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 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.

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.

A Study on Employees Perception Factors on Employer Branding In Private Universities

GIS Business ◽  
2019 ◽  
Vol 14 (6) ◽  
pp. 432-437
Author(s):  
M. Bagirathi ◽  
Dr.R. Magesh
Keyword(s):  
Current Trend ◽  
Job Seekers ◽  
Employer Branding ◽  
University Employees ◽  
Key Stakeholders ◽  
New Instrument ◽  
Employer Brand ◽  
Main Components ◽  
Employer Of Choice ◽  
Real Challenge

Employer branding is the process of managing and influencing your reputation as an employer among job seekers, employees and key stakeholders.  It encompasses everything you do to position your organization as an employer of choice. Employer branding is an interesting topic among entrepreneurs and researchers, as it is considered a new instrument for helping companies gain strategic advantage over their competitors .Determining the main components of positive employer branding perception in order to adequately manage it has become a real challenge. This study aims to investigate employer branding components of current employees. The data for the study has been gathered through a survey of 100 university employees of well-known information; Employer brand is an increasingly growing crucial topic that looms vast in the minds of huge human resources, recruitment and marketing. Employer branding is the latest and current trend in every organization today.

The war for talent? The relevance of employer branding in job advertisements for becoming an employer of choice

2012 ◽  
Vol 20 (5) ◽  
pp. 355-373 ◽  
Author(s):  
Wim J L Elving ◽  
Jorinde J C Westhoff ◽  
Kelta Meeusen ◽  
Jan-Willem Schoonderbeek
Keyword(s):  
Employer Branding ◽  
Job Advertisements ◽  
Employer Of Choice ◽  
War For Talent

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Ramayah Thurasamy ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
...  
Keyword(s):  
Human Capital ◽  
Structural Equation ◽  
Business Performance ◽  
Talent Management ◽  
Mediating Effect ◽  
Future Research ◽  
Sustainable Business ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia. Design/methodology/approach The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses. Findings Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP. Research limitations/implications This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research. Practical implications The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP. Originality/value This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

Role of employer branding in enhancing the talent management strategies: applied study at commercial banks of Jordan

2021 ◽  
Vol 12 (7) ◽  
pp. 1962-1983
Author(s):  
Atif Badri Al-Qura'an
Keyword(s):  
Commercial Banks ◽  
Response Rate ◽  
Relevant Literature ◽  
Management Strategies ◽  
Talent Management ◽  
Employer Branding ◽  
Applied Study ◽  
The Impact ◽  
Descriptive Method

The main aim of this study is to identify to what extent the managerial leaderships in top, middle, and lower levels of commercial banks at Jordan practice the employer branding dimensions and talent management strategies. Also, it aims to explore the impact of employer branding dimensions on talent management strategies. The researcher relied on analytical-descriptive method to analyze and classify the data to achieve the objectives and to identify the variables of the study. To collect data a questionnaire was developed based on relevant literature and scales, (226) questionnaires were distributed, out of which (187) were returned and analyzed using SPSS (version 19), with response rate (82.7%). The results of the study showed that the relative importance of employer branding dimensions and talent management strategies practices in commercial banks of Jordan was high. Also, the results revealed that there is a positive relationship and significant impact of employer branding dimensions on talent management strategies among managers of commercial banks in Jordan.

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.

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