Employer Branding Aids in Enhancing Employee Attraction and Retention

2019 ◽  
Vol 21 (1) ◽  
pp. 27-38 ◽  
Author(s):  
Asad Ahmad ◽  
Mohammed Naved Khan ◽  
Md Asadul Haque
Keyword(s):  
Employer Branding ◽  
Employee Attraction ◽  
Attraction And Retention

The role of employer brand equity in employee attraction and retention: a unified framework

2017 ◽  
Vol 25 (3) ◽  
pp. 413-431 ◽  
Author(s):  
Sultan Alshathry ◽  
Marilyn Clarke ◽  
Steve Goodman
Keyword(s):  
Brand Equity ◽  
Future Research ◽  
Unified Framework ◽  
Employer Branding ◽  
Content Type ◽  
Interactive Nature ◽  
Employee Attraction ◽  
Employer Brand ◽  
Attraction And Retention

Purpose The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention. Design/methodology/approach This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship. Findings The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand. Originality/value Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.

Employer Branding Practices Amongst the Most Attractive Employers of IT and Engineering Sector

2020 ◽  
Vol 11 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Lea Gregorka ◽  
Susana Silva ◽  
Cândida Silva
Keyword(s):  
State Of The Art ◽  
Human Resources Management ◽  
Employer Branding ◽  
Resources Management ◽  
Current State ◽  
Employee Attraction ◽  
Attraction And Retention ◽  
Retention Practices ◽  
Depth Interviews

Employer branding is a marketing strategy that helps employers stay competitive in their markets. Although it is a concept used for over 20 years, its process and consequences have not yet been fully scrutinized. This study characterizes the employer branding implementation and the employers' perspective on it. By conducting ten semi-structured, in-depth interviews, the authors examine not only how employer branding practices have been applied, but also the role of human resources management in the process and used employee attraction and retention practices. The results suggest that although the employer branding process is not clearly structured, some stages can be identified as common. For that reason, the authors outline a stage divided framework and analyse each one of the identified stages. Furthermore, practical insights are provided about the company's departments roles and link them to the current state of the art. Finally, the authors suggest future investigation in particular stages of employer branding.

scholarly journals University brand as an employer: demystifying employee attraction and retention

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Yameen ◽  
Shubhangi Bharadwaj ◽  
Izhar Ahmad
Keyword(s):  
Higher Education ◽  
Vital Role ◽  
T Test ◽  
Education Sector ◽  
Employer Branding ◽  
Cross Sectional ◽  
Content Type ◽  
Indian Higher Education ◽  
Employee Attraction ◽  
Attraction And Retention

Purpose This study aims to unveil the determinants of employer branding (EB) that attracts and retains the employees working in the Indian higher education sector using the factor-analytic approach. Design/methodology/approach The study is cross-sectional, and the data were collected from 141 employees working in the higher education sector. Exploratory factor analysis and independent t-test were deployed to analyze the data. Findings The results of independent samples t-test explicate that perception of male and female university employees pertaining to EB factors of employee attraction (EA) and employee retention (ER) is congruent. Further, the perception of employees in public and private universities on EB factor is similar for ER and non-similar for EA. Originality/value The present research is an effort to unveil the employee attraction and retention factors that play a vital role in showcasing an employer as a great place to work in the Indian higher education sector.

scholarly journals Employer Branding as a Talent Management Tool: A Systematic Literature Revision

2021 ◽  
Vol 13 (19) ◽  
pp. 10698
Author(s):  
Isabel Reis ◽  
Maria José Sousa ◽  
Andreia Dionisio
Keyword(s):  
Systematic Reviews ◽  
Scientific Literature ◽  
Talent Management ◽  
Management Tool ◽  
Employer Branding ◽  
The Subject ◽  
Employer Brand ◽  
Attraction And Retention ◽  
The Relationship ◽  
Organisational Level

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.

scholarly journals Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

Information ◽  
2020 ◽  
Vol 11 (12) ◽  
pp. 574
Author(s):  
Beatriz Monteiro ◽  
Vasco Santos ◽  
Isabel Reis ◽  
Marta Correia Sampaio ◽  
Bruno Sousa ◽  
...  
Keyword(s):  
Corporate Culture ◽  
Employer Branding ◽  
Company Strategy ◽  
Four Dimensions ◽  
Logical Sequence ◽  
Proposed Model ◽  
Company Reputation ◽  
Essential Questions ◽  
Main Support ◽  
Attraction And Retention

Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

Corporate Social Responsibility and Talent Management in Turkey

2016 ◽  
pp. 1-15 ◽  
Author(s):  
Elaine Farndale ◽  
Dincer Atli
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resources ◽  
Emerging Markets ◽  
Historical Development ◽  
Talent Management ◽  
Employer Branding ◽  
Employee Attraction ◽  
Corporate Social ◽  
The Relationship

Addressing the relationship between corporate social responsibility (CSR) and talent management, we examine these fields largely from the perspective of employee attraction. We first present the historical development of CSR, detailing its current standing in Turkey. We then go on to describe how talent management has developed, and its particular relevance in emerging markets. Pulling these two fields together, we explore how a firm's CSR activities can improve employer branding to attract and retain key human resources. Comparing the results of Capital Magazine's “CSR Leaders in Turkey” and “Most Admired Companies in Turkey” research (both conducted annually from 2009 to 2013), we are able to identify how corporate reputations are related to CSR in the specific context of Turkey.

The Effects of Person–Organization Ethical Fit on Employee Attraction and Retention: Towards a Testable Explanatory Model

2007 ◽  
Vol 78 (4) ◽  
pp. 611-622 ◽  
Author(s):  
David A. Coldwell ◽  
Jon Billsberry ◽  
Nathalie van Meurs ◽  
Philip J. G. Marsh
Keyword(s):  
Explanatory Model ◽  
Employee Attraction ◽  
Attraction And Retention

scholarly journals Employee Attraction and Retention in the Australian Resources Sector

2011 ◽  
Vol 53 (1) ◽  
pp. 83-101 ◽  
Author(s):  
Kate Hutchings ◽  
Helen De Cieri ◽  
Tracey Shea
Keyword(s):  
Employee Turnover ◽  
Industrial Relations ◽  
Organizational Practices ◽  
Aging Workforce ◽  
Employment Practices ◽  
Employee Attraction ◽  
Attention To Diversity ◽  
Hr Managers ◽  
Attraction And Retention ◽  
Skills Shortages

This article presents findings from a survey conducted in the Australian resources sector in 2009 exploring human resource (HR) managers’ perceptions of how their organizational practices and external contextual changes in industrial relations legislation present challenges for the sector and influence attraction and retention of highly skilled employees. The research makes an important contribution to the literature on good employment/high involvement work practices by investigating organizational practices within the politico-legislative context of this economically significant sector. Our findings indicate that organizations have implemented a range of ‘good’ employment practices, while dealing with concerns about skills shortages, employee turnover, an aging workforce and changes in legislation. We identify a need for employers to give greater attention to diversity and work—life balance issues. Further, there is a need for strategies to increase the attractiveness of work in remote locations.

Is my employee still attracted to me? Understanding the impact of integrated communication and choice of communication channels on employee attraction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
R. Deepa ◽  
Rupashree Baral
Keyword(s):  
Process Management ◽  
Positive Impact ◽  
Communication Channels ◽  
Internal Communication ◽  
Employer Branding ◽  
Content Type ◽  
Important Addition ◽  
Employee Attraction ◽  
Integrated Communication ◽  
The Impact

PurposeThe study attempts to extend the current scholarship in the field of employer branding. Integrated communication is about consistent communication that is synergistic through multiple communication channels. Employer branding activities that involve multiple internal communication channels aim to attract employees. The study proposes that the perceived impact of effective integrated communication in employer branding shapes employee attitude and hence employee attraction. Employee perception of the choice of communication channels is also proposed to have an impact on employee attraction.Design/methodology/approachAn exploratory qualitative study in the form of interviews and a preliminary survey was conducted in the first phase. The main study involved a questionnaire survey to empirically test the proposed hypotheses. The respondents were information technology–business process management (IT-BPM) employees (n = 520) in India.FindingsThe direct and interaction effects of integrated communication and usefulness of communication channels on employee attraction within the organization were empirically validated to suggest a positive impact on employee attraction.Originality/valueThe study extends the current body of knowledge on talent attraction to include present employees. Similarly, the study on integrated communication and its impact on employee attraction is an important addition to the literature on employer branding, internal communication and talent management, given the present coronavirus disease 2019 (COVID-19) situation.

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