Ever wondered why some brands have that magical, magnetic pull, while others just… don’t?

It’s not about having the shiniest products or the catchiest slogans. Nope, the secret sauce is culture. Culture is what gives brands their depth, their meaning, and their irresistible charm. And the most successful consumer brands are sensitive to the changing cultural landscape around them and find a role for themselves in that context. It isn’t simply added value on their part. They know it’s essential to remaining relevant.

You’d think therefore, that employer brands would see it as an imperative to engage with culture, keeping in step with current and prospective employees. Why then, do so many continue to exist in silo from it?

As always, the world of consumer brands offers us many great examples of doing this really well. Let’s explore a few of them:

Nike are the supreme experts at using its platform to address important social issues. From supporting former footballer Colin Kaepernick’s stand against racial injustice to promoting gender equality in sports, Nike understands that standing up for what’s right resonates deeply with both employees and customers. That Kaepernick ad “Believe in something, even if it means sacrificing everything” in the wake of the BLM movement, sparked both praise and calls for a boycott. Sales rose however, with the company reporting a 10 percent jump in income to $847 million. Nike recognises that if it wants to still be a viable company for future athletes who will be the face of their brand, then they need to be on the right side of history. And like all brands, Nike must show up where people congregate, namely on social media, and engage with the topics consumers care about.

 

LEGO stays culturally relevant by promoting gender-neutral toys, celebrating diverse characters in its sets, and launching initiatives like LEGO Braille Bricks to support children with visual impairments.

It understands that parents are becoming increasingly conscious of the effect engrained gender stereotyping could have on their children. In 2021 it commissioned a global study which found that attitudes to play and future careers remain unequal and restrictive. Parents still encouraged sons to do sports or STEM activities, while daughters were offered dance and dressing up. In fact, girls were five times more likely to be encouraged in these activities than boys.

The brand subsequently announced it would work to remove gender stereotypes from its toys and in later released its Lego DREAMZzz sets last year, with the intention of breaking down the silos between girls and boys.

 

Monzo is a digital bank that has disrupted the traditional banking industry by embracing tech innovation and transparency to build a community of engaged advocates amongst tech-savvy, financially conscious consumers.

They respond to cultural trends by offering features like instant spending notifications, budgeting tools, and no hidden fees.

In contrast to Nike’s approach, Monzo leverage their cultural sensitivity to drive new product development. Knowing that their customers love being heard, they’ve frequently involved them in the co-creation process – collaborating to develop a set of product features called gambling blocks which tackle gambling and mental health issues by identifying customers who need extra support and helping them to develop responsible financial habits.

As we’ve seen in these examples, the most successful brands not only respond to cultural trends but also actively participate in shaping conversations around social issues, making them resonate strongly with consumers who value these principles. Their participation in culture isn’t wholly centred on the value proposition of their product or service. They’re brand behaviours designed to build meaning, relevance, and attraction to their brand, related by and large only thematically to the product or service.

All too often, brands focus almost exclusively on expressing their value proposition, neglecting the opportunity culture presents to create more meaning and power.

Look out for Part 2 of this blog, in which we explore the different ways employer brands can embrace culture to make them more attractive, relevant and meaningful.