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.

REPRESENTATION OF POTENTIAL EMPLOYEES ABOUT A MEDICAL ORGANIZATION AS AN ATTRACTIVE EMPLOYER

2021 ◽  
pp. 51-59
Author(s):  
A. V. Pesha ◽  
◽  
A. V. Litun ◽  
Keyword(s):  
Content Analysis ◽  
Online Survey ◽  
Basic Research ◽  
Job Seekers ◽  
Healthcare Organizations ◽  
Medical Organization ◽  
Qualified Personnel ◽  
Study Results ◽  
Employer Brand ◽  
Main Components

In the context of the worldwide acute shortage of qualified personnel in healthcare organizations, one of the most relevant tools for attracting talented doctors to work is an employer brand. The authors analyzed the views of potential job seekers of a medical organization about an attractive, “ideal” employer. Basic research methods are a content analysis of scientific works and an online survey. Based on the content analysis of publications of two abstract databases – eLIBRARY and Web of Science, the work presents the dynamics of the authors’ activity over the past five years, the key focus of the work, and the representation of an employer brand in medical organizations. The analysis reveals that among the abundance and against the background of positive trends in the number of works, only four papers on the employer brand deals with the study of the context in health care organizations, which does not allow judging the disclosure of this topic and offers opportunities for further scientific research. The authors identified the main components of the concept of an employer brand followed by the world scientific community – the presence of a positive image; the set of benefits associated with working in a particular company; and a holistic employer image. These elements formed the basis of the survey. One hundred twenty-nine respondents took part in the empirical part of the study. The study results reflect key factors of the attractiveness of a medical organization as an employer – reputation, personnel care, the existence of a strong leader, competitive salary, possibility of development, and human relations. The paper presents the ideal employer characteristics, according to the respondents, stated in the authors’ concept.

Employment preferences of job applicants: unfolding employer branding determinants

2015 ◽  
Vol 34 (6) ◽  
pp. 634-652 ◽  
Author(s):  
Neetu Jain ◽  
Prachi Bhatt
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Job Applicants ◽  
Job Seekers ◽  
Employer Branding ◽  
Public And Private ◽  
Content Type ◽  
Study Results ◽  
Perceived Importance ◽  
Employer Brand

Purpose – In the ever increasing competition in the employment market, an organization’s need to become a “great place to work” has gained significant momentum. Employer branding has thus emerged as an essential management practice employed by the organization to create its image as desirable employer in the eyes of prospective employees. The purpose of this paper is to highlight the understanding of employer branding through the eyes of “potential” young employees in Delhi and North Central Region, India. The results presented in this paper throw light on the perceived importance of employer branding among the prospective employees via analysis of various branding factors chosen for the study. The study results report that the perceived significance of employer branding factors differs mainly across gender and age of prospective employees. Notably, public and private sectors are being perceived significantly different by the potential job applicants on employer branding factors. Thus, this paper presents important findings enabling employers to build brand value and an attractive reputation in the job market so as to attract and retain the best talent. Design/methodology/approach – Survey methodology was used to test the hypothesis. The sample was selected from Delhi and National Capital Region (NCR) primarily from the students of business schools who were randomly selected to fill in the questionnaire. As they are the potential hires, it seemed appropriate to know their preference of employer branding factors. They are ready to join the corporations therefore, data extracted would be much more suitable as they can throw light on their immediate preferences and provide insight into the research study. For collection of data an online structured questionnaire was administered. A total of 270 questionnaires were administered and 239 filled questionnaires were received. Findings – From the results it can be seen that private sector emerged as preferred sector of choice for the majority of potential employees. However, there are some factors which are handled well in private sector as compared to public sector and vice versa. There are some factors like – stability of the company, work-life balance and job security which potential employees perceive as important and therefore, need to be addressed by both public and private sector organizations. Research limitations/implications – Limitation of this study is that the findings cannot be generalized therefore, provide opportunities for further research. Moreover, the sample included only students as prospective employees seeking a new job or a career change. Thus the results obtained on a sample of relatively inexperienced job seekers, might partially reflect commonly held stereotypes of attractive organizations. Hence, it is interesting to use other samples such as experienced job seekers or those who are currently employed. Another limitation is that the study is restricted to Delhi and NCR region hence, the data is not representative of a wider population. Further research may expand the scope in terms of sample size as well. Future research may also explore the extent of employee attraction and retention vis-à-vis employer branding factors in organizations. A final avenue for future studies consists in exploring the processes which underlie the organizational choice decisions of prospective applicants. Practical implications – This study has added to the growing body of research on employer branding factors by generating more knowledge and arguments in favor of certain employer branding factors in the workplace. If organizations truly want to attract good talented people then management needs to bring about the necessary organizational support and infrastructure at the early and middle stages of an employee’s career which are most often the stages where important choices are made. They need to be more considerate toward employee needs. Efforts can be made to build a good work culture by paying heed to their preferences. Therefore, this study helps establish a foundation for implementation of various employer branding factors which are perceived important by the potential job applicants, especially in Indian context. The findings are of particular important for human resource (HR) managers and policy makers in both public sector as well as private sectors in these times of increased inter-sectoral personnel movement. These findings can be utilized as a guiding instrument while inter-sectoral recruitment is being made. These would also enable employers to take appropriate action in order to build their employer brand based on certain discussed employer branding factors so as to attract talent which in turn would also help them in retaining talent. Social implications – There are many employer branding factors which tend to affect the mindset of potential employees in selecting their prospective employer. Employers can therefore, endeavor to understand those factors at length so as to attract talent which in turn would also help in retaining talent. Originality/value – Results throw light on the perceived importance the potential employees give to various employer branding factors taken for the study. Perceived significance attached to employer branding factors differs across gender, age, education background, etc. It was also found that for some important employer branding factors public and private sectors are being perceived significantly different by the potential job applicants. Thus, paper presents important findings that would enable employers to take actions in order to build their employer brand so as to attract talent which in turn would also help them in retaining talent.

