Employer branding

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

Freedom and order: A participative approach to corporate branding

Abstract: All too often corporate brands fail to engage and involve employees. This undermines the power of the brand. However, by adopting a genuinely participative approach to brand definition it is possible to create enthusiasm and support. The example of voluntary organisation, VSO demonstrates an approach that works effectively and has implications for the way businesses manage their corporate brands.

Brand owner approaches to assessing the risk of product counterfeiting

Abstract: Product counterfeiting is an ongoing problem whose complexity makes it difficult to be assessed. Although many organizations have estimated its extent, their measurements often have methodological shortcomings. Brand owners are working with industry organizations to improve these measurements. In this study, we use interviews with brand owners in various industries to identify practices and challenges for measuring the extent of product counterfeiting.

Brand strategy frameworks for diversified companies and partnerships

Abstract: Most of the knowledge about brands is derived from consumer products From the author's own extensive experience in industry and knowledge of company decisions, it seems that brand strategies are not as well developed for making brand decisions that are relevant to diversified companies or industrial business-to-business (B2B) companies These companies are often uncertain as to whether the consumer-product brand strategies are applicable in their markets

Employer Branding Training Development for Public Organisations

Abstract: In the condition of demographic issues in Europe and competition for specialist between public and private sector on the labour market public organisations’ as employers’ image is an important aspect of development. The research aim is to identify principles of Employer Branding (EB) and ways public organisations can organize and develop employees’ education on this topic. There are EB activities examined in ten socially responsible (SR) organisations from public sector in Latvia. Authors prepare theoretical bases for the research analysing scientific literature to explain the main point of the approaches framework and define the main terms in depth implementing qualitative and quantitative research methods. In the result proposals for the EB training development for public organisations were developed. Training programs on EB for the public sector organisations should consist of blocks connected to marketing and HRM. Managers should decide whom to train and why and develop different training tracks for each employees level. Training should be implemented periodically reflecting on the changes in external and internal organisational environment. Key words: employer branding, training, public administration. jel codes: H83, O15 DOI: http://dx.doi.org/10.15181/rfds.v14i3.877

The strength of the employer brand

Abstract: According to the predicted demographic trends of an increasingly ageing population, companies will face an increasing level of competition for a decreasing talent pool of skilled workers. This research focuses on the study of recruiting - how the image of an employer, communicated to the job market through the employer brand, influences the pool of candidates that a company gets. We first develop a measure of the strength of employer brand by adapting the concept of brand value pyramid which is composed of three levels 1) recognition 2) consideration and 3) employer of choice. We tested the model on answers for nearly 300 companies operating in Slovenia, collected using a large sample of more than 7000 respondents to a web-based questionnaire, who were solicited to participate through a banner on a job portal. We test how different factors - including the employer's properties, the exposure of the brand and the opinions of the employer - influence the strength of its employer brand. Two important lessons for the companies from this research are as follows. Firstly, employer brand is not a one-dimensional concept but rather that it has several dimensions and that each dimension is influenced by different factors. Secondly, even though the results presented are just averages, they clearly show that different companies can have problems in different dimensions. A fact that will give you advantage in one dimension may hurt another one.