11 leading agencies' experience
for your employer brand

About us
EUROPEAN ASSOCIATION OF EMPLOYER BRANDING AGENCIES was founded in 2019 by 6 agencies from 6 countries. The members of the Association have already proven to be leaders on their internal markets and implemented hundreds of successful cases with their clients.

The association aims to improve its expertise by sharing ideas and knowledge on an international level. Now, our clients' tasks will be solved with the help of our shared professionalism and expertise.
Leadership on the market
Оpportunities to implement projects all across Europe
Constant exchange of ideas and knowledge
If you seek for more information about our Association and opportunities for cooperation, do not hesitate to contact us or follow us on Facebook.
Advantages for our clients
Our Membership consists of employer branding agencies that have established leadership in their local markets through a comprehensive set of employer branding and HR marketing services.
Member directory
Purpose and goals
The founding purpose of our Association is to inspire ideas that will help manage and master the global job market through international exchange built on friendship and trust. The principle goals of the Association are:
To bring economic and social benefit to our clients and to our members
To promote responsible and respectful workplace and recruitment practices
To increase the international visibility of our members
To operate as a platform for knowledge transfer, collaboration, and international business opportunities.
Best cases
Danone Programs for Interns by Changellenge >>

Employer Branding Strategy and Talent Attraction by Branded.Careers

Integrated Employer Branding Strategy by Brandfizz Employer Branding Ltd.
Case Study for Baerum Municipality by Whydentify

Ambassador Community for Mazars Kft. by Brandfizz

KPMG Change Warriors. Creating a disruptive concept by WTC
EVP for Antakalnis clinic by Amston

Transformative recruitment event for EY Hungary

Zoom in NI campaign

Recruiting Campaign by BrandBakers

Guidelines for joining the Association
Our Initiative is open by invitation to consultants, contributors, and other third parties. We are also committed to gradually growing our Initiative by accepting new agencies that share the Initiative's purpose and our goals. As with the current members, we expect agencies with proven local market leadership, with international ambitions, and with a global mode of thinking.
If you are interested in the opportunity to join the Initiative, do not hesitate to contact us.
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How to transform the employee experience to embrace digitization?
How could you build on your strength to achieve more in the virtual space? Build — Scale — Measure.
Practical tips and tangible examples brought to you by international employer branding experts.
How about looking at the digital space as an accelerator of our Employer Brand?
Our news
    Author: Adam Horvath
    Board Member, European Association of Employer Branding Agencies
    Chief Sparkle Offizzer, Brandfizz
    Limited experience of hybrid working, and the different needs of the various employee segments, places management teams in a difficult position when making decisions on and how to return to work. There is no ideal solution. But also it seems that a poorly chosen strategy can cause serious damage to a company’s employer brand. I t’s not easy to choosethe right tactics.
    More efficient from home
    Three. Well, 3.1 to be exact. This number appeared on the computer screens of managers at Procter & Gamble’s Gilette plant in the spring of 2021. Executives were previously tasked to develop a method to determine the optimum number of office days per week with the help of David Birnbach, a faculty mentor at MIT Sloan Business School. As part of the action learning process, they created a self-developed model that took into account, among several other aspects, the characteristics of work processes and the factors influencing employee satisfaction. The publication is available on the university website (MIT Sloan - M. Somers - June 2021)
    The effects of working from home
    - 12% time spent in large meetings
    + 9% interaction time with customers and external partners
    + 50% to perform an independently selected task instead of a manager's instruction
    - 15% number of tasks classified as particularly tedious

    Source: J. Birkinshaw, J. Cohen, P. Stach, Harvard Business Review, 2020
    So 3.1. is the ideal number. Could it be that simple? What are the factors that may tip the balance more towards the office or home working?
    Julian Birkinshaw is a professor at London Business School and author of the book Fast/Forward: Make Your Company Fit for the Future. He researced the topic: Efficient working for many decades. He studied the behaviour of workers in 2013 and again during the 2020 pandemic lockdown and found significant changes in how they are working. He learned that lockdown helped people focus on the tasks that really matter. They spent 12% less time drawn into large meetings and 9% more time interacting with customers and external partners. Lockdown also helped people take responsibility for their own schedules. Managers had less opportunity to micro-manage, and employees found their work was more valuable, and they were spending less time on tedious tasks.
    Significantly different needs
    A recent survey of 5,000 people in the United States (Source: JM Barrero, N. Bloom, SJ Davis: Don't force people to come back to the office full-time. Harvard Business Review, Aug 2021), found that 33% of workers surveyed wanted to work in their home office only and didn't want to spend a single day within the corporate walls. Conversely, there is a significant number of people (24.5%) who would work exclusively from their workplace, presumably due to difficulty working from at home. This makes a CEO, thinking on their feet, trying to make the right decision for everyone very hard, even with the 3.1 calculation in mind. The complexity of the situation is compounded by the fact that we cannot state that working entirely from home is the right answer for everyone.
    "Everyone back to the office 5 days a week!" – reverse effect
    The Harvard Business Review published a survey in July 2021 involving 10,000 people in the U.S. Their conclusion was, those employers who insisted on future employees working at the office full-time, had the highest rejection rate. As well as 36.4% of current employees would look for another job if their employer reassigned them to full-time at the office, and more worryingly 6.4% would immediately resign.
    “I’ll believe it when I see it,” were the thoughts of managers at Goldman Sachs and J.P. Morgan, who recently ordered everyone back to the office. This gained a lot of negative press, which carried on for weeks. The redundancies allegedly started right away, which of course was not confirmed by any of the companies. In any case, it is public knowledge that Goldman Sachs has announced an average salary increase of 30% in the 2 months after. Coincidence?
    Future workplace models
    What should companies settle for in such a complex and unpredictable environment? Daniel Davis Ph.D., a researcher at Hassel’s international, a work environment design consultancy (and former Research Director at the $ 9 billion startup, We Work) sees 5 possible scenarios.
    5. Fully virtual: Employees work from home — or anywhere else they like — allowing companies to ditch expensive leases and build on what they started during the pandemic.
    2. Clubhouse: A hybrid model where employees visit the office when they need to collaborate and return home to do their focused work. The office serves as a social hub — the place people go to meet, socialize, and work together.
    3. Activity-based working: Employees work from an office but don’t have an assigned desk. Instead, they spend their day moving between a variety of workspaces, such as meeting rooms, phone booths, hot desks, and lounges. Prior to the pandemic, most Australian activity-based offices had approximately eight desks for every ten people (since people often worked elsewhere in the office). After the pandemic, firms are looking to shrink this as low as five desks between ten people, anticipating that many of their employees will be out of the office, working from home a couple of days per week.
    4. Hub and spoke: Rather than traveling to a large office in the central business district, employees work from smaller satellite offices in the suburbs and neighborhoods closer to where they live. This saves them the commute to a central office while still providing the benefits of face-to-face interaction with colleagues.
    1. As it was: Employees return to the office and resume a regular nine-to-five routine. The office might be a bit more hygienic and flexible, but mostly this is the centralised office as it was before the pandemic.
    Satisfied with 3.1 days?
    The results on whether staff at the Gilette Center in Massachusetts are satisfied with the three-day, or 3.1 days, office presence are not published yet. Neither can we state which of the above five models will work well and for who. Research findings however, suggest that the two extremes are unlikely to succeed between a five-day return and the unlimited home office ambiitons.
    There’s a good chance we’ll come up with new, and innovative solutions soon.
    Our clients