Real questions first. Content second.

Here is what I have observed. Most employer content gets decided internally, then published, whether or not it answers a single question a candidate actually has. Clune Construction Company, a certified Most Loved Workplace, is doing it in a different order. Before writing anything new, the team is building a documented list of the actual […]

Real questions first. Content second.

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Here is what I have observed. Most employer content gets decided internally, then published, whether or not it answers a single question a candidate actually has.

Clune Construction Company, a certified Most Loved Workplace, is doing it in a different order. Before writing anything new, the team is building a documented list of the actual questions candidates search about the company, combined with survey data and interview insights.

This is a company doing the harder, less glamorous work before the writing even starts.

That’s not accidental. Most companies skip this step entirely. They decide what to say, then say it, the same way they always have.

Here’s what that tells me. Certification proves a culture is real. It says nothing about whether anyone outside the company can find specific, credible answers to the questions they’re actually asking. That takes deliberate work, real questions first, and Clune is doing it in the right order.

More this week.

What should a company do before writing its next piece of employer content?

Find the real questions candidates are already asking, through surveys, interviews, or search data, and let that list guide what gets written, not internal preference.

How is this different from a normal content calendar?

A content calendar schedules when things get published. This process determines what gets published and why, anchored to documented candidate questions rather than internal preference.

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Frequently Asked Questions

The biggest large employer culture challenges during a spinout or major transformation include: maintaining consistent culture signals across geographically dispersed teams, preventing a vacuum of identity when the legacy brand disappears, and preserving the informal trust networks that made the old organization function. Companies like Kyndryl, which spun out of IBM with 73,000 employees across 5 continents, show that culture infrastructure—systematic onboarding, explicit values, leadership accessibility—must be deliberately built, not assumed to transfer.

Maintaining consistent culture across global offices requires moving from aspirational values to operational infrastructure. The evidence from Kyndryl's Most Loved Workplace certification shows that when employees in Asia Pacific, Europe, North America, South America, and the UK independently describe their culture using the same language—'flexible work,' 'you are heard,' 'career and learning outcomes'—it is not coincidence. It is the result of systematic design: shared onboarding, visible leadership behavior, and consistent feedback loops that translate values into daily experience regardless of location or time zone.

A Most Loved Workplace® certification proves that a company's culture claims are independently verified through employee assessment—not self-reported surveys or marketing copy. The certification uses machine learning to analyze sentiment, emotion, and recurring themes across thousands of employee responses. When a large employer like Kyndryl earns this certification despite a major transformation, it demonstrates that their culture infrastructure survived and scaled through disruption, which is the hardest test any organizational culture can face.

About Louis Carter

Louis Carter is the Founder and CEO of Best Practice Institute (BPI) and Most Loved Workplaces®, a global research and certification organization helping companies build workplaces employees love. He is the creator of the Love of Workplace Index™, a research-based framework used to measure emotional connection between employees and their organizations and predict performance, retention, and culture outcomes. Carter is the author of more than a dozen books on leadership, talent development, and management best practices and has advised Fortune 500 companies, government agencies, and global organizations on leadership and culture transformation. He also hosted the Leader Show, a leadership interview series featured on Newsweek for five years, interviewing executives and leadership experts about leadership and the future of work. His work on workplace culture and leadership has been featured in major publications including Newsweek, The Wall Street Journal, and The Economist. Learn more in “How Louis Carter’s Most Loved Workplace Measures What Really Matters” (New York Business Now) and “Beyond Employer Branding: How Louis Carter Built the Global Standard for Workplace Culture” (NY Tech Media)

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Specific Beats Good.

Specific Beats Good.