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This study investigates how sustainability influences employer branding across generational cohorts – Generations Z, Y and X – and between two neighboring countries, Slovenia and Croatia, with different economic development levels.

A comparative cross-generational survey was conducted among respondents from Slovenia and Croatia to assess the impact of sustainability on employer brand perception. The survey explored generational attitudes toward sustainability and its integration into the employer value proposition.

The study found that all the generational cohorts view sustainability as an important factor in their evaluation of employer brands. Generation X showed the most favorable attitude toward sustainability, followed by Generation Z, highlighting the need for organizations to communicate sustainability efforts effectively to attract these groups. However, there were subtle differences between the countries, with Slovenian respondents indicating a slightly higher preference for sustainable practices. Additionally, while Generation Z may not have the same financial leverage as Generation X, their high valuation of sustainability in employer branding demonstrates their future influence as they enter the workforce.

Limitations include the survey’s conceptual framing, which may be inherently biased toward the more affluent Generation X’s capacity to prioritize sustainability and the focus on USA-based generational definitions, which may not be fully applicable across different cultural settings. Future research could address these limitations by refining the conceptual approach and expanding the sample to include more diverse geographical contexts.

By comparing responses from two economically distinct neighboring countries, the study reveals complex inter-generational dynamics and national contexts affecting sustainability’s role in employer attractiveness.

This paper aims to assess the value of the employer brand through employer brand equity.

Based on the model of employer brand equity by B. Minchington, the core employer brand assets (employer brand awareness, associations, loyalty, perceived employment experience) for three large companies are measured and the total employer brand equity strength is evaluated.

The paper demonstrates a quantitative approach to employer brand evaluation. It takes into account the core target groups of the employer brand and could be the integrated tool for the assessment of the employer brand equity strength and its separate assets.

In the paper, the universal formula for total employer brand strength evaluation is proposed. It provides evidence that employer brand needs to be measured systematically and depending on the value of its particular assets different employer brand activities should be intervened.

The value of this paper is to provide the human resource team with a holistic set of tools for employer brand measurement to comprehend the competitive position of the company as an employer on the labor market.

In examining the distinction between a contract of service and one for services it has been stated that the control notion is by no means the determining factor in establishing the employer‐employee relationship. Other notions come into play. It will be recalled that the reasons why it is essential to know who is, and who is not an employee, are, inter alia, to establish whether or not a worker is entitled to the statutory employment protection rights given solely to employees, whether the employer is liable to make certain statutory deductions, for example, national insurance and income tax; whether any vicarious liability may be imputed to the employer for torts committed by his employee, whether the employer is in breach of the health and safety at work obligations toward his employee, and so on. A topic not much discussed by the courts and by writings generally is whether the criteria or notions used for the establishment of the employee status are the same as those for the transfer or loan by the employer (who may be called the permanent employer) of his employee to another employer (who may be termed as the temporary employer), over a specified or unspecified period of time. The employee may be loaned with or without plant supplied by the permanent employer. It is submitted that the approach adopted by the courts so as to establish the status of employee is not the same where the transfer of an employee is in question. Case law shows that the emphasis is placed essentially on the control notion. It is not hard to understand the reason why this is so.

Being a good employer is no longer enough, you must also be perceived to be a good employer. This means communicating effectively to a range of key stakeholders. Simon Hepburn explains why managing employer reputation should be a business priority and outlines steps you can take to ensure your reputation is ahead of the rest.

Family‐supportive employment benefits have become increasingly popular in recent years as an employer response to the increasing labor force participation of women, and the consequent need to balance work and family life. Economic theory predicts that these types of fringe benefits could at least partially pay for themselves through a combination of increased productivity and lower wages. A survey of 120 employers in an upstate New York county provides data on benefits packages and outcome measures that are used to test this hypothesis. We find that employers who offer flexible sick leave and child care assistance experience measurable reductions in turnover. Employers who offer benefits like flexible scheduling policies and child care also appear to offset part of the cost of these benefits by paying lower entry‐level wages than do their competitors.

