Lately, I’ve been struck by how many executive candidates are placing culture at the top of their agenda, even more so than perks, title and compensation. 

The conversations I’m having aren’t about what role someone wants to land next, they’re about the kind of culture and vision they want to lead. As candidates get more intentional with where they want to work, they’re asking: Will this be a place I can shape? Will I be proud of what I’m building?

This presents an excellent opportunity for firms to reinforce their cultural identity and ensure it’s unmistakable in the brand they project to future leaders.

Candidates are treating culture as a decision-making tool

When top executives evaluate new opportunities, they want proof. By this I mean they want to feel the culture, not be told about it. So organisations must be crystal clear in showing what kind of legacy new leaders will be stepping into and what they’ll be expected to shape next.

For some, it’s about psychological safety: will they be listened to, challenged, supported? For others, it’s about trust and transparency: how aligned are leadership teams behind closed doors, where is the business going and what will the road look like ahead? When the top of the talent market has options, those are the sorts of questions that swing the decision.

It means employer branding can’t be a curated slogan, but a true reflection of how the business operates, how it treats its people and how its culture is experienced day to day.

Culture is your biggest employer branding asset – if it’s real

The firms building standout employer brands in 2025 are doing one thing better than everyone else: they’re aligning what they say with what they do.

They’re investing in the employee experience as the foundation of the brand. They’re focused on creating environments where diverse perspectives can thrive, where people feel comfortable voicing disagreement and bringing new ideas to the table. 

They’re also building clarity around their Employer Value Proposition (EVP), not by inventing something aspirational but by codifying what makes them magnetic to the people who already work there. That means taking the time to uncover what their best leaders value, what keeps them committed and how that can be amplified in messaging that’s consistent across every channel. 

What your next leader believes about your business starts long before the interview

In the 2025 market, perception travels faster than process. Executives will have formed an opinion of your culture long before a recruiter makes first contact. They’ve read what others say, they’ve seen how your leaders behave online, they’ve likely had quiet conversations with someone who’s worked with you before.

So the question becomes: what story is your brand telling on your behalf?

At Hanover, we hear every day how candidates are weighing the intangibles: culture, leadership style, direction of travel. And we work with our clients to ensure those intangible strengths become tangible assets that are clearly communicated, deeply understood and backed by substance.

If culture is on your agenda, it’s worth asking: does it reflect who you are today? More importantly, does it reflect who you want to become, and is that coming across in your employer brand?

Let’s make sure it does. Reach out to me directly to start a conversation.