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.

Getting nowhere, going elsewhere: the impact of perceived career compromises on turnover intentions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq
Keyword(s):  
Human Resource ◽  
Turnover Intentions ◽  
Human Resource Managers ◽  
Personal Factors ◽  
Content Type ◽  
Career Compromise ◽  
Resource Managers ◽  
Conditional Effects ◽  
The Individual ◽  
The Impact

PurposeThe purpose of this article is to investigate the unexplored relationship between employees' perceptions that they have made compromises in their careers (i.e. perceived career compromise) and their turnover intentions, as well as how it might be moderated by two personal factors (materialism and idealism) and two contextual factors (abusive supervision and decision autonomy).Design/methodology/approachSurvey data were collected among employees who work in the education sector in Canada.FindingsEmployees' frustrations about unwanted career adjustments lead to an enhanced desire to leave their organization. This process is more likely among employees who are materialistic and suffer from verbally abusive leaders, but it is less likely among those who are idealistic and have more decision autonomy.Practical implicationsFor human resource managers, these results provide novel insights into the individual and contextual circumstances in which frustrations about having to compromise career goals may escalate into the risk that valuable employees quit.Originality/valueThis study contributes to human resource management research by detailing the conditional effects of a hitherto overlooked determinant of employees' turnover intentions, namely, their beliefs about a discrepancy between their current career situation and their personal aspirations.

The Role of Social Media in Special Types of Brand Building

2017 ◽  
pp. 132-154
Keyword(s):  
Social Media ◽  
Human Resource Management ◽  
Human Resource ◽  
Destination Marketing ◽  
Employer Branding ◽  
Destination Branding ◽  
Brand Building ◽  
Employer Brand ◽  
Crucial Part

In previous chapters, the importance of social media in branding activities was explored. The question that remains is the role that social media play in various forms of branding. First, the concept of destination branding, and the way destination marketing organizations can utilize social media in branding activities are explored. Then, personal branding and its importance, along with the role of social media in achieving it, are explored. Finally, in the last section of this chapter, a relatively new concept is described. Employer branding is the implementation of branding activities in human resource management. It is regarded as a crucial part of every successful brand in today's world. Social media can help companies improve their employer brand, a role that is explained further in this chapter.

Effectiveness of Social Media Recruitment on Employer Branding -A Study

2019 ◽  
Vol 118 (5) ◽  
pp. 111-121
Author(s):  
M. Bagirathi ◽  
Dr.R. Magesh
Keyword(s):  
Social Media ◽  
Social Networking ◽  
Social Networking Sites ◽  
Communication Tool ◽  
Employer Branding ◽  
New Employees ◽  
Major Player ◽  
Employer Brand ◽  
Use Of Social Media

Social media is becoming increasingly more important in today’s world. It brings along offer and demand in accomplishment and choice. In addition to this it also gives employers the possibility to verify potential employers. This article presents associate wildcat investigation on the role of social networking sites in accomplishment. Social media is becoming increasingly more important in today’s world. It brings along offer and demand in achievement and choice. In addition to this it also gives employers the possibility to verify potential employers. This article presents Associate in nursing searching investigation on the role of social networking sites in achievement. Particularly Evolution of technology and the disruptive nature of social media in the twenty first century workplace is a central concern of this paper. The framework of exploring the perception that the use of social media for recruitment is devoid of any recruiter bias. The use of social media and its propensity to create a permanent digital record also raises interesting questions connected with the level at which individual’s experience a world in which constant digital surveillance has become the norm. This paper is focused on the usage of social networking sites. For human resources departments in the process of hiring new employees. It also maps the development and influence of social networking sites on recruiter’s behaviour and customs. The main aim is to find out, whether SNS will replace traditional online job boards in the current scenario. Our findings confirm the rising importance of social networking sites usage as a new recruiting technology. However, as a major player in the field of recruitment, job boards are still important. Social networking sites today can be seen as the most utilized services within Web 2.0, in which Facebook, Twitter, LinkedIn, and MySpace have attracted hundreds of millions of users which integrated these sites into their daily practices. Because of the large number of individuals active on SNS, it is also frequently used as a tool for promoting purposes within businesses. So has social networking sites already have proven to be an effective tool for the branding of products and services (Constantinides, 2010). Even more recently SNS is increasingly used as a tool for promoting the employer brand, referring to the image of desirability and uniqueness as an employer. Employer Branding messages including story telling for inspiring people. Employer branding content that fits the special interests of the focus group. Employer branding advertisements for reaching new people. The findings suggest that participants perceive social networking sites as important tools for communicating the employer brand. This study contributes to research project by providing new insights into the usages of social media as a communication tool for leader stigmatization.