The influence of employer rankings, employment experience, and employee characteristics on employer branding as an employer of choice

2019 ◽  
Vol 24 (7) ◽  
pp. 636-657 ◽  
Author(s):  
Gordhan K. Saini ◽  
I.M. Jawahar
Keyword(s):  
Psychological Contract ◽  
Full Time ◽  
Job Seekers ◽  
Employer Branding ◽  
Important Indicator ◽  
Content Type ◽  
Part Time ◽  
Employment Experience ◽  
Employee Characteristics ◽  
Employer Of Choice

Purpose Drawing on the psychological contract theory and signaling theory, the purpose of this paper is twofold: first, to examine the effect of employer rankings and employment experience on employee recommendation of an employer as an employer of choice and second, to examine whether these effects vary by employee characteristics (i.e. full-time vs part-time, current vs former and newcomers vs established employees). Design/methodology/approach The authors used multilevel logistic regression on a sample of 39,010 Glassdoor employee reviews, drawn from the companies for which three-year employer rankings (from 2015 to 2017) were available, to achieve our research objectives. Findings The results show that employment experience influenced employees’ recommendation of an employer as an employer of choice. The average standardized rankings for three years (i.e. 2015–2017) was also associated with employees’ recommendation of an employer as an employer of choice. Employee characteristics such as employment type (i.e. full-time vs part-time), employment status (i.e. current vs former) and tenure significantly interacted with employment experience in affecting recommendations of a company as an employer of choice. Originality/value In contrast to the bulk of the research on employer branding that relied on job seekers, the authors studied factors that influence employees’ recommendation of an employer as an employer of choice, arguably the most important indicator of employer internal brand strength. The results offer fresh theoretical and practical insights in an area where research lags far behind practice.

scholarly journals Employer Brand Equity and Its Impact on the Application Intent of the Prospective Employees

2021 ◽  
Vol 12 (1) ◽  
pp. 1-25
Author(s):  
Dipali Shrikant Dalvi
Keyword(s):  
Brand Equity ◽  
Critical Role ◽  
Sources Of Information ◽  
Job Seekers ◽  
Employer Branding ◽  
Job Market ◽  
Competitive Edge ◽  
Corporate Websites ◽  
Employer Brand ◽  
Organizational Needs

Skilled human capital marks organisational success. Attracting, recruiting, and retaining these employees is vital. Companies are applying branding principles to recruitment function. This is termed as employer branding (EB). Identifying a right fit to suit organizational needs is essential. Organizational communication plays a critical role to relate to job seekers of generation-i; they rely on information imparted via various media and decode their perception. In this study, it is evident that for job seekers, corporate websites are important sources of information while deciding their employer. The reviews on job hunting sites aid perception. Use of AI to relate to prospective employees adds competitive edge. This study was conducted to ascertain dimensions of EB and study the application intent of potential employees. It included students from engineering and management and the employees from the job market. The findings allowed comparison of application intent of three groups. Qualification and experience moderates' application intent of prospective employees was evident.

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 Is content king? Job seekers’ engagement with social media employer branding content.

2016 ◽  
Author(s):  
Kilian J. Moser ◽  
Andranik Tumasjan ◽  
Isabell M. Welpe
Keyword(s):  
Social Media ◽  
Supervised Machine Learning ◽  
Job Seekers ◽  
Employer Branding ◽  
Media Communication ◽  
Digital Platforms ◽  
Brand Building ◽  
Fortune 500 Companies ◽  
Employer Brand ◽  
Social Media Communication

Abstract Increasing digitization and the emergence of social media have radically changed the recruitment landscape adding interactive digital platforms to traditional means of employer communication. Removing barriers of distance and timing, social media enable firms to continue their efforts of promoting their employment brand online. However, social media employer communication and employer brand building remains woefully understudied. Our study addresses this gap by investigating how firms use social media to promote their employer brand. We analyze employer branding communication in a sample of N = 216,828 human resources (HR) related Tweets from N = 166 Fortune 500 companies. Using supervised machine learning we classify the Tweet content according to its informational and inspirational nature, identifying five categories of employer branding social media communication on Twitter.

