To develop the Solvay branding to be positive, Solvay has to create technology and social media to communicate with the employer brands. There are integrated efforts and synchronization of the social media channels that are used for the reflection of the progressive culture of the company. In this process of employer branding, the company can miss out on certain basic tenets. These tenets are found to be dynamic (Foster et al., 2010). They change based on the externalities of the situation. They are used for the creation of white spaces and enabled in the gap analysis. The skills of the existing employees and the turning of the digital content are used for the dissemination of the news to the masses.
The social media is used as the main portal for the developing of these brands. Solvay needs to use newer media to address the needs of the broad audiences. There must be clear branding messages that are needed for the recruitment process. In this schema, finally, there is the creation of the company culture (Wilden et al., 2010). The appropriate culture is developed to meet the external requirements of the situation. Solvay needs to have a strong culture to build a brand. The company that does not focus on the employee culture cannot sustain in the current dynamics and hence it is necessary for Solvay to present its work culture, its culture of safety and more in an efficient manner. These are some of the ways in which Solvay can try to develop their brand image to the relevant stakeholders which are the potential new recruits for the company.
Prior to the interview, the actual job requirements need to be deciphered. Once the job requirements have been detailed the next process for the HR, personnel is to identify the relevant stakeholders for the job. Once these candidates have been shortlisted, they are usually called in for the interview. In this conducting of the interview, there are certain important tenets that must be adhered by the interviews.