scholarly journals ENTREPRENEURSHIP AND ORGANIZATIONAL INNOVATION

polemica ◽  
2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Elaine Cavalcante Peixoto Borin ◽  
Otho Kiemon Tsutiya Paris ◽  
Gabriel Bouças Vidile ◽  
Pedro Henrique Jordão Canella Gomes ◽  
Fabio José Silva Cardoso
Keyword(s):  
Human Resource ◽  
Organizational Innovation ◽  
Mediating Effect ◽  
Human Resource Managers ◽  
Employer Branding ◽  
Modern Age ◽  
Resource Managers ◽  
Organizational Efficacy ◽  
Creativity And Innovation ◽  
The Relationship

O livro reúne seis capítulos escritos por diferentes autores: capítulo 1, Mediating Effect of the HRM on the Relationship Between the SIMS and New Product Radicality (pelos autores M. Martinez-Costa, D. Jimenez-Jimenez, Y. Castro-del-Rosario e Ledian Valle-Mestre); Capítulo 2, Reinventing Human Resource Management to Increase Organizational Efficacy (por José Rebelo dos Santos e Lurdes Pedro); capítulo 3, Employer Branding: Issues of Tailoring Your Message in the Modern Age (por Nick G. Chandler e Tamas Nemeth); capítulo 4, A Qualitative Investigation for Platform Model Conceptualization and Design: Propositions for a New Architecture (por Duygu Toplu Ya¸slıo˘glu, Murat Ya¸slıo˘glu e Aykut Berber); capítulo 5, The Utility of Human Resource Managers’ Action: A Self-centred Perception by Different Organizational Actors (por João Leite Ribeiro, Delfina Gomes e Ana Caria); e capítulo 6, About Competencies, Creativity, and Innovation in the Portuguese Textile and Clothing Sector (por Carolina Feliciana Machado e Rosa Maria Maia Miranda). Os capítulos são independentes entre si, contudo, todos abordam as diferentes facetas da inovação organizacional e dos recursos humanos no contexto moderno.

scholarly journals Efficacy of E-recruitment Practices on Employee Retention in Multinational Corporations

2019 ◽  
Vol 16 (1) ◽  
pp. 161-171
Author(s):  
Solomon Akpoviroro Kowo ◽  
Olusegun Adeleke ObaAdenuga ◽  
Olalekan owotutu Sabitu
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Employee Retention ◽  
Human Resource Managers ◽  
Corporate Websites ◽  
Recruitment Practices ◽  
Resource Managers ◽  
The Social ◽  
The Impact ◽  
The Relationship

Abstract Research Purpose. The human resource function of firms is faced with the challenges of identifying recruitment practices that contribute to employee retention as a recruitment outcome. The aim of the study was to examine the relationship between E-recruitment practices and employee retention of multinational corporations (MNCs) in Nigeria. Design/Methodology/Approach. Two research questions were posed for the study and two hypotheses formulated in line with the objectives. Questionnaires were administered to the selected population of the Unilever Nigeria Plc. Corporate websites and commercial websites sites were the E-recruitment practices used to analysed their influence on employee retention. The data were analysed using manual and electronic based methods through the data preparation grid and statistical package for the social science, (SPSS). The study made use of statistical tools such as regression analysis in testing hypothesis and analysis of variance (ANOVA), which helped in the interpretation of results. Findings The research use analysis to estimate trends that corporate websites and commercial websites were significant in explaining employee retention. The results of this study confirm existing literature that argues for a positive relationship between the two variables. The results also portray that human resource managers should have an understanding of the relationship between E-recruitment practices and employee retention. Originality/Value/Practical implications. The study seeks to contribute to existing literature on E-recruitment practices and employee retention. The practical justification would be useful to human resource practitioners by making them aware of the current E-recruitment practices and the impact of its implementation to a firm’s level of employee retention

