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D.A.S. Udayanga, D. A. S., P. M. K. N. Jayarathna, K. S. C. Silva, M. Z. A. Rashaad, and L. D. A. D. Dissanayake. "Impact of Employer Branding on Employee Retention: A Case of Multinational Corporation that Operates in Sri Lanka." SLIIT Business Review 01, no. 01 (June 1, 2021): 1–27. http://dx.doi.org/10.54389/opsi7755.
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Employer branding is an important recruitment practice, which correspondingly delivers an important contribution to the retention of employees. Thus, the main purpose of this study is to identify the impact of employer branding on employee retention with reference to a selected multinational organization that operates in Sri Lanka, which is a leading brand in the global beverage industry. The research utilized a deductive research approach, and data were gathered from 126. Simple random sampling technique was utilized in the research where the data was gathered from 126 employees in the selected globally operating multinational organization which has large employer brand, in Sri Lanka. Inferential statistics, Pearson’s correlation coefficient and multiple linear regression analysis was employed to derive conclusions in the study. Accordingly, it is found that employer branding has a positive and highly significant impact on employee retention. Furthermore, the study concludes that the work life balance and training and development are the variables that have a critical impact on employee retention, while corporate social responsibility has no significant impact towards employee retention. The completion of the study would lead to enhance the knowledge on employer branding as well as to provide practical implications to follow in the future. Keywords: Employer Branding, Employee Retention, Dimensions of Employer Branding, Human Resource Management
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Zając-Pałdyna, Urszula. "Employer Branding Activities Targeted at Employees." Kwartalnik Ekonomistów i Menedżerów 51, no. 1 (March 15, 2019): 233–44. http://dx.doi.org/10.5604/01.3001.0013.2374.
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Employer brand management gains more and more interest of theoreticians and business practitioners. Employers, wanting to achieve a sustainable competitive advantage and to attract and maintain talents, apply activities within the scope of employer branding directed in and outside the organization. The aim of the article is to analyze the actions taken by enterprises in the field of the employer branding, the recipients of which are employees. The author, based on the available literature, analyzed the concept of the employer branding and reviewed the actions taken by employers directed to and within the organization. Based on empirical research, brand activities aimed at internal stakeholders were analyzed. Applications will be used for further research on the employer branding.
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Kashive, Neerja, Vandana Tandon Khanna, and Manish Naresh Bharthi. "Employer branding through crowdsourcing: understanding the sentiments of employees." Journal of Indian Business Research 12, no. 1 (February 19, 2020): 93–111. http://dx.doi.org/10.1108/jibr-09-2019-0276.
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Purpose The purpose of this paper is to explore the role of social media in creating an attractive employer brand for any organization. It investigates one of the social media Glassdoor, which is an online employer branding platform, where employees put their reviews which are both positive and negative. Analysis of these reviews can generate a lot of insights into employer branding. Design/methodology/approach The data was collected as 1,243 reviews from Glassdoor, an online crowdsourced employer branding platform for 40 top-rated employers across four different sectors, namely, Pharma, IT, retail and FMCG. Text and sentimental analyses were done using SAS visual analytical for these reviews. Findings Ten themes were generated from the text analytics which is nothing but the employer value propositions (EVPs), and they were social, interest, development and economic value as given by Berthon et al. (2005) and also others, such as work–life, management and brand value emerged. Social value came as a significant EVP followed by interest value and work–life values. Research limitations/implications This research is providing only ways to show that crowdsourced data can also be used to understand the mindset of employees regarding an employer’s image but is not providing any idea regarding how to generate the right employee value proposition. Originality/value The research has shown that employers can use crowdsourced employer branding insights to see where they stand in the employer's attractiveness spectrum. They can use innovative data analytics techniques, such as visualization for text and sentimental analysis to create employer branding intelligence strategies.
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Viktoria Rampl, Linn, and Peter Kenning. "Employer brand trust and affect: linking brand personality to employer brand attractiveness." European Journal of Marketing 48, no. 1/2 (February 4, 2014): 218–36. http://dx.doi.org/10.1108/ejm-02-2012-0113.
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Purpose – The importance of employer branding to attract talent in organizations is increasing rapidly. Brand personality traits, particularly, have been shown to explain considerable variance in employer brand attractiveness. Despite such awareness, little is known about the underlying processes of this effect. The purpose of the authors is to close the research gap by drawing on a consumer brand model of brand affect and trust as a means of explaining employer brand attractiveness. Design/methodology/approach – Students interested in working in the consultancy industry completed a survey designed to evaluate consultancy employer brands. Established scales for brand personality, trust, and affect, and employer brand attractiveness were used to test the conceptual model. Findings – The results indicate that employer brand trust and affect are both influenced by the brand personality trait sincerity. Further, employer brand affect was positively affected by the traits excitement and sophistication, while negatively affected by ruggedness. Together, employer brand affect and trust explain 71 per cent of the variance in employer brand attractiveness. Research limitations/implications – While the results show the importance of branding an organization as a sincere, exciting, and sophisticated employer, future research is needed to identify adequate marketing tools to achieve this goal, also in other industries besides the one investigated here. Originality/value – This study is the first to apply a model that includes brand personality, trust, and affect to employer branding. By doing so, the variance explained in employer brand attractiveness could be increased substantially.
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Rai, Alka, and Benjamin Nandy. "Employer brand to leverage employees’ intention to stay through sequential mediation model: evidence from Indian power sector." International Journal of Energy Sector Management 15, no. 3 (March 1, 2021): 551–65. http://dx.doi.org/10.1108/ijesm-10-2019-0024.
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Purpose This study aims to explain the linkage between employer branding and employee retention; a sequential mediation is hypothesized, where it is proposed that the relationship between employer branding and employee retention is sequentially mediated by person–organization fit (P-O fit) and organizational identification. Design/methodology/approach The sample belongs to 224 executive-level employees of the Indian power sector organization. The sequential mediation model is tested by using SPSS macro command of Preacher and Hayes. Findings The findings established that the relationship between employer brand and employees’ intention to stay is sequentially mediated by P-O fit and organizational identification. Practical implications The findings emphasize the role of employer brand on constructs such as P-O fit, organizational identification and intention to stay. In addition, the established mechanism emphasizes the role of P-O fit to realize the benefits such as organizational identification and employee retention. Originality/value Internal branding efforts may have a major impact on workforce attitude and behavior including engagement, job performance and retention. “Yet studies of the positive impact of employer brand on employee attitudes and behaviors, or of the factors that shape employer brand, are rare” (Charbonnier-Voirin et al., 2017, p. 2). Along the line of such gap, this study has taken up to test the unexplored sequential mediation mechanism between employer brand and employees’ intention to stay through P-O fit and organizational identification.
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Bharath, S., P. Nagesh, and . "A Study on Employer Branding Dimensions in Selected IT Firms." International Journal of Engineering & Technology 7, no. 4.10 (October 2, 2018): 137. http://dx.doi.org/10.14419/ijet.v7i4.10.20824.
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The factors associated with branding were identified beneath communication/marketing remit. There existed no difference between the employer brand and consumer brand. Companies who had strong product/ service brand would de facto be attractive to potential employees. Today, companies require blended capabilities. Ultimately, it is the personal experience of the relationship that a person develops within an organization that determines the longevity and win-win consummation of association. An extended concept of relationship marketing principle is Employer branding. An endeavor has been made through this research with an objective to identify the Employer Branding Dimensions (EBD) in selected Information technology firms located in Bangalore from existing employee perspective. Study has been executed using structured questionnaire with Information Technology (IT) employees as respondents from various companies like, Infosys, IBM, NTT DATA, Marvell technologies, JDA software solutions. Data thus collected is analysed using software package and considering the factor loadings, key dimensions (factors) that constituted the Employer branding. The findings of the study emphasize that relationship among dimensions constituting individual employer branding highlights the complexity in its significance as no individual factor has dominant influence on Employer Branding. But many factors in combination acts on branding.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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Gilani, Hasan, and Shabana Jamshed. "An exploratory study on the impact of recruitment process outsourcing on employer branding of an organisation." Strategic Outsourcing: An International Journal 9, no. 3 (November 21, 2016): 303–23. http://dx.doi.org/10.1108/so-08-2015-0020.
