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Ordnance Survey was established in 1791 as a paper map maker for Britain's Armed Forces. Two hundred and nineteen years on, it has evolved to a high‐tech geographic data specialist, and the impact of this on its culture, identity and vision has been massive. In 2008 Ordnance Survey found itself struggling to recruit and retain in technology and commercial fields. It also saw great challenges in motivating staff and bringing together a number of subcultures that had developed over time. This paper aims to investigate this issue.

It was critical to understand the current employer brand strengths and weaknesses, how Ordnance Survey is perceived externally, what it is like in reality, and its vision. This was achieved through solid research conducted internally and externally, including focus groups with existing staff, depth interviews with senior management and consultation with recruitment consultants, short‐service leavers and recent joiners.

The research highlighted some widely known strengths of Ordnance Survey, including its strong proud history, its flexibility and adaptability as an employer and the supportive working environment it offers. Some less well‐known attributes were also drawn out, including the innovative nature of the organization, its dynamic technology and the opportunity for staff to really make a difference.

This research led to the development of a compelling set of values which will inform how Ordnance Survey markets itself externally and interacts with employees, leading to better retention of skills, greater alignment with the vision and a strong reputation as a great employer.

Describes how Ordnance Survey defined a compelling set of values that helped to inform how it interacts with employees and sells itself to potential recruits.

Details the research carried out internally and externally, including focus groups with existing staff, interviews with senior management and consultation with recruitment consultants, short‐service leavers and recent joiners, which helped the organization to understand its current employer‐brand strengths and weaknesses.

Reveals that the research highlighted some widely known strengths of Ordnance Survey, including its strong, proud history, its flexibility and adaptability as an employer, and the supportive working environment it offers. Explains that some less well‐known attributes were also drawn out, including the innovative nature of the organization, its dynamic technology and the opportunity for staff to really make a difference.

Argues that Ordnance Survey expects the employer‐brand program to cause a flow of unprompted recruitment inquiries from potential employee groups and a reduction in the time taken to fill vacancies. Internally, the organization expects to see better retention of skills, knowledge and experience of both new and long‐term employees, and stronger staff engagement with the purpose and objectives of Ordnance Survey. This will improve motivation, flexibility, productivity and customer service.

Highlights the impact on the recruitment process of external perceptions of an employer brand.

Shows how research led to the development of a compelling set of values which will inform how Ordnance Survey markets itself externally and interacts with employees.

Good housing is vital to the well‐being of children, but disabled children are widely suffering social exclusion and deprivation of life chances through housing adaptations that are not good enough. Whereas generous provision can do immense long‐term good, adaptations that do not allow for children's growth or development are a waste of time and money. National policy on adaptation has not so far addressed the particular needs of children. Under regulatory reform local authorities have a chance to leap ahead. A checklist to help with planning is offered.