“On the flip side, negative online sentiment can erode trust, decrease morale, and deter both current employees and prospective candidates, impacting recruitment and retention efforts. Overall, employees closely monitor and are influenced by their organization’s online reputation, shaping their attitudes and behaviors within the workplace. I would say this is even more prevalent in younger generations.”

Manzoor highlights that younger generations trust peer opinions and online reviews more than traditional advertising or corporate messaging. They exhibit a lower level of trust in corporations compared to previous generations.

Founder of Neo Noor, Noona Nafousi, also says Millennials and Gen Z are more likely to inspect a company’s online standing before making a decision. “Platforms like LinkedIn, Glassdoor, and even social media are their go-to places for understanding company culture, growth opportunities, and employee satisfaction. This vetting process helps them align their personal values and career goals with potential employers.”

April Kearns, Director of People and Culture at Communications and PR agency TishTash, observes that young people are increasingly interested in company culture because they seek more than just a job; they value a fulfilling professional experience.

“They are looking for an employer whose values they can buy into and where they will feel their role brings purpose. A company showing its culture and values online gives a glimpse of how they treat their people, what they care about, and an insight into what it looks like to work there.”

IMPACT ON ORGANIZATIONS

Social media has not only empowered employees to research the companies they’re considering, but it’s also compelling organizations to prioritize positive work environments. This is especially crucial considering that younger generations are more inclined to “job hop” until they discover an organization that aligns with their priorities.

According to PwC Middle East’s 2023 Workforce Hopes and Fears Survey, 39% of respondents in the region are more likely to switch jobs in 2023 compared to 2022. Gen Z and millennials are driving this trend, with 37% and 40% leading the way.

The survey illuminates why employees are making these career moves. Key factors include seeking higher salaries, finding jobs that offer greater fulfillment, and securing positions with more autonomy.

Amr Ghazy, HR Manager at New Generation Developments, asserts that businesses are compelled to adapt by offering flexible work arrangements, promoting diversity and inclusion, and investing in employee development programs to attract and retain top talent. He emphasizes, “In essence, social media amplifies employee voices and influences businesses to prioritize practices that enhance employee satisfaction and overall organizational success.”

Kearns says staying competitive in the job market necessitates offering attractive benefits, and employees are keenly aware of this reality. “You can even see this in the recruitment process- items including salary and job title often hold less weight than benefits, flexible working policies, and the company culture in general.”

She adds that social media platforms significantly showcase and promote these benefits, policies, and cultures to potential employees. 

“Senior managers should begin to feel the pressures of social media competition —things like having a glowing and robust alumni network on LinkedIn, positive reviews on Google and GlassDoor, and showing off your employer brand proposition on less professional social channels like Instagram are simple and effective ways to tell people why they should work for you.”

DIGITAL FOOTPRINT

With the rise of social media, employees are increasingly mindful of their digital footprint and the potential impact of their social media activity on their careers. However, Gen Z is leading in using these platforms to hold organizations accountable.

Ghazy and Manzoor list flexibility, company culture, work-life balance, diversity, and inclusion as the main concerns among younger employees.

24-year-old Dareen Ahmed uses Facebook groups to research potential employers, gain insights, assess company culture, and avoid negative workplaces.

She notes that being transparent online about one’s experiences carries a genuine fear of being overlooked or dismissed as a potential job candidate. However, she adds that there are always ways to protect oneself.

“While it is wise to be careful of what you say online about organizations, there are ways to share your experiences anonymously or in a manner that protects yourself while ensuring that organizations are being held accountable,” Ahmed says.

“Social media can be a great tool when navigating your career. It can help avoid workplace exploitation and mistreatment. For companies used to hiding misconduct, these platforms pose a real threat,” she adds.

LEVERAGING SOCIAL MEDIA

Manzoor suggests companies can leverage social media to their advantage by building a positive and authentic employer reputation. She emphasizes that organizations can achieve this by engaging with their audience across various platforms.

“This includes sharing behind-the-scenes glimpses of company culture, highlighting employee success stories, and showcasing the organization’s commitment to diversity, inclusion, and employee well-being.”

Nafousi stresses the significance of transparency in demonstrating accountability and a commitment to continuous improvement. “Being open about challenges and how they’re addressed fosters authenticity and trust. This approach enhances reputation and appeals to top talent who align with the company’s values and culture.”

Ghazy echoes these sentiments, suggesting that organizations should empower employees to share their stories and experiences on social media platforms. This practice adds authenticity and credibility to the employer brand.

“By consistently portraying a transparent and engaging image, companies can attract top talent who resonate with their values and culture, ultimately strengthening their employer reputation and competitive edge in the talent market.”

THE FUTURE OF EMPLOYER BRANDS

Manzoor says future social media trends and technological advancements will greatly inform how companies build and maintain their employer brand.

“AI-powered chatbots and personalized messaging platforms will enable companies to deliver tailored content and interact with candidates in real-time, enhancing the candidate experience and fostering stronger connections,” Manzoor notes.

“Overall, leveraging these evolving social media trends and technologies will enable companies to create more dynamic and compelling employer brands that resonate with top talent in an increasingly competitive landscape where the talent war is only increasing yearly,” she adds.

Nafousi says immersion and personalization will be the two main focuses moving forward. “Upcoming technologies like augmented reality (AR) and virtual reality (VR) are set to revolutionize employer branding. These tools offer immersive and interactive experiences like virtual office tours or work simulations, providing deeper insights into the company environment and allowing for more personalized and targeted engagement strategies.”

Kearns suggests that the trend of utilizing real employees as brand ambassadors on social channels will continue to expand. Companies will increasingly employ this strategy to present a realistic and almost influencer-like appeal to prospective employees, promoting a sense of “come and work with us.”

“Overall, companies will be more invested in ensuring their online channels are relevant and up to date, and they will keep their policies and culture practices competitive if they wish to stay in the game of competing for the best talent.”