Ordnance Survey maps its employer brand: Core values connect with potential and existing employees

Abstract

Purpose

Describes how Ordnance Survey defined a compelling set of values that helped to inform how it interacts with employees and sells itself to potential recruits.

Design/methodology/approach

Details the research carried out internally and externally, including focus groups with existing staff, interviews with senior management and consultation with recruitment consultants, short‐service leavers and recent joiners, which helped the organization to understand its current employer‐brand strengths and weaknesses.

Findings

Reveals that the research highlighted some widely known strengths of Ordnance Survey, including its strong, proud history, its flexibility and adaptability as an employer, and the supportive working environment it offers. Explains that some less well‐known attributes were also drawn out, including the innovative nature of the organization, its dynamic technology and the opportunity for staff to really make a difference.

Practical implications

Argues that Ordnance Survey expects the employer‐brand program to cause a flow of unprompted recruitment inquiries from potential employee groups and a reduction in the time taken to fill vacancies. Internally, the organization expects to see better retention of skills, knowledge and experience of both new and long‐term employees, and stronger staff engagement with the purpose and objectives of Ordnance Survey. This will improve motivation, flexibility, productivity and customer service.

Social implications

Highlights the impact on the recruitment process of external perceptions of an employer brand.

Originality/value

Shows how research led to the development of a compelling set of values which will inform how Ordnance Survey markets itself externally and interacts with employees.

Citation

(2010), "Ordnance Survey maps its employer brand: Core values connect with potential and existing employees", Human Resource Management International Digest, Vol. 18 No. 7, pp. 15-18. https://doi.org/10.1108/09670731011083752