Published on LinkedIn in The Pulse of Employer Branding Africa – 02.12.2024

When a Request for Proposal (RFP) scope of work does not align with what decision-makers are ultimately looking for, misalignment is inevitable. This was particularly evident in my recent experience, where decision-makers at the presentation stage conveyed expectations completely different from the originally approved scope of work. Delayed involvement from key stakeholders further underscored the critical importance of having sponsors or decision-makers—such as the CHRO or executive sponsors—involved early to set the correct vision for success.

Through this experience, I’ve learned valuable lessons about how deviations in process, scope, and communication can undermine employer branding initiatives.

Here are the key takeaways:

1. Scope Must Align with Expectations

An RFP is meant to provide clear guidance on deliverables and success metrics. In this case, the RFP outlined foundational work, including diagnostics, EVP alignment, and integration. However, during the presentation stage, decision-makers sought something entirely different: next-gen, bespoke strategies to elevate their employer branding.

While foundational strategies were described as “already in place,” the approved RFP explicitly included addressing core challenges like talent attraction and EVP alignment. This disconnect highlighted a misalignment in priorities toward strategies aimed at increasing their top employer rankings, rather than prioritizing the core elements necessary to ensure long-term success.

Lesson Learned: Clear and consistent expectations are critical. If advanced, next-gen solutions are required, these must be explicitly outlined in the RFP or communicated early in the process. Misalignment leads to frustration, inefficiencies and wasted effort for both the professional provider and the client.

2. Decision-Makers Must Be Present to Set the Vision

Leadership involvement is non-negotiable when employer branding strategies are deemed business imperatives. Their presence is vital to ensure the scope reflects organisational priorities and success metrics from the outset.

In this case, the absence of leadership involvement during the initial phases compounded the challenges caused by the departure of the employer branding champion. When decision-makers finally engaged, their expectations differed from the original brief. Early involvement would have ensured that their vision, leadership values, and priorities guided the process from the start.

Lesson Learned: Decision-makers must be involved from the outset to provide the right direction and ensure alignment with organisational goals. Their presence is essential to ensuring employer branding success.

3. Communication Gaps Undermine the Process

Timely, transparent communication is essential for employer branding initiatives. In this case, delays in feedback and unclear updates created uncertainty about the project’s direction, particularly after the departure of the employer branding champion.

When feedback was finally shared, it revealed a shift in decision-makers’ expectations, underscoring a lack of ongoing communication. External providers often play a crucial role in an organization’s employer branding strategy. As brand advocates and influencers, they help shape perceptions and enhance the organization’s reputation. However, ineffective communication or mishandling these partnerships can weaken the strategy, strain newly established relationships, and undermine its overall impact.

Lesson Learned: Responsiveness, along with consistent and professional communication, fosters trust and alignment. Respectful engagement with external providers ensures a unified strategy and strengthens partnerships.

4. Continuity Is Critical in Managing the RFP Process

The departure of the employer brand champion, coupled with a lack of leadership continuity, disrupted the RFP process significantly. Their absence created confusion about the project’s status, scope, and next steps, leaving the procurement team to manage a process that lacked direction. Leadership disengagement during this period left providers in limbo, receiving mixed messages about project timelines and scope. When the process did resume, the meeting’s purpose had shifted entirely, further compounding the misalignment.

Lesson Learned: RFP processes require strong continuity, particularly when dealing with strategic initiatives like employer branding. A clear chain of accountability ensures that transitions—such as personnel changes—do not derail the process or distance providers.

Conclusion: Lessons Learned and the Courage to Continue

This experience reinforced that employer branding success hinges on alignment, clarity, engaged leadership, and strong professional relationships. Missteps, such as misaligned expectations or communication breakdowns, offer valuable opportunities for growth and refinement.

As Winston Churchill said,

“Success is not final, failure is not fatal: It is the courage to continue that counts.”

For me, this means refining my approach—aligning expectations early, fostering trust through communication, and ensuring leadership presence at critical moments. Employer branding demands collaboration between external partners like myself and company executives. Without their active engagement and buy-in, even the best strategies can falter.

If there’s one key takeaway from this experience, it’s this: strong partnerships start with building relationships and securing buy-in from the right sponsors and executives. Their involvement is essential for achieving alignment, shaping a shared vision, and ensuring success.

With these lessons in mind, I remain committed to creating impactful employer branding strategies, guided by resilience, purpose, and adaptability.