It’s never been easier for candidates to find out what working somewhere is really like, and harder for employers to hide behind polished messaging. With every job move becoming more research-led, every blog, review and employee story plays a role in shaping perception.
But that doesn’t mean employer branding has caught up.
Too many businesses still treat it as a numbers game, pushing out content to maximise reach, rather than build a real connection. This often leads to candidates joining with a false idea of what it’s actually like to work there, which in turn impacts retention.
Amanda Adeleke, Marketing Manager at Accenture UK & Ireland, believes it’s time for that to change. From her early career in SME marketing to leading employer brand across one of the world’s most recognisable consultancies, she’s seen how branding can either create clarity or confusion.
The strongest brands aren’t the loudest. They’re the most honest.
From marketing generalist to employer brand specialist
Amanda’s journey into employer branding started unexpectedly. While studying marketing, she took a placement year at Nationwide and landed in their newly formed employer branding team. It was a lightbulb moment.
“I’d never even heard of employer branding at uni, but after that year, I knew it was something I wanted to come back to.”
She developed her marketing skills in SME roles after graduation, but that pull toward people and purpose never left. Fast-forward to today, and Amanda leads employer brand activity across early talent, experienced hires and alumni at Accenture UKI.
The misconception that’s holding brands back
One of the biggest traps Amanda sees companies fall into? Trying to appeal to everyone.
“A lot of employer brands are designed to maximise reach to get as many applications through the door as possible, but that’s not the goal. The goal is to attract the right people and deter the wrong ones.”
But it’s about being intentional. When a brand tries to be everything to everyone, it often ends up losing meaning. And that can lead to mismatched expectations, poor retention, and low engagement.
“The best employer brands make you feel something, ideally, a sense of connection. But if someone looks at your brand and thinks, ‘That’s not for me’, that’s also a win. You’ve helped them make an informed choice.”
How to avoid the expectation vs reality gap
This is one of the biggest risks in hiring: the promise of one experience and the delivery of another.
“Don’t catfish your candidates.”
The expectation vs reality gap happens when candidates are left to guess what the company is like, or worse, when they’re sold an idealised version that doesn’t match the reality.
At Accenture, Amanda’s team focuses on pre-joiner events, opportunities to meet future colleagues, and content that reflects the working environment, not just the company values. The goal is to give people as much visibility as possible before they join, not after.
Why regional nuance can’t be ignored
Even with a brand as established as Accenture, visibility isn’t always consistent everywhere. Over the past decade, the company has expanded its presence into regional cities like Bristol, Manchester and Newcastle.
And with new locations comes a new challenge: building local employer brand awareness.
“What matters to talent in Newcastle isn’t always the same as what matters to talent in London, things like cost of living, commute times and work-life balance come up a lot more.”
This kind of insight is shaping the way her team builds regional messaging, digging into what candidates value locally, and building campaigns that reflect their reality, not just the global narrative.
What’s next in employer branding?
Looking ahead, Amanda is watching a few key shifts and making sure her team is ready for them.
1. Skills-first hiring
More organisations are hiring based on capabilities, not qualifications. Amanda’s team are already seeing grads hired for what they can do, not just what degree they’ve completed.
“We’re moving past the idea that only traditional pathways count. Especially in tech, some of the best candidates learned everything outside formal education.”
2. Real values, not just messaging
Gen Z, in particular, expect companies to live their values, across D&I, sustainability, CSR and more. Messaging that doesn’t match internal reality will be called out.
“It’s not enough to say you care about these things. Candidates want to see how it shows up.”
3. Boomerangs and alumni advocacy
Accenture’s Alumni Network continues to be a valuable part of the brand, not just for rehiring, but also for its external reputation.
Boomerangs (those who leave and later return) aren’t just a testament to the strength of your culture; they’re proof that it sticks. These are the people who’ve explored other options, gained perspective, and still choose to come back.
“We still manage alumni platforms, events, and keep the community active. Even if someone leaves, they can still be an advocate. That’s hugely powerful.”
Employer branding today isn’t about standing out for the sake of it. It’s about helping people make the right choice for them, and for the business.
That starts with honesty, relevance, and the courage to show up as you really are. It means saying what you mean, knowing who you’re speaking to, and being willing to show the full picture, not just the shiny parts.
Because if candidates are already doing their research, it’s up to your brand to meet them there with something real.
