It is an experience journey — and the most authentic definition of that journey comes from the people who live the culture every day.
At PeopleHUB, we take employer branding beyond theoretical definitions and listen to real experiences. Rather than focusing only on what should be said, we focus on understanding what is genuinely felt. Through unscripted, unfiltered, and sincere responses, we reveal how employer branding is experienced by employees — from workplace culture and leadership approach to flexibility, development expectations, and the sense of belonging.
In this journey to discover the most authentic definition of employer branding, we give the floor to those at the heart of the experience and listen to Gamze Demircan from Brand Works.
What turns an office from simply a “workplace” into a space where you genuinely enjoy being? What are the moments that make you feel, whether at your desk or in a meeting, “Yes, I am in the right place”?
For me, the strongest way to feel that I belong somewhere is to be truly included in the process.
Even if it is a subject I do not know or have never experienced before, hearing something like, “Come, let’s observe it together; you should see it too,” makes a real difference. It makes me feel valued and also opens up a space for learning.
In the same way, being trusted with work and given responsibility significantly strengthens my sense of belonging. Because that approach clearly communicates: “We trust you, and we care about your growth.” That makes me happy and motivates me.
There are also those small but sincere moments at the end of a project when the team celebrates together. A simple “Well done, we did a great job,” a sweet celebration, or a shared sense of togetherness… These moments, where team spirit comes before individualism, make me feel: “Yes, I am in the right place.”
When you make a mistake or share an idea, how does the feedback you receive affect your work and motivation?
Feedback is always very valuable to me, whether it is positive or negative.
The decisive point is how the feedback is given. If it is expressed in a belittling or humiliating tone, of course, my motivation drops. But if it comes in a constructive and guiding way — for example, “You might also look at it from this perspective,” or “This part could be developed a little further” — then it genuinely motivates me.
In that case, I focus on doing even better and putting in more than my best.
For you, is flexible working more about where you work, or about having the freedom to plan your work in the way that works best for you?
For me, flexible working is less about where I physically work and more about having the freedom to plan my work in the most productive way.
Busy periods and the need for flexibility can happen in every organization from time to time. What matters is how the company positions this process. Instead of normalizing extra effort through phrases like “We are a family” and making that effort invisible, it is very important to me that the additional contribution is recognized and valued.
That is why flexibility should not turn into a constant “habit.” When the busy period is over, the extra effort should be acknowledged and addressed in a concrete way.
For example, small but clear practices such as “You can start two hours later today” or “You can leave early” make me feel that my effort is seen and appreciated. That significantly increases my motivation.
Beyond traditional benefits, what modern benefits do you think make a company truly indispensable in the eyes of employees?
From my perspective, the greatest benefit is not only additional perks but an approach that sees the employee’s life as a whole.
Because every employee has a personal life outside of work. We may sometimes feel unwell, experience loss, get sick, or go through mentally difficult periods. In those moments, the company’s first reflex should be to listen, try to understand, and offer support.
Mistakes can happen. Something can be forgotten. What matters is that when this happens, the response is not offensive or accusatory, but instead opens a safe space for communication and listens to the employee first.
When this approach becomes part of the culture, modern benefits begin to carry real meaning.
Among the benefits that make this culture tangible, I would highlight flexible working models and well-being days. To be more specific, birthday leave, recovery or caregiving leave, leave policies that cover important life events, and of course, menstrual leave for women are examples of practices that truly touch employees’ real lives.
For me, what makes a company truly indispensable is exactly this: being an organization that sees not only the employee’s performance, but also their human side.
Which approach supports employee development more quickly: short and continuous learning, such as micro-learning, or one-to-one mentoring?
I think short, continuous learning — micro-learning — is the approach that most quickly develops an employee’s knowledge and practical skills.
Because the content is divided into smaller parts, learning is repeated regularly. This makes it easier to remember and easier to apply directly to the work itself.
When evaluating a job offer, what are the first two criteria you look at after salary?
After salary, the first thing I look at is what the role will add to me and how much it will help me move forward.
In a role that does not provide room for learning or development opportunities, salary alone is not motivating and does not foster long-term satisfaction.
The second thing I look at is working hours and whether the pace is sustainable. When there is a balanced rhythm, both my performance and motivation naturally increase. This helps me work more efficiently and consistently.
How would you define a “good manager” in three words?
Fair, results-oriented, and, of course, accessible. :)
Today, what makes a company truly indispensable is the value employees feel.
Wherever you are in your employer branding journey, it is never too late to listen to your employees and strengthen the real connections within your organization.
If you want to move your brand beyond promises and build an employer brand powered by employee experience, PeopleHUB is here to support you.