The purpose of this paper is to offer an alternative approach to traditional campus recruiting, using the social media. Specifically, we propose a three-step strategy using Facebook to attract and recruit college graduates.

In Step 1, employers use Facebook to attract as many target students as possible to an employer’s Fan page. In Step 2, employers actively engage with students to enhance their employer brand as a prospective employer. In Step 3, employers initiate a call-to-action to encourage students to act upon a job opportunity and apply for the position.

Social media recruiting can payoff in several ways: First, employers have the advantage of speed through social media recruiting. Second, employers also have broad and frequent access to college students. Employers will also reduce their overall college recruiting costs and lastly, employers enhance their overall employment branding through the use of Facebook for college recruiting.

Given the impending retirement of baby boomers, there is an urgent need to recruit college graduates in large numbers. Historically, college recruiting has been the preferred channel; however, few students attend campus career fairs or find information sessions and their campus career centers helpful. As an alternative, employers should consider using social media as a recruiting tool to attract and recruit college graduates.

Social media recruiting has the potential to help smaller employers stand out among larger employers, reach out to a larger pool of candidates, speed up the recruitment process and reduce overall recruitment costs.

The purpose of the article is to highlight for adjudicators key issues arising under the JCT 81 standard form of building contract which need to be understood in order to reach adjudicator’s decisions. It discusses the responsibility for design and the certifying and valuing functions of the contract administrator and quantity surveyor under JCT 80 and compares them with the way they are dealt with in JCT 81. The employer’s requirements, the contractor’s proposals and the contract sum analysis together with the role of the employer’s agent in JCT 81 are explained. The article concludes with advice to adjudicators and comments on the apparent reduction of disputes under JCT 81.

To review the issues surrounding the outsourcing of payroll.

Literature review covering: the benefits of outsourcing payroll; duty of care from employer's perspective; how employers could maintain sufficient expertise and control to effectively oversee the outsourcing payroll processor; and essential tips to a successful outsourcing relationship.

Many employers are aware that payroll administration is very complex and tedious; therefore, it has become one of the most common outsourced functions. In addition, outsourcing payroll offers several benefits, such as avoiding internal revenue service (IRS) penalties, reducing costs, and enabling direct deposits. However, employers should keep in mind that outsourcing payroll is not the end of their responsibility regarding payroll related issues. The IRS makes clear that employers are the ultimate responsible party even though they outsource their payroll.

In order to succeed in outsourcing payroll, employers must select a right vendor, come up with a clear and straight‐forward contract, and maintain sufficient control and effective oversight of the outsourcing vendor. Fulfilling these key factors will guarantee that the payroll vendor will take care of their payroll needs for years to come. The payroll outsourcing vendor can be viewed as a long‐term partner. Therefore, it is essential for employers to maintain a positive relationship with the vendor. In other words, they need to develop a win‐win relationship with the outsourcing partner by following the seven important tips that are identified and discussed.

Illustrates the seven essential tips to a successful outsourcing relationship: identify a key staff liaison to the outsourced provider; let the outsource provider meet the staff; inform your staff of the outsource arrangement; view the outsource company as an extension of staff; communicate effectively; learn and take advantage of all services the outsourced provider offers; and be clear and realistic regarding expectations.

The purpose of this paper is to determine the attitudes of employers in a de‐regulated institutional industrial relations framework, and whether they are still willing to engage in collective bargaining (CB).

A cross‐sectional survey design using a self‐administered postal questionnaire, seeks information on employers' attitudes to a range of issues. Included are employers within all 17 standard industry classifications used by previous New Zealand researchers.

The paper quite convincingly shows that unless employers are prepared to engage in dialogue with employees or third parties and unless the benefits to be gained from such a dialogue are more widely accepted it is unlikely they will engage in CB. Therefore, involvement would appear to be limited to those areas that do not hinder managerial freedom.

This is one of the first studies in New Zealand of employers' attitudes to CB since the 1990s. The paper provides valuable data for policy makers, unions, employers and employment relations researchers.

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.