Eight long years ago, a fresh faced Jonny Wilkinson, along with a slightly less fresh faced Martin Johnson played major roles in bringing the Rugby World Cup home to England. (Clearly, it’s rightful place). In doing so, they immeasurably burnished the brand of rugby in this country. The result? An explosion of interest in the sport amongst school kids, both boys and girls. Apparently overnight, rolls of club intakes swelled, as did the coaches interested in bringing on tomorrow’s talent – and I count myself and two sons in both these groups.
The brand of rugby in England couldn’t have been more prestigious, positive and aspirational. Everyone wanted their kids to be the next Jason Robinson or Jonny Wilkinson. And, as an employer, coaches wanted to be part of such a success story.
Fast forward eight years, and it would be hard to imagine more of a contrast. England managed to cheese off as many people through their fairly shabby behaviour off the pitch as they did with their incompetence on it. And instead of the golden role model of Sydney 2003, Jonny Wilkinson returned from New Zealand this time round as damaged goods – someone too old to cut it in the way he used to and too young to know it. It is unlikely then that either the consumer brand of rugby or its employee value proposition will benefit hugely from what people have been exposed to.
Just as success will bring allure to an employer brand, equally as important are organisational behaviours. If rugby union goes about its business with such disregard to both participants and possible future employees, it should not be too surprised if less people want to associate themselves with its product and its company.
Getting to the heart of your employee mindset 