Employer Branding and Talent Management

2017 ◽  
Author(s):  
Martin R. Edwards
Keyword(s):  
Human Resources ◽  
Brand Management ◽  
Talent Management ◽  
Employer Branding ◽  
Talent Identification ◽  
Hr Practices ◽  
Employer Brand ◽  
Employee Needs ◽  
Oriented Approach

This chapter explores the intersection between employer branding and talent management. In considering this intersection, it reflects upon the phenomenon of human resources (HR) practice differentiation in the context of both employer branding and talent management. In particular, it considers some similarities between brand management programs that are likely to differentiate HR practices based on perceived talent versus employer-brand segmentation that is more likely to differentiate HR practices on the basis of employee needs and wants. The chapter also reflects upon the potential implications for an organization’s employer brand and perceived employment offering when organizations take an object- versus subject-oriented approach to differentiating the workforce based on talent identification.

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 Size of the Company as the Main Determinant of Talent Management in Slovakia

2020 ◽  
Vol 13 (3) ◽  
pp. 50
Author(s):  
Radovan Savov ◽  
Drahoslav Lančarič ◽  
Jana Kozáková
Keyword(s):  
Human Resources ◽  
Talent Management ◽  
Small Companies ◽  
Talent Identification ◽  
Main Determinant ◽  
Assessment Development ◽  
Talented People ◽  
Reproduction Process ◽  
Strategy Identification ◽  
Process Strategy

Nowadays, all sources in the reproduction process are easily substituted, thus the most important factors in reaching a competitive advantage are human resources. Talent management is the process oriented to enrich higher the ability of employers to increase their quality and productivity. Globalization has changed the structure of the companies in Slovakia, depending on the size of the company. This paper compares how the size of the company influences the main phases of the talent management process (strategy, identification, assessment, development, retaining). A scaled questionnaire was applied as a tool for data collection in 381 companies operating business in Slovakia. Questionnaire reliability was verified by Cronbach’s alpha. To verify the existence of statistically significant differences between individual groups of respondents, ANOVA was used. We found that the main differences between small and large companies were identified in the phases of talent identification and talent development. In bigger companies, management is more focused on HR plans that include talent identification and acquisition and have more possibilities to develop talented individuals. On the other side we could see that small companies were more successful in the process of retaining the talents. Talented people in small companies are more loyal to the employers and stay in the company for longer periods than talented individuals in large companies.

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.

scholarly journals Inspire to Hire and Win the War for Talents

2018 ◽  
Vol 1 (2) ◽  
pp. 54-66
Author(s):  
Doru Șupeală
Keyword(s):  
Business Performance ◽  
Talent Management ◽  
Employer Branding ◽  
Material Benefits ◽  
Employer Brand ◽  
Modern Vision ◽  
Strategic Element ◽  
Deep Relationship ◽  
Employer Of Choice ◽  
Emotional Value

AbstractIn the context of a highly dynamic labour market, with the entry of the Y and Z generations in the active workforce and the shift of power balance from employers to employees, the corporate employer brand becomes a strategic element and part of the non-material capital that each company can use to attract and retain top talents and, consequently, to get business performance. This paper proposes a modern vision of leadership and talent management, in which collaboration, empathy, democratization of decisions, development of emotional connections and increasing the level of freedom for employees contribute to building an effective, attractive and sustainable Employer Value Proposition. By integrating Human Resources and Marketing management principles, objectives, activities and tactics, companies should focus on authenticity in their communications, in order to win employees’ minds and hearts in the contemporary very intense competition for talents. We suggest updating the traditional Marketing Mix to 15 elements, in order to support Employer Branding Strategies and to reach the Employer of Choice status. The essential objective is the development of a deep relationship between employees and companies, in the form of a transaction with dual value, financial and emotional at the same time. Loyalty is seen as superior and consecutive to solidly applied retention, adding emotional value to the material benefits offered by the companies to their employees.

