Talent Management Through Employer Branding

The key to attracting and retaining talent is a strategy that promotes an organization’s best qualities to its desired workforce. 


Little Diversified Architectural Consulting (Little) is a professional services firm with around 330 employees. Little’s growth strategy depends on a workforce management approach that attracts and retains the best people in the industry and supports its firm-wide mission: to earn a position among the top firms in the nation in every market Little serves and every service it provides.


Little did not have a high-turnover issue. Its high retention rates indicated that people who worked for Little were committed to the organization. The company was, however, concerned about number of upcoming retirements that would leave the organization without seasoned talent. Our challenge was to discover the reasons for the high level of commitment, to capture those reasons in concise messaging, and to create a true employer brand for Little.


Findley partnered with Little to develop and implement a talent management strategy that would attract the best and most inspired employees who would deliver on the brand promise: Results Beyond Architecture.

Our work began with an analysis of the current workforce structure. By understanding the employee population, we could better manage any current gaps and begin preparing for succession planning and new growth to the firm.

Once we had a clear understanding of the current workforce demographics, Findley conducted a strategic compression planning session with members of the leadership team that outlined what specific competencies and skills were needed for their unique workforce. The compression planning session and additional leadership interviews revealed key characteristics that the ideal employee would have.

The next step was to determine the most appropriate way to attract ideal employees. We conducted focus groups at targeted universities to understand what soon-to-be graduates were looking for in employment. We also conducted an employee survey designed to capture employee input on the current brand and value proposition. We asked questions like, “How did you hear about Little?” and “What ultimately convinced you to accept a job with Little?” The survey results helped validate the current value proposition and define Little’s employer brand.


Throughout the process, we concluded that Little’s product brand was strong in each of the markets it served. What we needed now was an employment brand to capture the Little employment experience and market it to the “ideal employee” in both its current and potential workforce. The brand promise Results Beyond Expectations clearly communicated the unique experience that people have whenever they come in contact with Little. “This is such a strong message that we can send to our employees and potential candidates. We can’t wait to bring more life to this promise as we continue to develop the talent management program.” The internal brand promise will be integrated in all parts of the employee experience with existing and new communications.

Category: Findley Proof