By Fabiana Conceição
Operational Excellence Manager 

 

A few weeks ago, we presented the results of the Engaja Bahia survey, which measured the maturity level of the employer brand of companies based in Bahia. During the development of our report, we connected many theories and concepts to the results, and some turned out to be surprisingly complementary. Among them were the Employer Branding evolution level model developed by Employer Branding Brasil and the waves of HR evolution by David Ulrich. Not only do these concepts fit together perfectly, but they also helped us reinforce how branding and HR not only can, but must, work together. 

 

The survey gave us an overview of where most companies are: the initial stage, which Ulrich categorizes as the first wave of HR, where operations are primarily reactive, and HR functions as an administrative cog, ensuring that basic operations — such as payroll and benefits — run efficiently. Employer Branding is also in a very early stage, relying on agencies and paid media to attract talent. Communication is inconsistent and focused only on job postings, and the employer brand is not yet seen as a consolidated strategy. 

 

As we move into Ulrich’s second wave, HR starts to innovate, bringing development practices and new benefits. This marks the beginning of a transformation, where there is recognition that valuing employees can indeed generate results. However, contrary to what it seems, this is not enough. In our report, we saw that many companies are already at this stage, implementing isolated actions that, while well-intentioned, still fail to convey a solid employer brand identity. It’s like assembling a puzzle without a complete picture to guide the process. 

 

HR finally becomes strategic when we reach the third wave. Ulrich argues that at this stage, HR should not only nurture talent but also align its practices with the company’s culture and values. In this context, Employer Branding gains strength, as there is alignment between HR, marketing, and management, directly connecting to the organization’s strategic results. This is the moment when an Employee Value Proposition (EVP) is developed, a differentiator that attracts and engages the right people for the company’s growth, making it competitive in the talent market. 

 

But after strategic HR, what more can we aim for in our field? The fourth wave! Here, HR reaches an even higher level. Ulrich describes this stage as “from the outside in,” where HR not only responds to internal demands but also to external ones. Now, HR needs to look outward, understanding the expectations of customers, investors, and the community, aligning its practices to generate results that impact not only the company but also its reputation in the market. 

 

This phase requires HR to deal with multiple paradoxes, such as balancing the needs of the company and its people, and connecting the past and the future. In Employer Branding, at this stage of maturity, the CEO assumes ultimate responsibility for Employer Branding, and the process becomes fully integrated with predictive and performance-oriented information. Employees are no longer just receivers of employer brand messages; they become content creators and brand ambassadors, reflecting the fourth wave of HR, where external impact and market communication are key to success. 

 

The Engaja Bahia survey showed us that the maturation of HR and Employer Branding is a continuous journey, where each stage is a real opportunity to build a strong and relevant employer brand. 

 

For companies, the invitation is more than just an advancement — it is a strategic choice to get ahead. We need to go beyond the basics and consider a vision that connects both internal and external expectations. 

 

HR can be a major strategic engine that will support the organization’s place in the future. And only organizations that commit to consistently investing in their employer brand and developing a strong value proposition for their talents will become impactful leaders. 

 

We have no doubt that the future belongs to organizations willing to act now, shaping their brands and inspiring a market that values more than just products and services. 

 

Is your company ready to lead this change?