scholarly journals Employer brand management: methodological aspects

2021 ◽  
pp. 158-169
Author(s):  
Oksana Zhylinska ◽  
Svitlana Firsova ◽  
Tetiana Bilorus ◽  
Herman Aksom
Keyword(s):  
Leadership Development ◽  
Brand Management ◽  
Deep Understanding ◽  
Multicriteria Analysis ◽  
Direct Selection ◽  
Identification System ◽  
Project Development ◽  
Employer Branding ◽  
Employer Brand ◽  
Selection Of

The paper aims to develop applied aspects of the methodological support of a reasonable selection of the company responsible for the formation and promotion of the employer brand using the tools of multicriteria analysis and evaluation of the functionality of outsourcing companies based on the criteria that determine their competitive advantage. Consequently, the need to attract external resources to manage the employer brand has been substantiated. The authors schematized the decision-making process on a reasonable selection of outsourcing companies. The system of the criteria for the implementation of such a choice, which includes the requirements for both the outsourcing company and the future project: the rate of successful previous projects, the rate of customer satisfaction, the experience of work in Ukraine, the average cost of project development services, project development duration, the comprehensiveness of the developed recommendations for the employer brand promotion, project duration, project flexibility, the complexity level of project implementation, average monthly expenditures during the project period has been formed. Moreover, the paper systematizes the main metrics of outsourcing companies' projects on the employer brand formation and promotion, which include: a range of services for attracting, selecting, retaining, developing and evaluating staff; competitor analysis, HR-advertising, HR-marketing, systems of search engine management, leadership development programs, adaptation programs; differentiation of those organizational metrics that distinguish the customer company as an employer from the nearest competitors and separation of competitive advantages of the customer, values and the emotional component of the brand; development of its unique brand identification system – corporate style, brand book, etc.; formation of the key employer branding metrics: Employer Value Proposition (EVP), Employer Brand Personality, Employer Brand Positioning; insight formation - deep understanding of the relationship between the brand and the target audience, positioning and repositioning the employer brand on the labour market. The outsourcing company's direct selection is proposed to be based on multicriteria optimization, particularly using the analytical hierarchy methods (Saati, T.) to determine the weight coefficients of criteria and VIKOR to construct the resulting indicator. Thus, the method application result is to make justified ratings of outsourcing companies, which will allow customer companies to choose the best alternatives on the market of outsourcing services.

scholarly journals Employer Branding Activities Targeted at Employees

2019 ◽  
Vol 51 (1) ◽  
pp. 233-244
Author(s):  
Urszula Zając-Pałdyna
Keyword(s):  
Competitive Advantage ◽  
Empirical Research ◽  
Brand Management ◽  
Sustainable Competitive Advantage ◽  
Employer Branding ◽  
Employer Brand ◽  
Business Practitioners ◽  
Internal Stakeholders

Employer brand management gains more and more interest of theoreticians and business practitioners. Employers, wanting to achieve a sustainable competitive advantage and to attract and maintain talents, apply activities within the scope of employer branding directed in and outside the organization. The aim of the article is to analyze the actions taken by enterprises in the field of the employer branding, the recipients of which are employees. The author, based on the available literature, analyzed the concept of the employer branding and reviewed the actions taken by employers directed to and within the organization. Based on empirical research, brand activities aimed at internal stakeholders were analyzed. Applications will be used for further research on the employer branding.

scholarly journals Are We on the Same Wavelength? Four Steps for Moving From Talent Signals to Valid Talent Management Applications

2016 ◽  
Vol 9 (3) ◽  
pp. 645-654 ◽  
Author(s):  
Allan H. Church ◽  
Rob Silzer
Keyword(s):  
Data Collection ◽  
Human Resources ◽  
New Technologies ◽  
Social Activity ◽  
Talent Management ◽  
Traditional Theory ◽  
Talent Identification ◽  
Challenges And Opportunities ◽  
Conventional Practice ◽  
Theory Research

