Der Einfluss von Social Media (im Employer Branding) auf den Stellenbesetzungserfolg: Eine quantitative Analyse

2021 ◽  
pp. 173-194
Author(s):  
Lothar Winnen ◽  
Sarah Schrader ◽  
Henning Tirrel
Keyword(s):  
Social Media ◽  
Employer Branding ◽  
Quantitative Analyse

Awareness Of Employer Branding Through Social Media Among Management Students

2016 ◽  
Vol 6 (2) ◽  
Author(s):  
Mukesh Kumar ◽  
Avaneesh Kumar
Keyword(s):  
Social Media ◽  
Brand Image ◽  
Final Conclusion ◽  
Young Generation ◽  
Employer Branding ◽  
Ample Opportunity ◽  
Talented People ◽  
Management Students

Employer branding become an imperative part of an organization in these days. Every organization wants to attract, develop and retain talented people in their organization. Employer branding not only attract existing employees but also attract potential employees. It communicates internally to their employees and externally to potential employees through social media. Young generation uses social media rapidly, so it is the ample opportunity for an organization to attract, retain and motivate to their existing employees as well as prospective employees. Employer branding through social media also enhances the brand image of the organization, so it attracts to potential employees to be a part of that organization. The aim of this paper was to study awareness of employer branding through social media among Management students in Allahabad. Researcher interacted with 100 respondents but found 60 respondents who know about it. In this paper, Researcher focused on how students use social media to search a job and what they are looking in a job. The final conclusion of this paper is that Management students know about how to use social media in Employer branding but they need to know more about it.

Understanding the Use of Social Media for Employer Branding

2015 ◽  
pp. 46-72
Author(s):  
Maxim Viktor Wolf ◽  
Julian Mark Sims ◽  
Huadong Yang
Keyword(s):  
Social Media ◽  
Human Resource ◽  
Human Resource Managers ◽  
Employer Branding ◽  
System A ◽  
Resource Managers ◽  
Employer Brand ◽  
Communication Flow ◽  
Use Of Social Media ◽  
The Impact

Employer branding applies marketing tools to promote an organisation as an employer to current and potential employees. The importance of strategic alignment between parts of the business has been highlighted in literature: marketing and human resource activities are no exception. On the contrary, the alignment of customer brand and employer brand is equally important to marketers and human resource managers. This chapter frames the creation and communication of the employer brand as a “strong communication system”. A framework for assessment of the system's strength is introduced and a practical application of this framework is demonstrated in two case studies. The conflict between the traditional top-down one-way marketing communication flow and bottom-up bi-directional communication on social media is highlighted and the impact of this apparent conflict on the system strength is discussed. Social media appears to change the way in which employer brand is created, communicated and perceived and this chapter aims in aiding the understating of this changes.

Understanding the Use of Social Media for Employer Branding

2017 ◽  
pp. 1708-1736 ◽  
Author(s):  
Maxim Viktor Wolf ◽  
Julian Mark Sims ◽  
Huadong Yang
Keyword(s):  
Social Media ◽  
Human Resource ◽  
Human Resource Managers ◽  
Employer Branding ◽  
System A ◽  
Resource Managers ◽  
Employer Brand ◽  
Communication Flow ◽  
Use Of Social Media ◽  
The Impact

Employer branding applies marketing tools to promote an organisation as an employer to current and potential employees. The importance of strategic alignment between parts of the business has been highlighted in literature: marketing and human resource activities are no exception. On the contrary, the alignment of customer brand and employer brand is equally important to marketers and human resource managers. This chapter frames the creation and communication of the employer brand as a “strong communication system”. A framework for assessment of the system's strength is introduced and a practical application of this framework is demonstrated in two case studies. The conflict between the traditional top-down one-way marketing communication flow and bottom-up bi-directional communication on social media is highlighted and the impact of this apparent conflict on the system strength is discussed. Social media appears to change the way in which employer brand is created, communicated and perceived and this chapter aims in aiding the understating of this changes.

Twitting for Talent by Linking Social Media to Employer Branding in Talent Management

2021 ◽  
Vol 12 (2) ◽  
pp. 1-12
Author(s):  
Deepika Pandita
Keyword(s):  
Information Technology ◽  
Social Media ◽  
Social Networking ◽  
Group Discussion ◽  
Talent Management ◽  
Employer Branding ◽  
Talent Strategy ◽  
Talent Acquisition ◽  
Information Technology Companies ◽  
A Current

This paper reconnoiters and gives importance to how social networking has been tactically applied as a current means by many companies for branding their companies and inventive talent acquisition approaches in India. This research backs to the arenas of the domain talent management and has crucial suggestions for industry practitioners concerning the practicality of social network websites (SNWs) to organizational branding, talent management. Interviews were taken, which was a qualitative way of getting responses from 78 focussed group discussion with HR professionals working in information technology companies (IT). Later the data was analysed to their talent acquisition techniques that endorse the increasing consumption of (SNWs) social networking websites as part of their talent strategy.

The Evolution of Internal Employer Branding and Employee Engagement: The Temporal Role of Internal Social Media Usage

2021 ◽  
Vol 20 (01) ◽  
pp. 2150012
Author(s):  
Tamanna Agarwal ◽  
Sandeep Arya ◽  
Kamini Bhasin
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Organisational Commitment ◽  
Employer Branding ◽  
Attrition Rates ◽  
Media Usage ◽  
Hr Managers ◽  
Internal Social Media ◽  
The Impact ◽  
Over Time

In recent times, Indian IT companies have been facing high attrition rates, especially with young employees having three to seven years of experience. Therefore, this study develops and tests a dynamic model of brand-endorsed employee engagement (EE) and employee retention (ER). Particularly, the carryover and temporal effects of the relationships and constructs are studied to understand how employee behaviour evolves over time. Using two waves of longitudinal data gathered from young employees ([Formula: see text]) of Indian IT companies, the proposed conceptual model is investigated to test the temporal differences in the relationships between internal employer branding (IEB), organisational commitment, EE and ER. Additionally, the impact of employer internal social media usage on the relationships is also examined as an effective human resources (HR) intervention in the evolution process. The findings show that excluding the organisational commitment to EE relationship, the other two relationships between IEB to organisational commitment and EE to ER become stronger over time. Interestingly, while internal social media usage does not exhibit direct effect on organisational commitment or ER, it is instrumental in influencing IEB perception and EE during subsequent periods. Overall, this study offers directions to HR managers in the services sector on how to effectively use social media to engender engagement in employees and ultimately, enhance their intention to stay.

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