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Purpose This paper aims to focus on “Recruitment Process Outsourcing” (RPO) as a key element of improvement in corporate brand of organisation through using the talent and capabilities of employees. This research explores the linkages and interconnection between the concepts of RPO and its contribution towards the employer branding process. The review of the literature on RPO and employer branding identifies an emergence of conceptual framework based around outsourcing effectiveness and its impact on employer branding. Design/methodology/approach Exploratory research was carried out using case study analysis to give clear and deep understanding of the RPO and its impact on employer branding. This was conducted by using the semi-structured interviews with the HR and marketing managers using the qualitative method. The findings propose a conceptual framework which is representative for the organisations engaged in RPO. Findings The key findings include talented employees’ role in improving the brand image of any organisation; the development of customers’ perceptions through their attitude and behaviours; the reduction in the HR costs through RPO Services, the responsibility of the organisation taken by RPO which provides the chance for HR professionals and top management to focus on core activities; and the organisational care in selection of the RPO service provider as per their criteria. Research limitations/implications This research has been limited to assessing the impact of RPO on the employer branding of manufacturing organisations purely due to access issues. The research clearly establishes a good link between the operationalisation of RPO and its direct influences on an organisation’s employer branding through its outsourced employees. The research clearly highlights the importance of and the vital role played by the outsourced employees and how they need to be nurtured through a strong corporate culture and make them great brand ambassadors. Practical implications At the practical level, this study has several managerial implications, as the findings provide a good understanding of the concept of RPO and how it impacts the employer brands of the organisation. The research gives confidence to the HR managers and directors on the importance of outsourced staff members and the need to address the issues concerning the employee branding of an outsourced member of staff. The outcome of the research gives a conceptual model which represents the impact of an outsourced employee on the employer branding process of the organisation. This conceptual model highlights the many different factors that need to be addressed by a HR manager to keep consistency in employee branding of the organisation. Social implications The social implications of this research relate to the wellbeing and motivated staff members of an organisation, even though they do not work directly under the brand of the company they serve in. As mentioned in the research findings, the complications of the RPO process usually has drastic and serious impacts on employee attitudes and feelings when it comes to issues like change management, job satisfaction and the sense of belonging to the organisation. By addressing the different factors explored in the conceptual model of this research, an outsourced employee can feel equally motivated and belonging to the organisation they serve in, just as any other permanent member of staff who acts like an ideal brand ambassador for the employer branding of the organisation. Originality/value This research is original and adds value to the dynamics of RPO processes by exploring the impact of the process on employer branding of the organisation through its brand ambassadors. This research paves way for further research to be carried out within service organisations where employees play a vital role in being the brand ambassadors of their employer brands.
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Thomas, Dr Bejoy John, and Ms S. Clemence Jenifer. "Branding In The Milleneum - Employer Brand Vs Corporate Brand." Think India 22, no. 3 (September 26, 2019): 942–49. http://dx.doi.org/10.26643/think-india.v22i3.8431.
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This paper discusses the concept of employer branding in detail taking into account the corporate branding, product branding and employee branding. It also figure outs the difference between the differences between employer branding and product branding. There is a growing interest on this topic by academics, as well as practitioners, translated in a recent increase in the number of academic papers on Employer Brand in HR literature. Employer brand and corporate brand are not entirely the same, but they do need to work in tandem. They both need to be strongly intertwined in purpose and meaning to emotionally and authentically connect with their critical stakeholders and capture their attention with conviction. When this happens, the stage is set for co-creation of great promises and sustained realization.
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Fijneman-Ghielen, Sanne, and Rein De Cooman. "Employer branding voor bedrijven met een negatief productimago." Tijdschrift voor HRM 24, no. 3 (September 1, 2021): 56–83. http://dx.doi.org/10.5117/thrm2021.3.fijn.
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SUMMARY The benefits of employer branding for the attraction and retention of personnel have been repeatedly confirmed in the HR literature. However, most studies focus on solely one perspective on employer branding as well as the ‘ideal’ situation: having a positive employer brand in combination with positive product image. This study aims to provide a holistic understanding of the role of employer branding within organizations that suffer from a generally negative product image. We conducted a case study within the tobacco industry that includes interviews on three perspectives on employer branding: the external (N=21), internal (N=8), and organizational perspective (N=3). The key findings are aligned with cognitive dissonance theory and the theory of reasoned action. The employer brand may help organizations that suffer from a negative product image to address cognitive dissonance of (potential) employees as well as the influence of social norms by actively promoting attractive employment attributes (e.g., high salary, job rotation, innovation). Alignment between the external and internal employer brand, boosting the organization’s credibility, could also be of help. Taking such approach, employer branding may allow to convince (potential) employees to become or remain employed at the organization – despite the generally negative image of their products.
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Jain, Neetu, and Prachi Bhatt. "Employment preferences of job applicants: unfolding employer branding determinants." Journal of Management Development 34, no. 6 (June 8, 2015): 634–52. http://dx.doi.org/10.1108/jmd-09-2013-0106.
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Purpose – In the ever increasing competition in the employment market, an organization’s need to become a “great place to work” has gained significant momentum. Employer branding has thus emerged as an essential management practice employed by the organization to create its image as desirable employer in the eyes of prospective employees. The purpose of this paper is to highlight the understanding of employer branding through the eyes of “potential” young employees in Delhi and North Central Region, India. The results presented in this paper throw light on the perceived importance of employer branding among the prospective employees via analysis of various branding factors chosen for the study. The study results report that the perceived significance of employer branding factors differs mainly across gender and age of prospective employees. Notably, public and private sectors are being perceived significantly different by the potential job applicants on employer branding factors. Thus, this paper presents important findings enabling employers to build brand value and an attractive reputation in the job market so as to attract and retain the best talent. Design/methodology/approach – Survey methodology was used to test the hypothesis. The sample was selected from Delhi and National Capital Region (NCR) primarily from the students of business schools who were randomly selected to fill in the questionnaire. As they are the potential hires, it seemed appropriate to know their preference of employer branding factors. They are ready to join the corporations therefore, data extracted would be much more suitable as they can throw light on their immediate preferences and provide insight into the research study. For collection of data an online structured questionnaire was administered. A total of 270 questionnaires were administered and 239 filled questionnaires were received. Findings – From the results it can be seen that private sector emerged as preferred sector of choice for the majority of potential employees. However, there are some factors which are handled well in private sector as compared to public sector and vice versa. There are some factors like – stability of the company, work-life balance and job security which potential employees perceive as important and therefore, need to be addressed by both public and private sector organizations. Research limitations/implications – Limitation of this study is that the findings cannot be generalized therefore, provide opportunities for further research. Moreover, the sample included only students as prospective employees seeking a new job or a career change. Thus the results obtained on a sample of relatively inexperienced job seekers, might partially reflect commonly held stereotypes of attractive organizations. Hence, it is interesting to use other samples such as experienced job seekers or those who are currently employed. Another limitation is that the study is restricted to Delhi and NCR region hence, the data is not representative of a wider population. Further research may expand the scope in terms of sample size as well. Future research may also explore the extent of employee attraction and retention vis-à-vis employer branding factors in organizations. A final avenue for future studies consists in exploring the processes which underlie the organizational choice decisions of prospective applicants. Practical implications – This study has added to the growing body of research on employer branding factors by generating more knowledge and arguments in favor of certain employer branding factors in the workplace. If organizations truly want to attract good talented people then management needs to bring about the necessary organizational support and infrastructure at the early and middle stages of an employee’s career which are most often the stages where important choices are made. They need to be more considerate toward employee needs. Efforts can be made to build a good work culture by paying heed to their preferences. Therefore, this study helps establish a foundation for implementation of various employer branding factors which are perceived important by the potential job applicants, especially in Indian context. The findings are of particular important for human resource (HR) managers and policy makers in both public sector as well as private sectors in these times of increased inter-sectoral personnel movement. These findings can be utilized as a guiding instrument while inter-sectoral recruitment is being made. These would also enable employers to take appropriate action in order to build their employer brand based on certain discussed employer branding factors so as to attract talent which in turn would also help them in retaining talent. Social implications – There are many employer branding factors which tend to affect the mindset of potential employees in selecting their prospective employer. Employers can therefore, endeavor to understand those factors at length so as to attract talent which in turn would also help in retaining talent. Originality/value – Results throw light on the perceived importance the potential employees give to various employer branding factors taken for the study. Perceived significance attached to employer branding factors differs across gender, age, education background, etc. It was also found that for some important employer branding factors public and private sectors are being perceived significantly different by the potential job applicants. Thus, paper presents important findings that would enable employers to take actions in order to build their employer brand so as to attract talent which in turn would also help them in retaining talent.
