Employer branding

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

Antecedents to employer branding : a strategic focus on the information technology (IT) sector in India

Abstract: There is a paradigm shift in the nature of employee –employer bonding in the present dynamic business context. It is moving from a strong long term relationship to an instable short term association. This change is primarily observed among highly skilled knowledge workers of the information technology industry as they seek the best organizational environment that will suit their needs. In the present operating business environment where organizational growth is an outcome of innovative and technological progressions, human capital has emerged as one of the most valued assets of the organization. Skilled human capital can be a source of competitive advantage to companies and be a significant antecedent to its success. The challenge for the information technology industry is therefore to design a work environment that not only attracts but retains such talented human capital. Hence, it is imperative for the companies to explore the attributes that such skilled talent expect and operationalise them to effective employer branding strategies. This study is an attempt to explore the important attributes that IT specialists aspire in an organization of interest which will be beneficial design employer branding strategies.

Recruitment marketing: Do we understand what Generation Z expects from its future employers?

Abstract: The struggle for finding good employees in Austrian companies is in full swing, and it rests as a big problem on the desks of recruitment marketers and HR departments. Aside from a general shortage due to demographic developments, a new generation of future employees (the ?Z? generation) is growing up, and will be present on the labour markets in a very short time. These young people have been raised under completely different (technological, economic, and social) conditions and, in turn, have different expectations of their future job life and employers. Experience as well as literature on employment related expectations, motivation, and behaviours of Gen Z representatives is scarce, which makes it hard for companies to shape their job offerings in an efficient and effective way, matching the demands of this group. In order to contribute to a better understanding of this phenomenon, a large-scale mixed-method research was undertaken, six focus groups with 43 participants and 550 personal interviews with pupils and young students were conducted in Austria. The motivation was to identify and categorize criteria, which might distinguish an ?attractive from an average job? in the eyes of a Gen X candidate. Factor analysis methods were employed to reveal the categories that matter for this group.The findings suggest that the most important criteria for Gen X members are predominantly ?social?, namely team spirit, working atmosphere, job-life-integration. ?Factual? arguments like salary, job security, career advancement and task diversity only play a secondary role. The HOW is more important than the WHAT. A paradigm shift seems to gain momentum: Currently, most current job descriptions emphasize "what" statements: "What are your tasks??; "what are opportunities for development?"; or "what is expected from you?". However, Generation Z seems to be much more concerned about the "HOW": "How does it feel to work here?"; "how does my team function?"; "How will my working day in this company look like?"; or " how diversified and exciting is my job?" Salary, job security and a financially stable company are still relevant, but they are not in the foreground. In addition, trends such as home office or high tech equipment of the office appeared to be not too catchy.The paper ends with recommendations for HR-representatives, including a better visualization of team spirit and working atmosphere, raising awareness for the social aspect of work, and establishing tangible elements of ?how it is to work in that company?.

Influence Of Perceived Employer Branding On Perceived Organizational Culture Employee Identity And Employee Commitment

Abstract: All organizations strive for sustainable competitive advantage in order to attain profit and survive in the increasingly competitive marketplace. In such situation human resources have become crucial to achieve competitive advantage, especially in the service oriented industries. In order to achieve competitive advantage, it is necessary to retain talented employees within the organization. To attract and retain talented employees within organizations, employers are using employer branding to separate their organization from its competitors and build an image as a good place to work. Thus, the key intention of the study was to explore, “influence of perceived employer branding on perceived organizational culture and employee identity, and how in turn affect to increase employee commitment”. In the present study, employer branding model was based on culture, identity and commitment in licensed financial companies. Research population consisted executive level employees of top ten licensed financial companies. Sampling method was convenience sampling and data collection instrument was questionnaire. Correlation and regression analysis was used to analyze the data. Results from the analysis showed that perceived employer branding had significant influence on perceived organizational culture and employee identity and in turn they had a significant effect on employee commitment.