Why do some companies lose their best talent in times of crisis, while others emerge stronger from turbulent periods? What distinguishes employers who maintain the trust of their employees from those who damage their reputation in the long term? How do successful Swiss companies manage to strengthen their employer brand, especially in difficult times?
The answer lies in well-thought-out crisis employer branding. According to a study by Glassdoor, 86% of job seekers believe it is important to work for a company that values its employees during a crisis. This figure clearly illustrates that the way companies act and communicate in times of crisis has a lasting impact on their employer brand.
In Switzerland, the situation is further exacerbated by the ongoing shortage of skilled workers. Despite a slight decline in the skilled labor shortage index of 18% in 2024, it is still 22% above the pre-pandemic level, as shown by the current skilled labor shortage index from the Adecco Group and the University of Zurich. In ten years' time, Switzerland could even be facing a shortage of 400,000 workers. These figures underscore the fact that companies simply cannot afford to lose talent in times of crisis.
Crises are no longer exceptional occurrences, but part of everyday business reality. Whether economic recessions, technological disruption, or global pandemics—Swiss companies must continuously adapt.
This reveals an interesting phenomenon: while some companies damage their employer brand in times of crisis, others use the challenge as an opportunity to strengthen their position. Research findings from Emerald Publishing show that the correlation between progressive employer branding and corporate performance actually becomes stronger during crises. According to this research, crises act as a "catalyst for strengthening the link between employer branding and overall company performance."
The COVID-19 pandemic has made this dynamic particularly clear. Companies that already had a strong employer brand before the crisis were mostly able to successfully navigate their way through the turbulent times. As the industry jargon goes: "Adversity didn't build their brands; it revealed them." The crisis revealed the true substance of employer promises.
In times of crisis, transparency becomes the currency of trust. Employees have an increased need for information, and uncertainty can quickly lead to fear and mistrust. Swiss companies that communicate proactively and openly in this regard create a solid foundation of trust.
The importance of transparent communication is underscored by current figures: According to Edelman, 71% of people believe that they lose trust in a brand if it puts profit before people during a crisis. At the same time, 78% of employees worldwide say they would not work for a company they do not trust.
Transparency means more than just information.
It's about honest, transparent communication that doesn't shy away from difficult truths. Swiss SMEs in Zurich, Basel, or Bern that justify their decisions and openly address uncertainties earn respect and loyalty in return. In concrete terms, this means that instead of vague statements such as "There will be changes," managers should explain: "There will be changes because the export market has slumped by 30% and we need to adjust our cost structure."
Successful crisis communication always begins internally. Before companies communicate externally, they must ensure that their employees are informed and involved. This is particularly true in the interconnected Swiss business world, where news spreads quickly.
Regular updates are essential, even if there are no new developments. The mere fact that the company is communicating and actively monitoring the situation conveys a sense of security. Based on our experience with Swiss companies, Brand Affairs recommends a structured communication rhythm: weekly team updates, monthly all-hands meetings, and ad hoc information via digital channels as needed.
The challenge is to strike a balance between transparency and uncertainty. Not all information needs to be shared immediately, but employees should never have to learn about important developments from external sources. A pharmaceutical company in Basel told us how it was able to maintain the trust of its 500 employees during the last economic crisis by providing daily 5-minute updates via Microsoft Teams.
It has become clear that companies that invested in their internal communications before the crisis have a clear advantage. They have established channels, well-rehearsed processes, and—most importantly—the trust of their workforce. This underscores why employer branding should not be a fair-weather strategy, but rather something that must be continuously nurtured.
Crises are the ultimate test of authenticity for any employer brand. What is promised on career websites must be proven in reality. Companies that only proclaim their values but do not live by them are quickly exposed.
An example from the Swiss hotel industry illustrates this impressively: while a luxury hotel in Geneva dismissed its employees without warning during the lockdown, a competitor in Lausanne opted for short-time working, transparent communication, and a joint search for solutions. After the crisis, the latter was not only able to retain all its employees, but even saw a 40% increase in applications.