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Leekha Chhabra, Neeti, and Sanjeev Sharma. "Employer branding: strategy for improving employer attractiveness." International Journal of Organizational Analysis 22, no. 1 (March 4, 2014): 48–60. http://dx.doi.org/10.1108/ijoa-09-2011-0513.
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Purpose – To examine the organizational attributes that attract final-year management students towards organizations. The paper aims to study the already adopted employer branding strategies and the preferred channel through which organizations should promote employer attractiveness. Based on previous studies and current findings, a conceptual model on employer branding process has been developed and presented. Design/methodology/approach – This article is based on semi-structured interviews, survey results and review of academic employer branding models. Findings – It was found that among the students, most preferred organizational attributes were organizational culture, brand name and compensation. Students rated job portal to be the preferred channel for employer attractiveness. The study showed that there exists a significant and positive correlation between strong brand image and likelihood to apply. Research limitations/implications – The survey sample was limited to private business schools only. Practical implications – One of the sources for hiring on which corporate rely heavily is private business schools. This study provides the employers an insight to make their strategies for employer branding more effective. In the process, it benefits the prospective employees as well. Originality/value – The study provides valuable inputs for formulating effective employer branding strategies. The novelty of the study is the conceptual model on the process of employer branding. One of the highlights of which is preferred communication channel for effectiveness of the strategies.
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Narcıkara, Elif, Yonca Gurol, and Ahmet Uzmez. "Creating Employer Brand." International Journal of Research in Business and Social Science (2147-4478) 5, no. 2 (March 22, 2016): 45–58. http://dx.doi.org/10.20525/ijrbs.v5i2.244.
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Contemporary companies are giving considerable importance to satisfaction of their internal customers as well as satisfying their exterior customers by their goods and products. In tis context, employer branding- an important concept developed by Simon Borrow- has been accepted as one of the most important developments of 1990s and myriad of companies has started to give importance to the mentioned point (Tüzüner, et al., 2009). Difficulties in finding talented employees, has made employer branding popular especially in service sector (Berthon vd. 2005; Knox and Freeman, 2006). According to information supplied from career portals, nowadays the highest number of job applications are being made to banking sector hence we were curious about this spesific sector in our study. Main sample of this study is composed of applicants that made job application to Albaraka Türk Participation Bank in the last three months prior to the design of this study. Aim of the study is measuring effects of employer branding dimensions in these applicant’s applicaitons behaviours and analyzing the relationship between their brand perceptions related to Albarak Türk Participation Bank and their levels of education and job experiences. With these purposes we used Berthon’s Employer Attractiveness Scale. Our survey has been applied to 500 job applicants from various education and experience levels and we used easy sampling method in choosing these applicants. Our survey, composed of 25 questions and Likert answer key with 7 answers has been brought to applicants via email and results have been analyzed by SPSS program. Our findings showed that rather than experience leves, education levels makes difference in appilicants perceptions about employer brand of the bank.
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Shaker, Fahim, and A. S. Nooruddin Ahmed. "Influence of Employer Brand Image on Employee Identity." Global Disclosure of Economics and Business 3, no. 2 (December 31, 2014): 157–66. http://dx.doi.org/10.18034/gdeb.v3i2.160.
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This study aims to provide a framework of understanding the relation between employee identity construction and organization’s employer brand image. Theoretically, employer brand image and identity construction are two different topics in different disciplines and have evolved separately from each others. The current paper tries to draw a relation between these two topics by addressing research work from employer branding, employee identity construction, literature on the dirty work and so forth. Drawing this relation is significantly important as in the future it may serve the framework of understanding about certain employee’s positive or negative identity construction influenced by organization’s positive or negative employer brand image. The arguments provided here are typically based on various scholars’ findings relying on classic and contemporary text within organization theory, sociology and marketing. The paper suggests few empirical investigations as future scope of research to provide a concrete understanding of the relation between employee identity negotiation and organization’s employer brand image.
JEL Classification Code: M 10; M 12; M 14
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Bhasin, Jaya, Shahid Mushtaq, and Sakshi Gupta. "Engaging Employees Through Employer Brand: An Empirical Evidence." Management and Labour Studies 44, no. 4 (October 15, 2019): 417–32. http://dx.doi.org/10.1177/0258042x19870322.
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Practitioners and academicians are of the view that an engaged workforce is essential to attain competitive advantage. The role of employee engagement is even more critical in the service sector, as the organization’s success depends on effective service delivery by the employees who present themselves as brand ambassadors. Consequently, employers need to make strategic decisions to attract, retain and engage talent. This strategy is termed as employer branding. The objective of this study is to investigate the relationship between employer brand and two types of employee engagement, that is, job and organization engagement. A survey of 213 employees was conducted in the telecom sector in Jammu circle. Results of regression analysis indicate that all dimensions of employer brand (i.e. application, economic, interest, development and social value), except development value have a significant impact on job engagement and for organization engagement, all the dimensions except application value were significantly and positively associated. Furthermore, it was observed that dimensions of employer brand are more strongly associated with job engagement than organization engagement. The sample used for research is limited to employees in Jammu circle. Hence, the results might not be the same if samples are chosen from other geographical areas.
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Hoppe, Daniel. "Linking employer branding and internal branding: establishing perceived employer brand image as an antecedent of favourable employee brand attitudes and behaviours." Journal of Product & Brand Management 27, no. 4 (July 16, 2018): 452–67. http://dx.doi.org/10.1108/jpbm-12-2016-1374.
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PurposeThe purpose of this paper is to establish the symbolic facet of perceived employer brand image (PEBI) as an antecedent of favourable brand-related identification and employee behaviours, namely, corporate brand identification (CBI) and brand citizenship behaviours (BCB).Design/methodology/approachA standardized questionnaire was used. Data collection occurred at a maximum care hospital in Germany (N= 366). Structural equation modelling was used in the data analysis.FindingsA direct link between PEBI and BCB was theoretically derived from social exchange theory and could be empirically confirmed. In addition to a direct relationship, a mediated relationship based on social identity theory was outlined. PEBI influences BCB via CBI. The mediated pathway accounts for 70 per cent of the variance.Practical implicationsUnderstanding the impact of symbolic job offerings on favourable brand-related employee attitudes and behaviours should lead practitioners to focus on increasing employees’ perceptions of the employer’s prestige and sincerity, for example, by strengthening employee target group-oriented communications about corporate social responsibility or increasing out-group salience when communicating organizational achievements.Originality/valueThis paper transfers the concept of organizational attractiveness, organizational identification and favourable employee behaviours to a corporate brand focus. It is the first integration of the symbolic dimension of the instrumental-symbolic framework in an internal branding context.
