A Comprehensive Framework for Implementing an Effective Employer Brand Strategy
26 Apr 2017-Global Business Review (SAGE PublicationsSage India: New Delhi, India)-Vol. 18, pp 75-94
TL;DR: In this paper, the authors describe how to design and implement a brand strategy for any organization, given the challenge of talent attraction and retention, and how it creates a sustainable relationship with the stakeholders.
Abstract: 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 betw...
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01 Feb 2010
TL;DR: In this paper, the authors examine the nature and consequences of employer branding and reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers' brand signals; perceptions of the employers’ brand investments; and perceptions of their product or service brand portfolio.
Abstract: In many developed economies, changing demographics and economic conditions have given rise to increasingly competitive labour markets, where competition for good employees is strong. Consequently, strategic investments
in attracting suitably qualified and skilled employees are recommended. One such strategy is employer branding. Employer branding in the context of recruitment is the package of psychological, economic, and functional benefits
that potential employees associate with employment with a particular company. Knowledge of these perceptions can help organisations to create an attractive and competitive employer brand. Utilising information economics and signalling theory, we examine the nature and consequences of employer branding. Depth interviews reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers’ brand signals; perceptions of the employers’ brand investments; and perceptions of the employers’ product or service brand portfolio.
306 citations
Posted Content•
TL;DR: In this article, the authors propose a typology of business models that emphasises the connecting of traditional value chain descriptors with how customers are identified and satisfied, and how the firm monetizes its value.
Abstract: The current literature on business models lies mainly in the literature on strategy and competitive advantage and focuses on their role as descriptors of actual phenomenon, often by reference to taxonomic categories. In this essay we explore how business models can be seen as a set of cognitive configurations that can be manipulable in the minds of managers (and academics). By proposing a typology of business models, that emphasises the connecting of traditional value chain descriptors with how customers are identified and satisfied, and how the firm monetizes its value, we explore how business model configurations can extend current work on cognitive categorization and open up new possibilities for organisation research.
38 citations
TL;DR: In this article, a systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics.
Abstract: The aim of this paper is to present a systematic literature revision (SLR) that shows the relationship between the concept of employer branding (EB) and talent management (TM). Based on the EB model proposed by Backhaus and Tikoo in 2004, and the macro-contingent model for talent management introduced in 2019 by King and Vaiman, we intend both to analyse the theory correlating the EB concept and TM, and to identify TM dimensions that are reflected on the EB concept. A systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics. Findings show that scientific literature on the subject grew considerably in the last four years, reflecting the rising concern over the creation of an employer brand at the organisational level. EB explores talent attraction and retention particularly, though, unexpectedly, is also becoming a concept explored by nations to attract a qualified workforce. Analysing selected articles, we may conclude that EB is clearly considered as a tool within the largest process of talent management.
17 citations
01 Jan 2020
TL;DR: In this paper, the authors analyzed the most valued job attraction and retention factors by academics from three Chilean universities, and found that prestige, proximity and quality were the three most valued factors for staying in a university.
Abstract: espanolEste estudioanaliza los factores de retencion laboral mas valorados por academicos de tres universidades en Chile. La investigacion es de tipo cualitativo, descriptivo transversal, y se implemento a traves de una entrevista, basada en el instrumento aplicado por Rajagopalan & Baral(2017). Los principales resultados indicanque los aspectos mas valorados por los academicos para mantenerse en una universidad son:prestigio, cercania y calidad. Ademas, para los academicoses relevante,la relacion universidad -entorno, particularmente a traves de la innovacion, proyectos que involucren a la comunidad y difusion cientifica, a traves de diferentes medios para hacerla mas cercana. EnglishThis study analyzes the most valued job attraction and retention factors by academics from three Chilean universities. The research is of a qualitative, descriptive cross-sectional type, and was implemented through an interview, based on the instrument applied by Rajagopalan & Baral (2017).The main results consider that the aspects most valued by academics to stay in a university are prestige, proximity and quality. On the other hand, the relationship of the university with the environment is relevant for academics, particularly through innovation, projects that involve the community and scientific dissemination, through different media to make it closer.
TL;DR: A partir de las observaciones realizadas dentro del proceso de diagnóstico organizacional en la agencia creativa, con elementos that contribuyan a retener el personal creativo and a crear un mejor ambiente de trabajo, las acciones a emprender se enfocan en el perfil millennial presente en los miembros de la organización as discussed by the authors .
Abstract: Incorporar talento humano joven a las organizaciones supone retos para su gestión; los denominados jóvenes millennials han tomado mayor fuerza en el mundo laboral, lo que también significa expectativas y motivaciones distintas de los grupos generacionales que les precedieron; reconocer y gestionar esas nuevas necesidades puede significar una ventaja competitiva. A partir de las observaciones realizadas dentro del proceso de diagnóstico organizacional en la agencia creativa se concluye que esta requiere mejorar su gestión de personal, con elementos que contribuyan a retener el personal creativo y a crear un mejor ambiente de trabajo; las acciones a emprender se enfocan en el perfil millennial presente en los miembros de la organización. El proceso de identificación de las acciones y propuestas supuso la revisión de literatura enfocada específicamente en la gestión del talento millennial, desarrolladas por consultores y expertos en la materia; se propone un esquema basado centrado en la comunicación, retroalimentación constante, flexibilidad en el trabajo y liderazgo participativo, en un entorno de cultura organizacional que detone valores organizacionales que ayuden a crear compromiso en la empresa.
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TL;DR: The role of account planner is a result of advertising agencies recognition that effective advertising demands the influence of consumer insights, competitive intelligence, and trends analysis as discussed by the authors. But as necessary as the account planner's strategic input is to the advertising placement and creative output, it does not supply the prerequisite upstream strategic foundation that is defined and delivered by business and brand strategy.
Abstract: Account planning has established itself as a core competency of many top advertising agencies. The role of account planner is a result of advertising agencies’ recognition that effective advertising demands the influence of consumer insights, competitive intelligence, and trends analysis. Yet, as necessary as the account planner’s strategic input is to the advertising placement and creative output, it does not supply the prerequisite upstream strategic foundation that is defined and delivered by business and brand strategy. Business strategy must be accounted for to ensure that a firm’s market opportunities, brand opportunities, and core competencies are being fully exploited in all marketing activities. In turn, brand strategy must be leveraged into the account planning process to ensure that a brand is optimally represented within the brand portfolio, its positioning supported, its values reflected, and its personality celebrated in all marketing communications.
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