The university study by Universum shows that 45% of students prioritize fair treatment and equal opportunities—values that are particularly important in times of crisis.
Authenticity is also evident in how mistakes are handled. Swiss companies that admit and correct wrong decisions often gain more trust than those that pretend to be perfect. An IT company in Zurich openly communicated that its initial response to the crisis—a hiring freeze—was hasty and corrected its course. This honesty led to a 15% increase in employee engagement.
In times of crisis, employees become the most important brand ambassadors. Their experiences and stories shape the image of the company more than any marketing campaign. This is especially true in Switzerland, where personal networks and word of mouth traditionally play an important role.
Companies should actively involve their employees in crisis communication. This means not only providing information, but also genuine participation. When employees understand why certain decisions are made and how they can contribute to overall success, they become authentic advocates.
Social media plays a central role in this.
Employees who share positive experiences reach their networks with a credibility that no corporate communications can achieve. During the last crisis, a mechanical engineering company in the canton of Aargau developed an "Employee Advocacy Program" in which employees were trained to share their experiences professionally. The result: the reach of employer branding messages quadrupled.
The ability to adapt quickly to changing circumstances is becoming a crucial skill in crisis employer branding. This applies to both working models and communication strategies.
The Swiss labor market is showing remarkable developments in this regard: According to JobCloud, 30.8% of the working population in Switzerland was already working from home occasionally in 2023—more than twice the EU average. This flexibility is no longer just a pandemic phenomenon, but has become the new normal.
Swiss SMEs that genuinely embrace this flexibility have clear advantages in the competition for talent. A financial services provider from Zurich told us how it was able to reduce employee turnover by 60% during the crisis by introducing a "work from anywhere" model. At the same time, the number of applicants rose by 120%.
But flexibility means more than just working from home. It's about a fundamental willingness to question established processes and break new ground. Companies that break down rigid hierarchies during the crisis and embrace agile working methods are positioning themselves as modern, future-proof employers.
Even in times of crisis—or especially then—the success of employer branding measures must be measurable. Swiss companies should think beyond traditional metrics.
Relevant KPIs in times of crisis include:
A technology company from Basel developed a "Crisis Employer Brand Dashboard" that visualizes these metrics in real time. This enabled critical developments to be identified at an early stage and countermeasures to be initiated. Particularly revealing: the correlation between internal communication frequency and employee satisfaction was clearly measurable.
Investing in monitoring and analysis pays off. Companies that continuously measure their employer brand performance can take targeted corrective action and avoid unpleasant surprises.
Crisis resilience does not happen overnight. It is the result of continuous investment in the employer brand and corporate culture. Swiss companies that think long-term build structures during good times that will carry them through crises.
This includes building up reserves of trust. Employees who fundamentally trust their employer are also willing to forgive mistakes and support difficult decisions. These reserves of trust are built up through consistent action over many years.
A medium-sized company from St. Gallen systematically invested in its management development with a focus on crisis communication. When the crisis hit, the managers were prepared and able to act confidently. The result: while competitors struggled with communication mishaps, the company was even able to strengthen its position as an attractive employer.
Resilience also means learning from crises. After every challenge that has been overcome, a systematic review should take place: What worked? Where were there weaknesses? Which processes need to be adjusted? These learning loops make companies stronger for future crises.
In times of crisis, all eyes are on leadership. CEOs and executives become personified anchors of trust—or the opposite. Their communication, behavior, and decisions have a significant impact on how the crisis is perceived.
Successful crisis management in Switzerland is characterized by a combination of determination and empathy.
Managers must make and communicate clear decisions, while also acknowledging the emotional dimension of the crisis. The CEO of a Zurich-based fintech company introduced weekly "coffee talks" during the crisis—informal virtual meetings where employees could ask questions directly. This closeness and approachability greatly strengthened trust.
The visibility of leadership is crucial. Leaders who retreat in times of crisis or hide behind PR statements quickly lose credibility. Instead, they should be present, listen, and allow themselves to admit their own uncertainties. This humanity makes them approachable and trustworthy.