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Bagirathi, M., and Dr R. Magesh. "A Study on Employees Perception Factors on Employer Branding In Private Universities." GIS Business 14, no. 6 (December 6, 2019): 432–37. http://dx.doi.org/10.26643/gis.v14i6.13573.
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Employer branding is the process of managing and influencing your reputation as an employer among job seekers, employees and key stakeholders. It encompasses everything you do to position your organization as an employer of choice. Employer branding is an interesting topic among entrepreneurs and researchers, as it is considered a new instrument for helping companies gain strategic advantage over their competitors .Determining the main components of positive employer branding perception in order to adequately manage it has become a real challenge. This study aims to investigate employer branding components of current employees. The data for the study has been gathered through a survey of 100 university employees of well-known information; Employer brand is an increasingly growing crucial topic that looms vast in the minds of huge human resources, recruitment and marketing. Employer branding is the latest and current trend in every organization today.
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Kashive, Neerja, and Vandana Tandon Khanna. "Conceptualizing Employer-Based Brand Equity and Employer Brand Pyramid." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 211. http://dx.doi.org/10.19044/esj.2017.v13n34p211.
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Employer branding is referred to as a firm's efforts to promote, both within and outside the firm, a clear view of what makes it different and desirable as an employer. It constitutes an important concept in today's knowledge intensive contexts where attracting employees with superior skills and knowledge comprises a primary source of competitive advantage. This research paper will focus on building employer brand equity by exploring the previous research on employer brand. Based on the Keller brand pyramid this is an attempt to build similar pyramid for employer brand and see if same concepts of customer based brand equity can be used to conceptualize the idea of employer based brand equity. This will help the organizations to understand the ways to build strong employer brand to attract and retain better talent in their organizations.
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Thomas, Dr Bejoy John, Dr G. S. David Sam Jayakumar, and Ms S. Clemence Jenifer. "The Strategic Urge - Employer Brand Positioning Of Banking And Financial Services Industry." Think India 22, no. 3 (September 26, 2019): 928–41. http://dx.doi.org/10.26643/think-india.v22i3.8430.
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In the world of consumer branding, advertising and marketing professionals have learnt how to differentiate their products from their competitors and generate brand equity. This article explores the phenomenon of employer brand positioning, including its origin from marketing and implication of such studies through a literature review and to determine the employer brand positioning of leading Indian companies from the view of prospective/potential employees in the banking and financial services sector using an empirical study. The objective of the study is approached by the method of Perceptual mapping and some statistical tests additionally. Applying the brand positioning in the Employer Branding context is an imminent initiative. Thus, if companies position their brands, the pool of attracting talent becomes easier. In short, this study will add value to the employer branding work the company does. There is a great potential for using this brand positioning approach to understand who the company really wants to attract.
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Voloboieva, I. O., O. I. Kravchuk, and D. V. Varshava. "The Value Dimension of the Employer Brand: Influencing the Staff Engagement." Business Inform 4, no. 519 (2021): 302–9. http://dx.doi.org/10.32983/2222-4459-2021-4-302-309.
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The article is aimed at examining the impact of the employer brand on the choice of a job seeker. After studying and analyzing the works of many foreign and domestic scholars, the main approaches to the definition of the concept of «employer brand» are considered and the authors’ definition of this concept is proposed. As result of the carried out research, both the external and the internal elements of the employer brand are systematized; the employer value proposition (EVP), constituting an integral part of the employer brand, is substantiated; a survey of LinkedIn users was conducted in order to identify the influence of the employer brand on the choice of job seekers; the main priority elements of branding are defined. The carried out research allows to conclude that employer branding and the current EVP are among the most priority directions of the company’s activity in attracting the best specialists and preserving talents in the company. The value proposition of the employer should be the strategy of the company, oriented to employees, being consistent with them. To develop a strong brand and increase the attractiveness and competitiveness of the organization, the value proposition of the employer must be unique. The EVP should be a real embodiment of the benefits offered by the company to employee, otherwise it will be impossible to retain the employees involved and form loyalty to the company in them. Prospects for further research in this direction are to determine the degree of influence of digitalization of business on the development of the employer brand, and, at the theoretical level, – a study and closer definition of some components of the employer brand.
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Putri, Yuliani Rachma. "PENGARUH EMPLOYER BRANDING DAN EMPLOYER VALUE PROPOSITION TERHADAP KOMITMEN ORGANISASI DOSEN TELKOM UNIVERSITY." Jurnal Ilmiah LISKI (Lingkar Studi Komunikasi) 3, no. 1 (June 21, 2017): 73. http://dx.doi.org/10.25124/liski.v3i1.808.
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Telkom University sebagai salah satu institusi penyelenggara pendidikan tinggi swasta di Indonesia sebagai peleburan dari beberapa Institusi, namun sudah berada pada peringkat atas sebagai perguruan tinggi swasta yang diminati di Indonesia. Minat untuk menjadi bagian dari Telkom University tidak hanya untuk menjadi mahasiswa saja, melainkan untuk menjadi tenaga kerja atau tenaga pengajar di institusi ini. Brand Telkom yang digunakan yang sangat identik dengan PT. Telkom Indonesia sebagai penggagas awal berdirinya institusi ini, dimana brand tersebut sudah sangat dikenal secara nasional di Indonesia sebagai salah satu perusahaan BUMN terbesar yang masih kuat hingga saat ini selalu menjadi tujuan bagi para pencari kerja untuk melamar. Hal ini terjadi pula di lingkungan institusi pendidikan Telkom University, tidak sedikit tenaga kerja khususnya tenaga pengajar (dosen) yang memiliki keinginan untuk menjadi bagian dari Telkom University. Sebagai fakultas yang termuda di Telkom University, Fakultas Komunikasi dan Bisnis sejak awal berdiri mencoba memenuhi kebuthan tenaga pengajar (dosen) serta mengelola dosen yang sudah ada sebelumnya. Berdasarkan hal itu, maka perlu ditelaah jika seorang Dosen kemudian memilih fakultas Komunikasi dan Bisnis Telkom University sebagai salah satu perguruan tinggi untuk mengabdi dan menetap serta melakukan Tri Dharma atas nama perguruan tinggi tersebut apakah ada unsur bahwa pilihan yang diambil atas dasar brand yang dimiliki institusi (employer branding), ataukah karena segala sesuatu yang diberikan atau ditawarkan oleh institusi tersebut (employe value proposition) sehingga dosen berkomitmen terhadap institusi untuk tetap tinggal hingga masa pengabdian dinyatakan berakhir (organizational commitment).Dari hasil penelitian diketahui bahwa employer branding maupun employee value proposition mempengaruhi organization commitment. employer branding memiliki kontribusi yang lebih kecil dalam mempengaruhi organization commitment dibandingkan employee value proposition. Hal ini bisa dijabarkan dari hasil persamaan regresi yang didapat yaitu : Y = 32,269 + 0.322 X1 + 0.740 X2 + e. yang memperlihatkan bahwa jika employer branding meningkat satu satuan maka organization commitment berkecenderungan meningkat pula sebesar 0,322 satuan. Sedangkan jika employee value proposition meningkat satu satuan maka tingkat organization commitment berkecenderungan meningkat pula sebesar 0,740 satuan. Dengan demikian terlihat bahwa employee value proposition memiliki pengaruh yang lebih besar terhadap organization commitment dibandingkan pengaruh employer branding terhadap organization commitment.
