My son, a student, recently went to a nonprofit animal organisation to volunteer after receiving information by email. When he arrived, a woman stopped him at the entrance and told him he needed to book an appointment and that the email he had received was incorrect. He left wondering how an organisation that needs volunteers could make it so difficult for someone who was willing to give their time.

It struck me that the same thing happens with talent all the time. We may invest heavily in attracting people, only to lose them over a single touchpoint. Long gone are the days when putting a campaign out there was enough to shape how customers perceived a brand. As marketing and the internet have evolved, we have learned that every interaction with a brand matters. These interactions, or touchpoints, collectively shape perception. It is not just what you say. It is what people see and hear. It is what they experience. More importantly, it is how you make them feel.

Luxury brands understand this particularly well. They build desire and loyalty through beautiful campaigns, exquisite store experiences, quality products, and exceptional service. They engage in a relationship, an experience that people aspire to be part of. And when they become customers, they are proud to be associated with the brand. So what if organisations asked themselves the same question about talent? Do we make people proud to be associated with us?

Every talent touchpoint is an opportunity to make someone feel proud… or embarrassed. To build trust… or erode it. To strengthen the employer brand. Or undermine it.

And sometimes, we forget about the simplest touchpoints. As Associate Director for Career and Talent Development at Católica Lisbon School of Business & Economics, I have a privileged view of both sides of the talent journey: candidates and employees on one side, and employers on the other. I have seen firsthand how a less well-known company can make a lasting impression from the very early stages of the relationship: through university activities, recruitment processes, onboarding, internships, and early-career programmes.

Because the relationship starts early. And if we get it right, it can last for years. So we should think about talent in much the same way we think about building a long-term relationship.

In the courtship, make them curious. Make sure you have the right people representing your organisation. They don't necessarily have to be your best salespeople. They need to be genuine, available, and willing to share. And, importantly, to listen.

Think about the person representing your organisation at a university event. Are they genuinely interested in the students they are meeting, or are they simply delivering the same presentation they have given ten times before? Are they fully present or just checking a box?

Think about the recruiter who is always available to answer questions versus the one who disappears after the interview. The final decision about the process that never arrives. Be present. And don't ghost them.

In the honeymoon, make them feel welcome. Once someone joins, give them what they need to succeed: the knowledge, the tools, the context, and the connections.

Onboarding should be more than paperwork and presentations. Introduce people. Create connections. Help them understand how things really work. Give them access to people beyond their immediate team. Because belonging does not happen automatically. It is created through interactions. After years of "marriage", don't stop making them proud.

Retention is not about keeping people happy with the same formula forever. People continue to evolve. Their ambitions change. Their expectations change. Their lives change. Acknowledge that their private life evolves with them and needs attention.

Keep investing in development, networks, meaningful impact, and recognition. Give people reasons to feel that they are still growing and that their contribution still matters.

And throughout the relationship, manage expectations. Often, the problem is not that the experience is bad. It is that the promise was never clear. A strong brand promise followed by an inconsistent experience creates disappointment. A realistic promise followed by an experience that exceeds expectations builds trust.

So whether you are a company, a nonprofit, or any organisation that depends on attracting and engaging people, ask yourself: • Does the first contact make them want to know more? • Does the actual experience match the promise? • Do we create an environment where people can belong? • Do we give people access to relationships beyond their immediate role or team? • Would our people voluntarily recommend us to others? In other words: Make them curious. Make them believe. Make them belong. Make them connected. Make them proud.

A luxury brand knows that people don't buy only a product. They buy an experience, an identity, and a feeling. Talent is not so different. People don't choose organisations only because of a salary, a job title, or a benefits package. They choose places where they can see themselves belonging, growing, and contributing.

And sometimes the most powerful employer-brand question isn't “How do we attract and retain them?” It is simply “How will we make them proud?”

​Maria João Santos

PWN Global

Volunteer Recruitment Manager