The most successful companies see crises not only as a threat, but also as an opportunity. They use the exceptional situation to break down outdated structures, drive innovation, and reposition their employer brand.
An example from the Swiss insurance industry illustrates this impressively: a traditional insurer used the crisis to accelerate its digital transformation. Employees received comprehensive training, new working models were introduced, and the corporate culture was modernized. Today, the company is considered one of the most innovative employers in the industry—a position that would have been unthinkable before the crisis.
The crisis can also be used to sharpen the Employer Value Proposition (EVP). What really sets us apart as an employer? What promises can and do we want to keep, even in difficult times? This reflection often leads to a more authentic and differentiated positioning.
Based on our experience with Swiss companies, we have developed specific recommendations for action that have proven themselves in practice:
First: Establish a crisis communication plan before the crisis occurs. Define responsibilities, communication channels, and escalation levels. Thanks to its prepared plan, a construction company in Lucerne was able to inform all 300 employees about necessary restructuring measures within 24 hours—transparently, empathetically, and with clear perspectives.
Secondly, invest in digital communication infrastructure. The pandemic has demonstrated how important digital channels are for internal communication. Modern tools enable not only information sharing, but also dialogue and collaboration across distances.
Thirdly: Train your managers in crisis communication. Many managers are excellent at their jobs, but feel uncertain when it comes to communicating difficult messages. Targeted training courses can help them gain confidence and competence in this area.
With our network of communications experts, Brand Affairs supports Swiss companies in successfully implementing these measures—from strategy development to operational implementation.
The future is unlikely to be any less volatile. Technological disruption, geopolitical tensions, and climate change will bring new challenges. This makes it all the more important to view employer branding as an ongoing process rather than a project with a beginning and an end.
Swiss companies that invest in their employer brand gain a decisive competitive advantage. In a labor market characterized by a shortage of skilled workers, those companies that are perceived as attractive, trustworthy employers even in times of crisis will be successful.
The next crisis is bound to come—the question is, how well prepared is your company?
Would you like to make your employer brand crisis-proof and attract and retain top talent even in turbulent times? Brand Affairs supports you in building authentic and resilient employer branding. With our experience in the Swiss market and our network of communication experts, we develop tailor-made strategies that strengthen your employer brand in the long term.
Contact us for a no-obligation consultation. Together, we will analyze your current situation and develop a concrete action plan that suits your company and delivers measurable results.
How quickly should companies communicate in a crisis? The first communication should take place within 24-48 hours, even if not all details have been clarified yet. It is important to signal that the company is taking the situation seriously and is actively working on it. Swiss companies should bear in mind that information spreads quickly in today's networked business world.
What role do employer review platforms play in times of crisis? Platforms such as Glassdoor and Kununu become increasingly important during crises. 94% of candidates are more likely to apply to companies that actively maintain their employer brand online. Companies should actively monitor these platforms and respond to reviews—especially critical ones.
How can small businesses without large HR departments engage in crisis employer branding? Small businesses can also engage in effective crisis employer branding. The key lies in authenticity and direct communication. SMEs often even have advantages due to flatter hierarchies and more direct contact between management and employees. External support from specialized consultants can fill specific gaps.
Should negative developments be concealed? No, transparency is essential. Negative developments should be communicated openly, but with perspective. Employees value honesty more than sugarcoated statements that have to be corrected later. The trick is to convey even difficult messages in a constructive way.
How do you measure the success of crisis employer branding? In addition to traditional KPIs such as turnover and time-to-hire, qualitative indicators are also important: employee feedback, engagement in internal channels, the tone of reviews, and the willingness of employees to recommend the company to others. Regular pulse surveys provide quick feedback on the mood.
When should you start crisis employer branding? Ideally, before the crisis hits. Companies should continuously invest in their employer brand and prepare crisis plans. If the crisis is already underway, better late than never. Even during a crisis, important measures can still be taken to limit damage and build trust.
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