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Backhaus, Kristin. "People make the brand: a commentary." Management Research: Journal of the Iberoamerican Academy of Management 16, no. 4 (October 8, 2018): 380–87. http://dx.doi.org/10.1108/mrjiam-12-2017-0800.
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Purpose The paper aims at a commentary on Graham and Cascio, “The employer-branding journal: its relationship with cross-cultural branding, brand reputation and brand repair”. Design/methodology/approach Based on the authors’ statement that “people make the brand”, this paper discusses elements of brand making and brand breaking. Findings Specifically, the paper discusses the creation of the employer brand, the positives and negatives of employees as brand ambassadors and the manner in which word-of-mouth information influences brands. Originality/value This commentary reflects on Graham and Cascio’s work and concludes with suggestions for future research.
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Alshathry, Sultan, Marilyn Clarke, and Steve Goodman. "The role of employer brand equity in employee attraction and retention: a unified framework." International Journal of Organizational Analysis 25, no. 3 (July 10, 2017): 413–31. http://dx.doi.org/10.1108/ijoa-05-2016-1025.
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Purpose The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention. Design/methodology/approach This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship. Findings The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand. Originality/value Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.
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Deepa, R., and Rupashree Baral. "Relationship between integrated communication effectiveness and employee-based brand equity – mediating role of psychological contract fulfillment." Journal of Product & Brand Management 30, no. 6 (May 7, 2021): 883–97. http://dx.doi.org/10.1108/jpbm-01-2019-2212.
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Purpose This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits. Design/methodology/approach The study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices. Findings The findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE. Originality/value This study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.
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Dabirian, Amir, Pierre Berthon, and Jan Kietzmann. "Enticing the IT crowd: employer branding in the information economy." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1403–9. http://dx.doi.org/10.1108/jbim-11-2018-0333.
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Purpose The purpose of this paper is to develop an instrument to measure employer branding in the information age. Firms increasingly migrate from matter-intensive business models to information-intensive models, where value lies in information rather than the physical objects. This shift has, in turn, led to a change in employee work skills. This is particularly true in the information technology (IT) sector, where firms rely on a limited supply of skilled labor. Employer branding, a firm’s reputation as a place to work, is an important strategy to attract and retain employees. Design/methodology/approach From the literature, the authors developed and refined an instrument to measure key value propositions of employer brands. The potential IT employees surveyed in the study were students enrolled in the disciplines of computer science and information systems at a comprehensive university in North America. The study went through three stages resulting in an instrument for psychometric properties. Findings This research revealed eight employer branding value propositions that future IT employees care about. These dimensions are important for both IT firms and industries competing for skilled IT labor to understand and manage. Originality/value This paper extends the work of Berthon et al. (2005) on employer branding to the information intensive age and particularly the IT sector. It allows executives to manage and measure their employer brand so as to maximize competitive advantage in attracting and retaining skilled employees.
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Nelke, Astrid. "Impact of the COVID-19 pandemic on corporate employer branding." Technium Social Sciences Journal 16 (February 10, 2021): 388–93. http://dx.doi.org/10.47577/tssj.v16i1.2436.
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The COVID-19 pandemic is disrupting the world of work. While before the pandemic most employees worked in an office, many employees are now experiencing hybrid workplaces and accelerated digitalisation on the job. These changes demand new leadership concepts and individual support for every single employee. Likewise, the employer branding of companies must undergo changes and be tailored to the novel situation. However, many companies must first readjust to the current circumstances. This involves a determined digitalisation of employer branding procedures and the adaptation of the employer brand communication both to the needs of the target groups and the requirements of the digital processes.
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Saini, Gordhan K., and I. M. Jawahar. "The influence of employer rankings, employment experience, and employee characteristics on employer branding as an employer of choice." Career Development International 24, no. 7 (November 11, 2019): 636–57. http://dx.doi.org/10.1108/cdi-11-2018-0290.
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Purpose Drawing on the psychological contract theory and signaling theory, the purpose of this paper is twofold: first, to examine the effect of employer rankings and employment experience on employee recommendation of an employer as an employer of choice and second, to examine whether these effects vary by employee characteristics (i.e. full-time vs part-time, current vs former and newcomers vs established employees). Design/methodology/approach The authors used multilevel logistic regression on a sample of 39,010 Glassdoor employee reviews, drawn from the companies for which three-year employer rankings (from 2015 to 2017) were available, to achieve our research objectives. Findings The results show that employment experience influenced employees’ recommendation of an employer as an employer of choice. The average standardized rankings for three years (i.e. 2015–2017) was also associated with employees’ recommendation of an employer as an employer of choice. Employee characteristics such as employment type (i.e. full-time vs part-time), employment status (i.e. current vs former) and tenure significantly interacted with employment experience in affecting recommendations of a company as an employer of choice. Originality/value In contrast to the bulk of the research on employer branding that relied on job seekers, the authors studied factors that influence employees’ recommendation of an employer as an employer of choice, arguably the most important indicator of employer internal brand strength. The results offer fresh theoretical and practical insights in an area where research lags far behind practice.
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Ratra, Komal, and Netra Neelam. "Brand Awareness Quotient." International Journal of Applied Management Sciences and Engineering 3, no. 2 (July 2016): 62–74. http://dx.doi.org/10.4018/ijamse.2016070104.
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There is a need to appropriately measure the effectiveness of Employer branding initiatives taken by an organization. There are a lot of questions to be addressed while measuring the effectiveness of the past or existing initiatives and formulating a new Employer branding strategy such as: Do the objectives of the Employer branding completely meet the initiative? What is the reach of the initiatives? Whether to continue with the same initiative or not in future? Hence while designing a new improved Employer branding strategy, there needs to be an appropriate initiative measurement methodology which can address the above questions quantitatively. This paper is an attempt to create A matrix “Brand Awareness Quotient” which will help in measuring the efficacy and support decision making for formulating the new strategy the same. This quantitative way of scoring and analyzing each and every initiative provides a 360-degree overview of the complete Employer branding strategy of the organization.
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Kashyap, Vaneet, and Neha Verma. "Linking dimensions of employer branding and turnover intentions." International Journal of Organizational Analysis 26, no. 2 (May 14, 2018): 282–95. http://dx.doi.org/10.1108/ijoa-03-2017-1134.
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Purpose This paper aims to explore the impact of employer branding dimensions i.e. social value, interest value, economic value, development value and application value on turnover intentions (TIs) of employees working in Indian information technology (IT) sector organizations. Design/methodology/approach A total of 380 junior-, middle- and senior-level executives have been surveyed using a structured questionnaire to measure employees’ perception with respect to the dimensions of employer branding and TIs. Hypotheses have been tested using multiple regression analysis. Findings Employer branding dimensions are negatively correlated with employees’ TIs, and two dimensions (social value and development value) are significant predictors of TIs. Practical implications Higher perceived value in employer brand reduces the TIs. Higher employee retention rates further lead to reduction in the cost of hiring and training of new employees, thereby contributing to the profitability of any organization. Hence, practical relevance is there for handling employee turnover and theoretical importance is for further enhancing the talent management concepts. Originality/value Uniqueness of this study lies in its approach. The role of organizational-level factors rather than individualistic characteristics has been analyzed as predictors of the employees’ decision to leave their organization. Furthermore, the sample of progressive Indian IT sector executives adds to the originality of the work.
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Saleem, Fathima Zahara, and Oriol Iglesias. "Mapping the domain of the fragmented field of internal branding." Journal of Product & Brand Management 25, no. 1 (March 21, 2016): 43–57. http://dx.doi.org/10.1108/jpbm-11-2014-0751.
