This paper aims to review the literature over the past 10 years related to employer branding by shedding light on its role of enhancing employer attractiveness, employee engagement, and retention. The paper offers a better understanding for the literature gap related to the employer branding field. A systematic review of 33 articles published between 2010 and 2019 was conducted in which the reviewed papers were classified depending on electronic databases, namely Emerald, Science Direct, and Business Source Complete. The research findings were analyzed based on two classifications: descriptive and main topic analysis. The majority of the reviewed articles were empirical studies published during the year 2018, revealing the importance of employer branding by creating employer attractiveness, employee engagement, and employee retention, in addition to focusing on employee retention as a main tool for achieving a competitive advantage.

The Influence of Employer Branding on Employer Attractiveness and Employee Engagement and Retention: Ten Years of Literature

Crowdsourcing platforms are a valuable source of information for employees and firms. They have become an essential part of human resource practices, such as recruiting, employee engagement, and the marketing of a company's brand. Crowdsourcing platforms can help enrich an employer's brand, with employee reviews acting as a terra-incognita for the early-stages in the employer branding process. In response to these dynamics, this research explores the employer value proposition preferences and the sentiments of employees in the US banking industry. Approximately 11,000 reviews on the crowdsourcing platform Indeed.com, covering the top 18 banks listed on the Fortune 500, were parsed. The text mining techniques topic modeling and sentiment analysis were carried out using Latent Dirichlet Allocation. The topic modeling analysis revealed work-life balance, management, economic, social, and development values as the most preferred employer value proposition, while brand-image, application, and interest values were the least preferred. Sentiment analysis showed that employees exhibit negative sentiments for management, work stress, work-life balance, and economic values, and show positive sentiments for development, social, and interest values. The paper highlights avenues for future research and discusses the managerial and theoretical implications for managers and HR practitioners. 

Using text mining and crowdsourcing platforms to build employer brand in the US banking industry

Purpose: In an increasingly competitive labour market, an organisations’ ability to attract and retain the right skills in the ‘war for talent’ is invaluable (Ronda, et al., 2018). In Ireland, recent studies demonstrate increasing competition within the labour market, with demand outweighing supply in 2018 (Hays Ireland, 2018). The focus of this research is to explore the impact of internal employer branding on organisational performance and retention of talent within the recruitment sector in Ireland.

Research Design/Methodology: For the purpose of this study, the author pursued a qualitative, inductive approach to data collection, conducting non-standardised, semi-structured interviews with a number of representatives within the Irish recruitment sector. Results were extrapolated using thematic analysis, in which the author identified key themes in line with the research objectives. These themes were then discussed and analysed, with reference to both the primary and secondary data collected as part of the study.

Findings: The findings from this dissertation, suggest the indubitable importance of internal employer branding as a key tool for retention and business performance. The findings present a significant shift in how organisations view internal employer branding, establishing that many senior management teams are beginning to place greater strategic emphasis on internal employer brand. It was also noted that financial reward is no longer a key pull factor for employees and the need for employers to consider intangible elements of the employment experience when developing their Employer Value Proposition was also established. The fundamental finding of this study is communication. Effective internal communication that is open and transparent should be the basis for any internal employer brand in order for organisations to keep employees engaged, retain talent and improve business performance.

An investigation into the key components of internal employer brand and its’ impact on organisational performance and retention of talent within the recruitment sector in Ireland

Nowadays in the dynamic transformational environment, organizations face many challenges to become more knowledge-based, more emphasis on innovation and technology, as well as facing intensive competition for attracting and retaining a high-quality workforce. Those organizations seek employees from different cultural backgrounds and more attention is given to the “Generation Z” namely digital talents; entering the 2020 market place. So organizations should meet the previously mentioned challenges’ by differentiating themselves from other competitors in the labor market and enhancing their employer attractiveness as a tool to ensure competitive advantage for the organizations. This research aims at getting a clearer understanding of Generation Z perception of 2020 workplace and reflecting on how an employer branding (EB) strategy can be the answer for differentiation, through the delivery of a value proposition based on functional, symbolic and economical benefits, which should be consistent with the needs of this new generation. To carry out this mission, employers need to have a strong and unique value proposition and, at the same time, need to know how to communicate this value to potential candidates (Generation Z) using digital codes and channels. Generation Z is represented in this research by undergraduate students who are in their final year of study, selected from British University in Egypt. The practical implication of this research should suggest the appropriate employer branding strategies and identify the relevant set of responsibilities required for organizations taking strategic steps toward “the war for talent.”

