In the UK we've become obsessed with the notion of the employer brand. There are a number of definitions but, in short, it is essentially the brand (both physical and behavioural forms) that the employer presents to existing, potential and new employees.

Of course, there’s nothing wrong with positioning the brand to both internal and external audiences as if they were a customer audience. And it's a welcome change to perceive employees and potential employees as customers of the internal support functions. But it's an equation without balance.

I believe our HR functions can and should take a step further towards embracing the role of brand management in the motivation, development and recruitment of employees (see Brand Engagement). This extra step means moving beyond employer branding and embracing the notion of the “employment brand”.

We can lure employees to our shop windows with silver-tongued promises, clearly differentiated packages and glitzy brochures, while demonstrating a seamless link between the core business and linked suppliers like recruitment companies and marketing organisations. But how do we keep these people once they step through the doors and complete the induction programme? How do we prevent potential brand ambassadors becoming brand saboteurs if they become disenchanted with the difference between what they were promised and what they experience?

Just as a brand isn't about the promise made but the promise delivered, the employment brand is the result of the employer brand minus the employee brand (ie, what the processes promise minus what they actually deliver).

It's a simple twist, but by focusing on the notion of employment brand it keeps the minds of those responsible for managing the HR processes firmly focused on constantly ensuring they understand what they're promising new as well as existing employees and that they are delivering against that promise.

This approach calls for close collaboration between recruiters, inductors, communicators and brand managers. It’s a massive and positive opportunity for HR departments to step confidently into the brand breach to develop one compelling story about the brand and work to a consistent set of values.

As recruitment markets gradually move back in favour of the talent pool, this shift in emphasis might just be a genuine brand differentiator.