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Purpose – The purpose of this paper is to build a comprehensive conceptual framework of internal branding, to demarcate this field from employer branding and to develop an updated definition of internal branding that incorporates the findings of the literature review and emerging views in branding. Design/methodology/approach – This research conducts a systematic review of the internal branding and employer branding literature following previously established procedures. Findings – The major findings of this research are that internal branding comprises five key components within a supportive corporate culture, namely, brand ideologies, brand leadership, brand-centred human resource management (HRM), internal brand communication and internal brand communities; and that internal branding is related yet distinct from employer branding in its discipline, focus, components, outcomes and the role of the brand. The paper concludes with a comprehensive definition of internal branding derived from the conceptual framework and recent trends in branding, in addition to directed suggestions for future research in the field. Research limitations/implications – This research highlights areas for future research within internal branding, including the need for further research on internal brand communities and how brands can “internally brand” brand partners. Practical implications – The research highlights the company-wide and brand partner-wide effort required in internal branding, in addition to the necessity of a supportive corporate culture. Originality/value – This is the first review of internal branding and employer branding that aims to differentiate between the constructs and build a conceptual framework of internal branding, by drawing from the fields of HRM, marketing, branding and general management.
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Itam, Urmila, Siddharth Misra, and Heena Anjum. "HRD indicators and branding practices: a viewpoint on the employer brand building process." European Journal of Training and Development 44, no. 6/7 (May 1, 2020): 675–94. http://dx.doi.org/10.1108/ejtd-05-2019-0072.
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Purpose The concept of employer branding has drawn the attention of both academicians and practitioners over a decade. However, inaction, the objective of the employer brand managers were hardly tapped. Therefore, this paper aims to explore the views of HR manager on employer branding activities and its implementation. Design/methodology/approach This study is a case research of three multinational companies in India. A semi-structured interview method has been adopted to collect the data and a content analysis technique was used for analyzing the data into identified themes. Findings The HR managers of the studied company were discussed with multiple activities related to employer branding practice and implementation in their workplace. The key observations and discussions from the interviews were themed after the analysis as meaningfulness and visibility, employer brand awareness and differentiator and human resource development (HRD) parameters. Research limitations/implications The combined effect of branding theories and HRD practices will establish the most attractive and successful employer brand building process in place. Involving the potential and existing employees in the psychological contract formation; consistency among the internal and external communication systems; and top management approach with the brand highlighted the need for research and theory development in employment branding. Practical implications Communication breakdown, strategic mismatch, long-term disconnects and sustained success are the strategic concerns that every company who believe in the idea of employer branding may face and need to well-handled. Originality/value The study concluded with the belief of the human resources managers from all the three organizations as stated – adopting a community based strategic approach to the organization’s brand and clear about what the employer brand stand across the employment lifecycle drives businesses into success.
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Brusch, Ines, Michael Brusch, and Therese Kozlowski. "Factors influencing employer branding." International Journal of Quality and Service Sciences 10, no. 2 (June 18, 2018): 149–62. http://dx.doi.org/10.1108/ijqss-09-2017-0085.
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PurposeCompanies have to consider people as one of the most important resources. Especially, the combination of demanding work and academic workers requires activities with regard to employer branding. An employer brand is an intangible asset that allows companies to look for motivated and capable employees (Hillebrandt, 2013). Consequently, the concept of employer branding can be used (Brickson, 2005; Heilmann et al., 2013). The purpose of this paper is to supplement the first empirical investigations with students as new employees (e.g. Daniel et al., 2015) by the perceptions of potential employees in less powerful, i.e. more rural, regions.Design/methodology/approachThis paper summarizes existing findings and enhances two empirical investigations of 431 students of a technical university in a medium-sized city and 211 students of a university of applied sciences in a rural region in Germany. The data collection and analysis will focus on different methodical alternatives of identifying important drivers and dimensions of employer branding, as well as identifying different groups of potential employees and gender differences.FindingsThe paper highlights the need of the underrepresented but successful consideration of group specific analyses and following strategies in case of employer branding. The existing approaches of the establishment of an employer branding concepts can be improved through more suitable strategy elements when the addressees are better known.Originality/valueThe findings allow new insights, especially to smaller regions and companies and the awareness of group-specific analyses in general and in case of the development of an employer branding concept.
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Liu, Yiran. "Employer Attractiveness to Chinese Potential Employees." European Journal of Interdisciplinary Studies 4, no. 2 (July 24, 2018): 147. http://dx.doi.org/10.26417/ejis.v4i2.p147-155.
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Many multinational enterprises (MNE) are struggling with attaining economic revenue by controlling talent shortages in highly competitive emerging economies, such as China. Thus, competition is increasing to seem as an attractive employer by the target employees group. Employer brand building plays an important role for MNEs to attract and retain talents. However, few researches are focus on its effects on Chinese potential applicants’ perceptions. This study aims to label Chinese potential employees' expectancies of future employers. It inquires to what extent employer attractiveness factors (from EmpAt) influence company reputation and intention of job application among Chinese students overseas. It asked Chinese students from three different universities in the UK to access an online survey. The conclusion is based on 300 responses to a hypothetical ideal employer. The conclusions proof that company reputation positively contributes to job applying intentions; also employer attractive factors of non-financial features, such as Interest value and application value have positive contributions to company reputation. Furthermore, some strategic advice is made for companies. The study is original because it focuses on MNEs’ employer branding toward Chinese student and which will be valuable to companies in their upcoming recruitment.
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Deepa R and Rupashree Baral. "A Comprehensive Framework for Implementing an Effective Employer Brand Strategy." Global Business Review 18, no. 3_suppl (April 26, 2017): S75—S94. http://dx.doi.org/10.1177/0972150917693152.
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Employer brand strategy design and implementation are crucial for any organization, given the challenge of talent attraction and retention. Employer branding creates a sustainable relationship between an organization and its potential and existing employees by creating values for individuals, organization and the society at large. The primary objective of this study was to evaluate the feasibility of using a Business Model Canvas (BMC) template to map the employer brand strategy of an organization. The second objective was to use a survey research to map the elements of BMC such as value propositions and communication channels for the target employees who were the prospective talent pool. Other elements of BMC were explained based on the understanding of employer branding practices in Indian organizations.
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Saini, Gordhan K. "Shoppers Stop: Leveraging Social Media for Employer Branding." Emerging Economies Cases Journal 2, no. 1 (June 2020): 54–61. http://dx.doi.org/10.1177/2516604220930394.
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Shoppers Stop had a significant presence on social media platforms—LinkedIn, Facebook, Twitter and YouTube. However, a large number of Shoppers Stop’s customers posted complaints about deficiency in customer service on these social media platforms, mainly on Facebook. The complaints and ratings were also seen by other stakeholders such as potential employees who form a perception about the company’s employer brand based on these ratings. While Shoppers Stop promptly responded to disgruntled customers on Facebook to redress their complaints, Shoppers Stop was uncertain about the possible adverse impact of these customer reviews on the company’s employer brand. Further, Shoppers Stop wanted to leverage its presence on various social media platforms to promote and manage its employer brand.
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Eger, Ludvík, Michal Mičík, Mikuláš Gangur, and Petr Řehoř. "EMPLOYER BRANDING: EXPLORING ATTRACTIVENESS DIMENSIONS IN A MULTICULTURAL CONTEXT." Technological and Economic Development of Economy 25, no. 3 (April 10, 2019): 519–41. http://dx.doi.org/10.3846/tede.2019.9387.
