13.03.2026
Oras Group needed to clarify its employer brand based on its business strategy. The goal was to create a unified employer positioning that combines advanced manufacturing expertise with modern global product development and technologies.
Te concept of “The creators of the perfect flow” was created as the core of Oras Group’s global employer branding and marketing baseline. Oras Group operates on a broad European scale, and the various countries needed a strong, unified employer identity and narrative for both internal and external marketing and communications. Choice’s professional team of Employer Branding Specialist, marketers and business experts was selected to carry out the planning and implementation project.
Phase 1: Four Key Objectives for global Employer Branding project
Together with Oras Group and Choice’s steering committee, we defined four key objectives for the project. The steering committee from client included Chief Marketing Officer, HR Manager and some employees from the chosen teams. In Choice's team there were employer brand designer, candidate experience specialist and talent engagement specialist in addition to client relations manager and project manager.
The objectives were:
1. To create internal clarity, consistency, and understanding across different countries regarding the Oras Group’s organizational-level employer identity and what the Oras Group can promise each of its employees in the countries where they operate. This was based on the EVP (employer value proposition).
2. To identify the differences between the talent markets in Germany, Poland and Finland, and to identify strategic differences in each talent market and situation for future implementation and also share the cost of the defining and planning the global level employe
3. To find an experienced partner who can lead the client through the planning and implementation process and can create a global marketing and advertising concept covering three key employee target groups, and also provide locally localized materials as a turnkey solution
4. To empower the local recruiting-owners and supervisors and local management to strengthen the employer story and employer brand in everyday interactions with candidates, their own staff, and other stakeholders
Step 2: Initiatives and outputs related to employer branding, communication and monitoring
Once the strategy had been defined and the employer brand messaging drafted, the next step was to address the specific recruitment challenges that had been identified within both back office and production talent groups. Since there were no major challenges in back office recruiting processes, the focus was put toward the production target group.
The concept was reflected in the model of the applicant journey meaning that it needed to cover both gaining brand awareness but also increasing the pool of interested talents. The goal was to to provide production workers with sufficient information about the work, daily life, and benefits, so that applicants could pre-screened Oras an employer already on digital and web channel and it will not be the duty of the inhouse recruiters only. A part of the pitching and storytelling the recruiters were doing would have been scaled up and put into the career pages and social media channels in the format of the photos, videos, texts and interactive elements.
A high number of applications doesn’t matter if we can’t attract qualified candidates. It’s a waste of everyone’s time if we attract the wrong kind of talent or hire people who don’t have the required professional qualifications. In addition, we need to tackle the core challenges of production work, such as the plant’s location in Rauma Finland, in the middle of nowhere.
This is how the whole process progressed
The employer branding development project carried out for Oras Group is an excellent example of how comprehensive employer branding (EB) can be integrated into a company’s strategic narrative and business objectives.
1. The starting points and objectives were defined through collaboration between HR, marketing, and business leadership, combined with an assessment of the current state and potential of the employer brand.
Choice’s task was to create a common roadmap and inspire country management to budget and collaborate on defining the employer brand’s vision, core messages, and tone of voice, and subsequently to finalize the practical implementations.
2. Analysis and Understanding
The development proceeded according to Choice’s planning model in sprints lasting approximately two months from stragic baseline to the practical implementation. The work began with a light survey on attraction and differentiation factors. This ensured that the Employer Value Proposition (EVP) was built on both the internal experience and the priorities and perspectives valued by the external target group. The co-creation process took place over two workshops, and in the follow-up meetings held after each workshop, the brand’s core and elements were finalized, and the desired tone of voice was defined. All three countries, Finland, Germany, and Poland, participated in every workshop. The project steering committee was involved from start to finish and reported on progress to the executive committee.
3. Implementation and Rollout
In final sprint we moved from the planning phase to implementation, which centered on designing the visual identity, updating materials for employer branding use, and other practical applications, such as career pages, an advertising concept, EB visual materials, and EB content guidelines.
Choice ran the project in English and got all of our countries working toward a common goal. HR managers reported that the project has been genuinely beneficial to them, both in supporting recruitment and in fostering a sense of internal identity.
-> For our Finnish speaking clients only!
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