Employer branding

About: Employer branding is a research topic. Over the lifetime, 1555 publications have been published within this topic receiving 54897 citations.

Conceptualizing and researching the models of employer branding

Abstract: Now a days, Organizations are becoming conscious towards thepractice of Employer Branding. Organization have observed that with the help of Employer Branding, the best talent can be attracted, retained and motivated from the market. Employer Branding is a HR marketing strategy which communicates the goodwill or reputation of the organization to current and prospective employees, stakeholders and their clients. This practice reflects the all complete employment experience about the organization with the arrival of grueling competition between the organization to attract and hire the best talent and work with them, provide Wow factor to the existing and potential customers, the concept of employer branding becomes an aspect of supreme importance. Today’s HR professionals spending their time trying to understand that, how can make their organization unique from the other organizations as well develop a sense among the existing and prospective employees that it is a ‘Great place to work’. This paper aimed for examination of the literature discovered the necessity for employer branding factor determination and contextualization of employer branding models – resulting in the projected model during this study supported the theoretical findings within the literature.

The interacting content and process of the employer brand: person-organization fit and employer brand clarity

Abstract: In their striving to be an attractive employer, organizations aspire to create effective employer brands. Building on HRM system strength theory, we posit that the effectiveness of an employer bran...

Leveraging Employer Branding for Organizational Success

Abstract: IntroductionBarrow (1990) introduced the proverbial term Employer Branding in one of his talks at the Chartered Institute of Personnel Directors (CIPD) Annual Conference in Harrogate, UK. Hence it is a relatively new concept. It may be defined as 'the package of functional, economic and psychological benefits provided by employment, and identified with the employing company' (Ambler & Barrow, 1996). Soon it caught the imagination of the corporate leaders across the world and organizations began their strides to leverage employer branding for attracting and retaining talented workforce and optimizing their potentials for benefit of all the stakeholders.Indeed, employer branding represents 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 and it allows the firm to differentiate itself from other employers competing for talent and to attract applicants who ideally possess similar, if not the same, values as the organisation (Backhaus and Tikoo, 2004). Extant literature on the theme indicate that employer branding shares theoretical foundations with both consumer and corporate branding and influences same set of stakeholders e.g. staff, customers, distributors, shareholders, etc. (Moroko & Uncles, 2008). In this paper, the author tries to decode nuances of both external branding and internal branding.External BrandingBerthon, Ewing, and Hah (2005) observe that there are primarily five factors viz. economic value (e.g. salary), interest value (e.g. interesting work), social value (e.g. enjoyable working environment), development value (e.g. advancement opportunities) and application value (e.g. opportunities to implement own knowledge) which make the employer attractive for potential employees. On the other hand, Srivastava and Bhatnagar (2010) suggest eight factor that augment employer attractiveness in Indian context namely caring (e.g. the concern of the organization for its employees), enabling (e.g. enabling the employee to contribute her or his own abilities), career growth (e.g. advancement opportunities), being credible and fair (e.g. behaving fairly towards employees), being flexible and ethical (e.g. no unethical practices), customer brand image (e.g. the customers' image of the organization's brands), positive employer image (e.g. the image of the organization among its current employees) and global exposure (e.g. travel opportunities).Besides, employee value proposition also plays a significant role in enhancing attractiveness of employers both for potential as well as existing employees (Sengupta, Bamel and Singh, 2015; Jha and Jha, 2015). Hence it is imperative for the organizations to adequately articulate employee value proposition for the benefits of potential and existing employees through dedicated career page on official website of the company, widely circulated newsletters, active participation in seminars and conferences organized by industry association and increasing footprints on social media in a significant manner. In addition, company can also leverage consistent word of mouth endorsements by existing employees by ensuring a culture of trust, transparency, accountability and responsiveness towards all the stakeholders. …

What are Best Practices in the Space of Employer Branding that Enable Organizations Attract and Retain the Best Talent

Abstract: A decade ago, few human resource leaders gave much consideration to the employer brand. Today, as markets become more sophisticated and the war for talent intensifies, H.R. leaders are waking up to the importance of employer brand in attracting and retaining skilled, value-adding talent. A recent Society for Human Resource Management (SHRM) study on employer branding revealed that over 67% of organizations view employer branding as a strategic recruiting tool to gain a competitive advantage to attract top talent, and 49% identified the employer brand as one of the top five strategic initiatives for their firm in the next year. There are a vast array of definitions and theories surrounding employer brand. The most sensible and workable definition that we have come across goes like this: an employer brand is a set of attributes and qualities – often intangible – that make an organization distinctive, promise a particular kind of employment experience, and appeal to those people who will thrive and perform their best in its culture. We embarked on our own investigation of what forward-thinking organizations are doing to leverage their employer brand to gain an edge in today’s fiercely competitive labor market. Drawing from real-world examples, we will propose 3 key areas H.R. leaders should hone in on to successfully differentiate their employer brand to attract and retain the best talent.

Corporate brand management – A leadership perspective

Abstract: Articles from and inspired by the 13th International Corporate Identity Group (ICIG) Symposium theme ‘Corporate brand management - a leadership perspective’