In their focal article, Chamorro-Premuzic, Winsborough, Sherman, and Hogan (2016) provide an overview of a number of new technologies with potentially significant implications for talent management related practices of industrial–organizational (I-O) psychology (both challenges and opportunities) that they label as “new talent signals.” These signals, they argue, are part of a revolution, due to increasing levels of social activity online as well as data-collection and mining techniques that have overtaken the conventional practice of talent identification in organizations. Their position is that these trends are leaving I-O psychologists in the dust in terms of our existing traditional theory, research, and methodologies. Their optimistic tone, however, also seems to suggest that while these approaches “have not yet demonstrated validity comparable with old school methods, they tend to disregard theory, and they pay little attention to the constructs being assessed (Chamorro-Premuzic et al., p. 634)” they may, in fact, have some legitimate basis in the identification of talent. Their point, of course, is that momentum in this area has surpassed human resources (HR), let alone I-O psychology, so that any concerns one might have about these trends are essentially “irrelevant.” This reminds us of a reference to lemmings going off a cliff together.

scholarly journals Ways of Human Resource Branding in Czech Agricultural Companies

2015 ◽  
Vol 46 (3) ◽  
pp. 112-120
Author(s):  
Tomáš Hlavsa ◽  
H. Urbancová ◽  
P. Richter
Keyword(s):  
Czech Republic ◽  
Human Resources ◽  
Labour Market ◽  
Human Resource ◽  
Questionnaire Survey ◽  
Economic Conditions ◽  
Employer Branding ◽  
Economic Sectors ◽  
The Czech Republic ◽  
Employer Brand

Abstract Current demographic and economic conditions in individual countries lead to a significant increase in competition in the labour market. Every employer from all economic sectors wants to have competent and talented human resources and the fight for such employees becomes still harder. To attract and retain the best employees, it is necessary for the companies to build up a good employer brand that may appeal to talented employees. The article provides a picture of the current situation in employer branding in the agricultural, forestry, and fishing sectors in the Czech Republic and deals with the ways of its improvement. The investigation was conducted by means of a questionnaire survey covering 108 participating companies, and the methods of analysis, synthesis, deduction, and induction. The results have shown that the majority of agricultural companies (75.9%) perceive knowledge continuity management as a trend that contributes to good employer branding. The major benefits arising from the encouragement of employer branding in agricultural companies include acquisition of new talented human resources (57.4%) and retention of key employees (56.4%).

Corporate Social Responsibility and Talent Management in Turkey

2019 ◽  
pp. 1228-1242
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.

scholarly journals The role of employer brand practices in human resources management in job applications on company preference

2021 ◽  
Vol 2 (4) ◽  
pp. 1-9
Author(s):  
Abdullah Turk ◽  
Pelin Vardarlier ◽  
Muhammet Ali Hazar
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
External Environment ◽  
Analysis Method ◽  
Employer Branding ◽  
Resources Management ◽  
Long Time ◽  
Research Findings ◽  
Employer Brand

Employer branding is an important issue that businesses cannot neglect, as it is the process of creating a brand for employees and potential candidates. Especially with the development of technology, it has become easier to reach many resources. However, it has always been more difficult to reach talented human resources. At this point, discovering, attracting, and working with talented employees for a long time has attributed a key role to the employer brand. In this direction, the aim of the study is to investigate the roles of employer branding practices in attracting talents to the company in job applications. Content analysis, which is a qualitative analysis method, was used in the study. Maxqda 20 software program was used to access the findings of this analysis. In the research findings, it was seen that concepts such as reputation, communication, awareness, and the concept of Employer Brand were used together intensively. As a result of the research; It has been understood that businesses that want to attract talented employees to the company use the employer brand and communicate effectively with the external environment. It has been seen that this interaction supports the corporate reputation and this has played an important role in increasing the awareness of the company and in the preference and reliability

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