https://aja.journals.ekb.eg/article_176918_9a5e96fb339d8db261c399809a3c35b9.pdf

Employer Branding as a Contemporary Challenge in the 2020 Workplace; During the Era of Transformational Change

In this time, Talented and faithful Employees is a basic resource of World-wide associations. To pull in and retain the correct ability is vivacious assignment for every single association. Prior, Organizations were just advancing themselves before clients however with the expanding war of skill; companies have begun picking up notoriety according to representatives and potential candidates as Great Employer to work with. The study has been attempted to comprehend the effect of hierarchical practices to appeal and hold on Employer Branding.424 members (424 representatives of Pharmaceutical Industry) have been taken as test of the examination. The information is gathered with the assistance of structured survey and is analysed utilizing Smart PLS(Partial Least Square).

Employer branding and it’s impact on employee retention in pharmaceutical industry of gujarat

INTRODUCTIONNowadays, organizations are competing against each other on employees. The attraction and retention of the right calibers have never been harder. Both academic scholars and practitioners are constantly searching and seeking the best ways to achieve a person-organization fit. Employer branding, as a concept, has the same significance as other well-known organizational behavior concepts. The perceived view of the organization is one of the decision criteria candidates consider (Van Hoye, Bas, Cromheecke, & Lievens, 2013). Hence, employer branding is becoming a lucrative area of study.In its essence, employer branding is internal marketing of the organization to appear attractive and become the first choice for both, current and future employees. To be successful, organizations should clearly communicate their values and cultures. In addition, they should formulate a good reputation that is desirable to employees and future prospects.Employer branding is composed of several marketing strategies that help in the process of attracting employees to the never ending recruitment cycle for the numerous job openings. It is basically the use of several innovative ideas aiming to help develop the organization's image and create an extremely appealing entity that not only attracts a wide pool of members but also assures that they are matching the needed skills for the openings available. These innovative ideas are unlimited and come in different forms all aiming to sustain the supply of employees for the company (Katoen & Macioschek, 2007; Gaddam, 2008).Employer branding can be described as an innovative concept that connects the worlds of both marketing brand management and human resource management. This means that employer branding utilizes basic marketing concepts such as branding, identification, image, reputation, along with some of the human resources' unique concepts such as organizational identity and employee satisfaction (Katoen & Macioschek, 2007).The resource-based view of the organization has shifted the attention from tangible assets to intangible ones; specifically the focus is on employees' mental contributions as the nucleus of a successful and sustainable organization. Accordingly, organizations engaged in several practices to attract and retain a qualified pool of candidates/employees without knowing the significance of the value returned from their efforts, if any. In addition, academic research in this field is still in the infancy stage. Most of the studies are purely theoretical, offering frameworks and propositions from the office with no sufficient practical examples or field testing. Understanding employer branding as a form of internal marketing that helps in attracting and retaining employees is considered a gap with little research focus (Wilden, Gudergan, & Lings, 2010). In addition, Maxwell and Knox (2009) claim that the perception of employees on employer branding is often overlooked. They believe that only three articles discussed this perception and concluded that employees view their organizations different from the external audiences.Employer branding is becoming important for four reasons. First, it contributes directly to the competitive advantage of the company as the human resources acquired become rare, valuable and non-substitutable along with being difficult to imitate (Suikkanen, 2010). Second, applying the concept provides for a solid corporate identity which attracts the best of talent allowing individuals to have a great experience in the company (Elving et al., 2013). As Balmer (2012) states "Corporate brands are a means of creating both shareholder and stakeholder value" (p. 6). Third, employer branding signals out the wrong candidates who will not fit within the organization, hence, ensuring that only the right applicants who would achieve high productivity and tenure remain. Forth, employer branding achieves efficiency and effectiveness as recruitment decisions are made correctly and the rate of turnover is reduced (Tuzuner & Yuksel, 2009). …

Vivian M. Fahmy

Papers

Can Employer Branding Surge the Retention and Motivation of Egyptian Employees

Can Employer Branding Raise the Retention and Motivation of Egyptian Employees