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Attracting and retaining talented employees and gaining competitive advantage are important for organizations around the world. This study identifies and operationalizes the components of employer attractiveness from the perspective of potential employees. The study tests the employer attractiveness scale (EmpAt) by identifying the attractiveness dimensions of an employer brand among business students in the Czech Republic through exploratory factor analysis. We also search for similarities and differences among employer attractiveness dimensions through a cross-cultural comparison based on the results of previous studies. Businesses in today’s globalised world need to attract potential employees globally and determine whether it would be better to use one corporate strategy or to customize their employer brand according to the cultural differences between countries. National, cultural, and gender differences are also investigated. The findings show factors that business students give the highest importance to when searching for an employer and that the factor’s importance is influenced by gender. The findings of this study can be used to track the perceptions of current job applicants about the company and to appeal to “suitable target audiences” – potential employees. The results can be used by HR experts and practitioners in formulating and executing their communication and recruitment strategies.
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Jaswal, Pankhuri, and Sonali Bhattacharya. "Employer Branding-An Employer Attractiveness Tool, Attractiveness Factors for Millennial." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5533–48. http://dx.doi.org/10.47059/revistageintec.v11i4.2577.
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Purpose: In a VUCA world and growing competition within organizations to attract the right talent, it is of extreme importance for the organizations to build employer branding strategies. Organizations need to know these strategies should be based on what factors. This study aims to understand how employer branding can be used as a tool to promote employer attractiveness. The study specifically explores the preferences of Millennial when they are looking for an employer. The study was done on MBA and BBA students, with and without work experience to know perspectives of both fresher’s who without having any experience aspire and wish their organizations to be of a certain kind and students with work experience who tend to eliminate difficulties they faced in previous organizations and prefer for certain values in their new organizations. 200 students took the survey. This study shows what factors the organizations or brand-building vendors should work on to target the right talent pool.
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Acar, Pinar, and Gökhan Yıldırım. "The effects of employer branding and career anchor on intention to leave." International Journal of Research in Business and Social Science (2147- 4478) 8, no. 5 (August 18, 2019): 62–69. http://dx.doi.org/10.20525/ijrbs.v8i5.454.
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This research aims to investigate the effects of employer branding and career anchor on the intention to leave. The object of this research is the companies operating in the technology, finance and pharmaceutical sectors while the subject is 229 employees. Three variables from the research data were gathered through instruments in the form of valid and reliable questionnaires. Statistical Analysis of the research data used hierarchical regression analysis with the significance in accordance with the output of SPSS 20.0. The review of the findings obtained from the data demonstrated a statistically significant correlation between the employer brand and career anchor; employer brand and the intention to leave. Findings indicated that employer branding has a significant effect on career anchor and intention to leave; career anchor also has a significant effect on the intention to leave. However, the mediator effect of career anchor did not appear in the relationship between employer branding and intention to leave.
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Barbaros, Maria Corina. "Does employer branding beat head hunting? The potential of company culture to increase employer attractiveness." Journal of Entrepreneurship, Management and Innovation 16, no. 4 (2020): 87–112. http://dx.doi.org/10.7341/20201643.
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This paper aims to investigate the combined effort of the HR Department and the Marketing and Communication Department to define and implement employer-branding strategies. To obtain the aim, qualitative research was designed to establish the relationship between employer attractiveness, organizational attractiveness and company culture, and to identify to what extent company culture can be communicated through employer branding. Therefore, firstly, the study clarifies the links between employer branding, employer attractiveness, company culture, and the boundaries of these concepts. It then examines how employer branding works concerning company culture attributes, and, finally, the paper draws some conclusions that will address practical implications in the form of employer brand management. The research design was based on qualitative research methods (in-depth interviews and focus groups) applied to stakeholders, employees from the IT industry, and IT companies’ representatives. Subsequently, the qualitative data were processed with Atlas.ti 8 that generated the results and the points under discussion. The data show that when recruiting strategies, respectively, employer-branding strategies are thought separately, as happens most of the time, their efficiency diminishes considerably, and the employer image does not have consistency and attractiveness. To conclude, this study highlights the following practical ideas: a)management teams must have a holistic approach of employer branding, organizational attractiveness, and company culture; b)employer branding, in order to become a useful tool for employees’ retention and recruitment, must be managed by both the HR Department and the Marketing and Communication Department within a coordinated and coherent strategy and c) for employer branding to be efficient, there is a need to leverage HR as a strategic partner and, as a result, employees will be developed into strategic assets of the company.
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Hana, Urbancova, Richter Petr, Kucirkova Lenka, and Jarkovska Martina. "Employer branding in the agricultural sector: making a company attractive for the potential employees." Agricultural Economics (Zemědělská ekonomika) 63, No. 5 (May 9, 2017): 217–27. http://dx.doi.org/10.17221/338/2015-agricecon.
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The specificity of the agricultural sector (seasonality, the methods of obtaining human resources and so on) affects the situation in the labour market. The demand of agriculture companies for qualified workers is relatively high; unfortunately, people still prefer to work in the related or other fields where they have more suitable work conditions related. Building the brand of the employer, improving the awareness of the public and increasing the loyalty of the present employees can raise the offer of vacancies and obtain new qualified employees. The aim of the paper is to identify the benefits of human resource branding in businesses arising therefrom. A partial aim is to identify the present key managerial challenges of agriculture businesses. In the work, the data collected from a questionnaire survey (n = 108) were used together with the information from the Czech Statistical Office, in the opinion of which the labour market in the agricultural sector does not exhibit a positive trend. As a part of the evaluation, a factor analysis was carried out identifying three categories of benefits (the stabilisation of workers, organisational processes, and other benefits) crucial for the employer branding in agriculture.
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Sinčić Ćorić, Dubravka, and Anja Špoljarić. "The origins of internal communication and employer branding in marketing theories." Communication Management Review 06, no. 01 (July 28, 2021): 30–45. http://dx.doi.org/10.22522/cmr20210163.
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Internal communications and employer branding are recognized as important tools for achieving an inspirational working environment, which is both an aim and a means of differentiation between organisations. A growing number of studies demonstrate a connection between internal communication and employee identification with the organisation they work for, as well as with their perception of employer’s brand. The aim of this theoretical paper is to identify and elaborate theoretical foundations that contributed to the development of these two concepts. For that purpose, marketing schools of thought, primarily social exchange school of marketing thought and relationship marketing are analysed and related to the concepts of internal communication, and employer branding. The analysis shows that social exchange school theories can be applied to describe values that are exchanged through internal communication and employer brand activities, while relationship marketing principles are used when implementing these activities in order to develop positive employee relationships.
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Turk, Abdullah, Pelin Vardarlier, and Muhammet Ali Hazar. "The role of employer brand practices in human resources management in job applications on company preference." International Journal of Business Ecosystem & Strategy (2687-2293) 2, no. 4 (March 27, 2021): 1–9. http://dx.doi.org/10.36096/ijbes.v2i4.221.
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Employer branding is an important issue that businesses cannot neglect, as it is the process of creating a brand for employees and potential candidates. Especially with the development of technology, it has become easier to reach many resources. However, it has always been more difficult to reach talented human resources. At this point, discovering, attracting, and working with talented employees for a long time has attributed a key role to the employer brand. In this direction, the aim of the study is to investigate the roles of employer branding practices in attracting talents to the company in job applications. Content analysis, which is a qualitative analysis method, was used in the study. Maxqda 20 software program was used to access the findings of this analysis. In the research findings, it was seen that concepts such as reputation, communication, awareness, and the concept of Employer Brand were used together intensively. As a result of the research; It has been understood that businesses that want to attract talented employees to the company use the employer brand and communicate effectively with the external environment. It has been seen that this interaction supports the corporate reputation and this has played an important role in increasing the awareness of the company and in the preference and reliability
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Gupta, Shiksha, and Gordhan K. Saini. "Information Source Credibility and Job Seekers’ Intention to Apply: The Mediating Role of Brands." Global Business Review 21, no. 3 (June 19, 2018): 743–62. http://dx.doi.org/10.1177/0972150918778910.
