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.
References
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TL;DR: A review of the academic and popular talent management literatures can be found in this article, where the authors clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement).
Abstract: Purpose
– The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation.
Design/methodology/approach
– This article is based on a review of the academic and popular talent management literatures.
Findings
– Talent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment.
Practical implications
– Hospitality organizations interested in implementing a talent management strategy would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence‐based best practices.
Originality/value
– This article will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement.
519 citations
TL;DR: In this article, the authors used the marketing literature on customer-based brand equity to predict how positive exposure to four early recruitment-related activities-publicity, sponsorships, word-of-mouth endorsements, and advertising-may affect the application decisions of engineering students.
Abstract: Theory and research from the marketing literature on customer-based brand equity were used to predict how positive exposure to 4 early recruitment-related activities-publicity, sponsorships, word-of-mouth endorsements, and advertising-may affect the application decisions of engineering students. Similar to prior marketing findings, the results suggested that early recruitment-related activities were indirectly related to intentions and decisions through 2 dimensions of employer brand image: general attitudes toward the company and perceived job attributes. The relationships between word-of-mouth endorsements and the 2 dimensions of brand image were particularly strong. In addition, it was found that early recruitment-related activities interacted with one another such that employer brand image was stronger when firms used publicity in conjunction with other early recruitment-related activities.
489 citations
TL;DR: A review of the existing literature linked to the emerging field of employer branding, with a view to adding insight from the perspective of the management of human resources, is presented in this article.
Abstract: Purpose – The purpose of this paper is to review the existing literature linked to the emerging field of employer branding, with a view to adding insight from the perspective of the management of human resources.Design/methodology/approach – The approach taken entails reviewing books and academic journals from the area of marketing, organisational behaviour (OB) and business management. The review shows that research and theory from a range of fields can help add to one's knowledge of employer branding; these include areas of research that investigate organisational attractiveness to potential new recruits, research and writing linked to the psychological contract literature as well as work that examines organisational identity, organisational identification and organisational personality characteristics.Research limitations/implications – The main limitation of the review is that, while different areas and fields of research are being drawn on to help identify useful knowledge that can improve one's unde...
395 citations
TL;DR: This article proposes a typology of business models that emphasizes the connecting of traditional value chain descriptors with how customers are identified and satisfied, and how the firm monetizes its value, to extend current work on cognitive categorization and open up new possibilities for organization research.
Abstract: Most research on business models lies 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 article, 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 emphasizes 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 organization research.
337 citations
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