Human Resource Managers and the Closed Shop: Individuals and Organizations in NSW

1994 ◽  
Vol 36 (4) ◽  
pp. 519-529 ◽  
Author(s):  
Peter McGraw ◽  
Ian Palmer
Keyword(s):  
Human Resource ◽  
Industrial Relations ◽  
Focus Of Attention ◽  
Organizational Practices ◽  
Human Resource Managers ◽  
Advantages And Disadvantages ◽  
Resource Managers ◽  
The Impact

The closed shop is once again a focus of attention as the result of several states introdctcing legislation that seeks to outlaw the practice. This is despite a number of academic studies that have suggested that managers have much to gain from the closed shop and are often active supporters of it. In this study the impact of the anti-closed shop provisions of the Industrial Relations Act, 1991 (NSW) are assessed by way of a survey that asked seventy human resource managers to indicate how the legislation had affected their organizations. The same managers were also asked about their personal views on the closed shop and any advantages and disadvantages they associated with the practice. The study concludes that, at the time of the survey, the impact of the legislation was limited and that 60 per cent of the surveyed organizations continued to operate closed shops as they did before the Act came into effect. This is despite the fact that the majority of managers had a strong personal antipathy to the closed shop and claimed to see few advantages in the practice. A number of possible explanations are put forward to explain the dissonance between individual views and organizational practices.

scholarly journals Rekrutering via Sociale MediaEen Kwalitatief Onderzoek Bij Hr-managers En Medewerkers

2018 ◽  
Vol 21 (4) ◽  
pp. 32-55
Author(s):  
Marieke Carpentier ◽  
Sara Stockman ◽  
Greet Van Hoye
Keyword(s):  
Social Media ◽  
Kwalitatief Onderzoek ◽  
Employer Branding ◽  
Study Results ◽  
Recruitment Activities ◽  
Employer Brand ◽  
Use Of Social Media ◽  
Set Up ◽  
Sociale Media ◽  
Hr Managers

De meerderheid van de werkzoekenden is actief op sociale media. Deze platformen zijn daarom veelbelovende tools voor rekrutering en employer branding. Organisaties kunnen sociale media aanwenden om huidige vacatures in te vullen, maar ook om een aantrekkelijk employer brand te creëren met het oog op toekomstige aanwervingen. Ondanks dat meer en meer organisaties sociale media gebruiken voor rekrutering, is er nog weinig onderzoek over hoe en waarom sociale media worden gebruikt in een rekruteringscontext en welke problemen zich hierbij kunnen stellen. Deze kwalitatieve studie onderzoekt de ervaringen van HR-managers en medewerkers. Hierbij ligt enerzijds de focus op sociale media als rekruteringstool in het algemeen. Anderzijds wordt gekeken naar één specifieke manier waarop sociale media als rekruteringstool kunnen worden ingezet, met name via het betrekken van medewerkers. Op basis van de resultaten adviseren wij HR-professionals in de praktijk om een systematische samenwerking met de departementen marketing en communicatie uit te bouwen, en om te investeren in HR-metrics. Ook strekt het tot de aanbeveling om medewerkers meer te informeren over wat ze kunnen doen met sociale media gericht op rekrutering, en daarbij beter in te spelen op wat medewerkers motiveert om positieve informatie over hun werkgever te verspreiden. Tenslotte wijzen we op het belang van een lange termijn strategie voor rekrutering waarop alle activiteiten worden afgestemd.Due to the widespread use of social media, these platforms are promising tools for recruitment and employer branding. Organizations can employ social media not only for filling in vacancies, but also to create an attractive employer brand to serve future needs. However, almost no research has investigated recruiting through social media. Hence, this qualitative study examines the experiences of both HR managers and employees to understand why and how social media are used in a recruitment context and which problems occur. We focus on social media as recruitment tools in general and on how and why employees are stimulated to share vacancies and messages on these platforms as well. Based on the study results, we recommend that organizations set up a collaboration between the different departments involved in the use of social media, invest in HR metrics and analytics, improve the communication to employees with regard to what they can do, how and why, understand why employees want to share information about the organization as an employer and create communication to trigger these motives, and, finally, invest in a long term strategy and align all recruitment activities with this strategy.

Sign in / Sign up

Export Citation Format

Share Document