scholarly journals The Value Dimension of the Employer Brand: Influencing the Staff Engagement

2021 ◽  
Vol 4 (519) ◽  
pp. 302-309
Author(s):  
I. O. Voloboieva ◽  
◽  
O. I. Kravchuk ◽  
D. V. Varshava ◽  
◽  
...  
Keyword(s):  
Value Proposition ◽  
Job Seekers ◽  
Theoretical Level ◽  
Employer Branding ◽  
Employer Brand ◽  
Definition Of ◽  
The Impact ◽  
Staff Engagement

The article is aimed at examining the impact of the employer brand on the choice of a job seeker. After studying and analyzing the works of many foreign and domestic scholars, the main approaches to the definition of the concept of «employer brand» are considered and the authors’ definition of this concept is proposed. As result of the carried out research, both the external and the internal elements of the employer brand are systematized; the employer value proposition (EVP), constituting an integral part of the employer brand, is substantiated; a survey of LinkedIn users was conducted in order to identify the influence of the employer brand on the choice of job seekers; the main priority elements of branding are defined. The carried out research allows to conclude that employer branding and the current EVP are among the most priority directions of the company’s activity in attracting the best specialists and preserving talents in the company. The value proposition of the employer should be the strategy of the company, oriented to employees, being consistent with them. To develop a strong brand and increase the attractiveness and competitiveness of the organization, the value proposition of the employer must be unique. The EVP should be a real embodiment of the benefits offered by the company to employee, otherwise it will be impossible to retain the employees involved and form loyalty to the company in them. Prospects for further research in this direction are to determine the degree of influence of digitalization of business on the development of the employer brand, and, at the theoretical level, – a study and closer definition of some components of the employer brand.

scholarly journals BUILDING EMPLOYER BRANDING IN THE LABOR MARKET

2021 ◽  
Author(s):  
Hanna Zhovtyak
Keyword(s):  
Labor Market ◽  
Educational Institutions ◽  
Value Proposition ◽  
Employer Branding ◽  
Important Place ◽  
Corporate Website ◽  
A Value ◽  
Corporate Blogs ◽  
Employer Brand ◽  
Main Components

The article notes that today the concept of «employer brand» has become firmly entrenched in the professional vocabulary of many HR professionals. Moreover, not only foreign but also domestic companies have begun to develop programs to form a positive brand of the employer. This function of personnel management specialists has occupied an important place along with other personnel functions. The concept of brand as a set of all human experience, his perception of a thing, product, company is defined. Brands exist in the minds of either specific people or society as a whole. It is established that HR-branding is not only work with the company's reputation as an employer, but also a targeted long-term strategy for managing the awareness and perception of employees, candidates and all stakeholders. HR-branding includes all aspects of work in the company, all HR-processes and practices that shape the perception of employees and candidates. The main stages of employer brand formation are outlined: search and study of the target audience of HR-brand, identification of problem areas of the employer brand, formation of EVP, development of strategy for promoting the employer brand, evaluation of the result. The main components of the value proposition of the employer are given. The concept of EVP is defined as a value proposition of the employer, which includes both emotional and rational benefits. It is important that the real work environment and processes in the company correspond to the proposals of the HR-brand: you can promise only what can be provided in reality. A dishonest offer not only destroys the company's HR brand in the labor market, but also weakens employee loyalty and involvement. It is established that all tools of employer brand formation can be divided into two groups: external and internal. External tools include: employment websites, media; advertising; conferences, seminars, open days; competitions for the title of the best employer; cooperation programs with recruitment agencies, educational institutions; social networks, forums, corporate blogs, etc. Internal tools include: corporate website; corporate magazine, digest, news block; seminars and trainings with employees; corporate events.

Employer Branding in the Digital Era

2020 ◽  
pp. 28-51
Author(s):  
Aslı Kuşçu
Keyword(s):  
Social Media ◽  
Digital Media ◽  
Communication Channels ◽  
Digital Technologies ◽  
Vital Role ◽  
Brand Value ◽  
Employer Branding ◽  
Digital Era ◽  
Key Stakeholders ◽  
Employer Brand

Organizations are embracing employer branding now more than ever as a tool to retain, motivate, and attract a valuable competitive asset, namely talented employees, as they play a vital role in organizational success. Recently, new digital technologies, particularly social media, have replaced the traditional communication channels and made it harder for companies to achieve their employer-branding objectives. Most organizations are now employing digital technologies at a great extent to get in touch with all their key stakeholders. This chapter initially provides an overview of research on employer branding and its longterm strategic benefits to organizations. The author discusses the use of digital technologies, particularly social media, for employer branding. A framework is introduced covering all the topics mentioned and providing insights to organizations on how and in what form employer brand value should be communicated within the digital media.

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