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In this article, we first examine the role of perceived credibility of three information sources—customer reviews, employee testimonials and corporate communication in influencing a job seeker’s intention to apply; second, we examine the mediating role of three brand application levels (i.e., product brand, employer brand and corporate brand) between the perceived credibility of information sources and a job seeker’s intention to apply. Using a standard questionnaire, data from 385 respondents were collected and analysed using structural equation modelling (SEM). The results show that for intention to apply, the perceived credibility of employee testimonials and corporate communication was higher than the perceived credibility of customer reviews. The employer brand ‘fully’ mediates the relationship between the perceived credibility of employee testimonials and intention to apply, while the corporate brand ‘partially’ mediates the relationship between the perceived credibility of corporate communication and intention to apply. Human resource (HR) managers may thereby use employee testimonials for attracting a greater number of applications, and such recruitment communications can be complemented by corporate communication for recruitment effectiveness. Organizations looking to improve their employer brand may focus on using employee testimonials and corporate communication as their principle branding activities. This study contributes to literature related to boundary spanning benefits of strong brands.
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Ognjanović, Jasmina. "Employer brand and workforce performance in hotel companies." Menadzment u hotelijerstvu i turizmu 8, no. 2 (2020): 65–78. http://dx.doi.org/10.5937/menhottur2002065o.
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Employer brand represents an intangible asset which is the result of successful implementation of employer branding strategy that promotes the company as exceptional employer, provides the candidates with realistic expectations and fulfills the promises made to all employees. The main aim of the research is to prove that hotel companies should be strongly encouraged to develop employer brand, since this is one of the best ways to increase workforce performance. In terms of business operations, employer brand is monitored by means of appropriate dimensions (training and development, employer reputation, work/life balance, corporate social responsibility, business culture). Testing of research hypotheses was performed using regression analysis and ANOVA test. Results indicate statistically significant impact of employer brand on workforce performance and statistically significant difference in the level of accomplished average workforce performance among different category hotels.
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Tukashev, M. "Internal HR Branding of a Company as a Personnel Management Tool." Management of the Personnel and Intellectual Resources in Russia 10, no. 4 (September 17, 2021): 56–61. http://dx.doi.org/10.12737/2305-7807-2021-10-4-56-61.
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In the process of development and improvement of management, the attitude towards a person has changed. In modern society, the employee is one of the main assets of the organization. Personnel is a strategic resource that, if used correctly, can generate profits in the long term. Personnel management is an important area, and the work of the entire organization depends on the effectiveness of its implementation. A new process within the framework of building a general human resource management strategy is HR branding - building an attractive brand of an employer's organization in order to influence the external environment. Existing employees can become an effective channel for promoting an HR brand. Therefore, the internal brand of the employer is especially important, the essence of which lies in the attitude of employees to their organization, that is, in employees' satisfaction with their work, working conditions. The process of creating and developing an employer's brand allows you to improve the efficiency of the organization, increase its competitiveness and reduce a number of costs. This paper analyzes the internal HR-branding of the hotel business. During the research, both advantages and disadvantages were identified. The necessity of an integrated approach to the formation of an internal HR brand as a tool for retaining the company's human resources is proved.
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Malik, Kaenat. "The Mediating Role of Employer Branding Between Employee Satisfaction and Talent Management." IBT Journal of Business Studies 15, no. 2 (2019): 75–94. http://dx.doi.org/10.46745/ilma.jbs.2019.15.02.06.
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In today’s competitive world, it has become difficult for organizations to manage and attract a talented workforce. In view of this most firms are using employer branding strategies to attract and retain the employees. In view of its importance, we have developed a new conceptual framework that has five direct hypotheses and three indirect hypotheses. We have collected data from 400 faculty members of the leading business institutes of Karachi. The questionnaire was adapted from the earlier established scales. Smart PLS 3.2 was used for data analysis. This study found that it is important for firms to forego old HR practices and adopt employer branding. The HR manager in the present era required to spend considerable time building the image of the firms by interacting with all the stakeholders of the firms. A strong brand image is not only attractive to new employees, but it also enhances the job satisfaction level of the existing employees. Employers branding promotes a conducive environment due to which employees’ satisfaction level increases but they also develop a sustainable relationship with firms. Thus both the employees and employers benefit from it.
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Sutherland, M. M., D. G. Torricelli, and R. F. Karg. "Employer-of-choice branding for knowledge workers." South African Journal of Business Management 33, no. 4 (December 31, 2002): 13–20. http://dx.doi.org/10.4102/sajbm.v33i4.707.
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Attracting knowledge workers is recognised as a critical success factor by organisations. In order to succeed in the war for talent many organisations realise they need to brand themselves as employers of choice. This research established the factors knowledge workers regard as important organisational attributes when seeking an employer and what communication channels signal these attributes to knowledge workers.This was a two-phase study involving 274 knowledge workers. Qualitative research identified the organisational attributes desired and the communication channels used. Quantitative research using Factor Analysis, Kruskal Wallis and Mann Whitney U tests established the underlying factors, their order of importance and the significant differences in the target market segmentation.The findings show 11 underlying factors, with career growth and challenging work opportunities being the most desired attributes. Word of mouth and/or current employees are the most used communication channels. Differences in the target market were noted by gender, age and cultural groupings. Recommendations are offered for organisations seeking to become employers of choice.
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Gavilan, Diana G., María Avello, and Susana Fernández-Lores. "Employer branding: la experiencia de la marca empleadora y su efecto sobre el compromiso afectivo." aDResearch ESIC International Journal of Communication Research 07, no. 07 (January 1, 2013): 58–75. http://dx.doi.org/10.7263/adresic-007-04.
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Hlavsa, Tomáš, H. Urbancová, and P. Richter. "Ways of Human Resource Branding in Czech Agricultural Companies." Scientia Agriculturae Bohemica 46, no. 3 (September 1, 2015): 112–20. http://dx.doi.org/10.1515/sab-2015-0025.
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Abstract Current demographic and economic conditions in individual countries lead to a significant increase in competition in the labour market. Every employer from all economic sectors wants to have competent and talented human resources and the fight for such employees becomes still harder. To attract and retain the best employees, it is necessary for the companies to build up a good employer brand that may appeal to talented employees. The article provides a picture of the current situation in employer branding in the agricultural, forestry, and fishing sectors in the Czech Republic and deals with the ways of its improvement. The investigation was conducted by means of a questionnaire survey covering 108 participating companies, and the methods of analysis, synthesis, deduction, and induction. The results have shown that the majority of agricultural companies (75.9%) perceive knowledge continuity management as a trend that contributes to good employer branding. The major benefits arising from the encouragement of employer branding in agricultural companies include acquisition of new talented human resources (57.4%) and retention of key employees (56.4%).
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Dalvi, Dipali Shrikant. "Employer Brand Equity and Its Impact on the Application Intent of the Prospective Employees." International Journal of Business Intelligence Research 12, no. 1 (January 2021): 1–25. http://dx.doi.org/10.4018/ijbir.20210101.oa1.
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Skilled human capital marks organisational success. Attracting, recruiting, and retaining these employees is vital. Companies are applying branding principles to recruitment function. This is termed as employer branding (EB). Identifying a right fit to suit organizational needs is essential. Organizational communication plays a critical role to relate to job seekers of generation-i; they rely on information imparted via various media and decode their perception. In this study, it is evident that for job seekers, corporate websites are important sources of information while deciding their employer. The reviews on job hunting sites aid perception. Use of AI to relate to prospective employees adds competitive edge. This study was conducted to ascertain dimensions of EB and study the application intent of potential employees. It included students from engineering and management and the employees from the job market. The findings allowed comparison of application intent of three groups. Qualification and experience moderates' application intent of prospective employees was evident.