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Article
Publication date: 8 February 2016

Dmitry Kucherov and Violetta Samokish

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

3174

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Strategic HR Review, vol. 15 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 21 November 2022

Julia Marcet Alonso, Elizabeth Parsons and Daniela Pirani

This paper aims to explore how a global fashion retailer uses a social media platform to build an appeal via a process of online employer branding.

Abstract

Purpose

This paper aims to explore how a global fashion retailer uses a social media platform to build an appeal via a process of online employer branding.

Design/methodology/approach

The study involved a narrative and thematic analysis of posts of a global fashion retailer on LinkedIn. The authors sampled organisational posts and the responses they received over a six-month period.

Findings

The organisation uses carefully curated success stories of “ideal” existing employees to build an appeal based on the values of growth and belonging. While varied, the responses of platform users tend to be limited to brief contributions, questioning the success of the organisation’s attempts at creating an appeal.

Research limitations/implications

The authors argue that employer branding literature needs a new conceptual toolbox, which better reflects the mediated, affective and networked nature of platforms.

Practical implications

To avoid career-washing, employer brands should engage with the networked nature of platforms, fostering authentic conversations with users rather than using platforms merely as a billboard to post content.

Originality/value

The authors theorise the appeal of the employer brand through the concept of the “employer brand promise”. Furthermore, they show how, on social networks, this promise attempts to create value through meaningful engagement. They also conclude by observing how the employer brand promise can act as a form of career-washing, where there is a significant dis-connect between the promise offered and the reality of retail work on the ground.

Details

European Journal of Marketing, vol. 56 no. 10
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 29 November 2022

Ananta Kar and Thao Nguyen Thi Phuong

This study aims to develop a comprehensive understanding about employer branding dimensions as well as the dimension's possible links with turnover intentions through the…

18

Abstract

Purpose

This study aims to develop a comprehensive understanding about employer branding dimensions as well as the dimension's possible links with turnover intentions through the lens of existing hospitality employees.

Design/methodology/approach

A survey was conducted based on a sample of 200 hospitality employees in order to examine relationships between employer branding dimensions and turnover intentions. Structural equation modeling (SEM) was used for data analysis and hypothesis testing.

Findings

The findings found that economic, social, development and security values had negative impacts on turnover intentions; however, the impact of application and interest values on turnover intentions were not confirmed.

Practical implications

Hospitality managers can prioritize actions and strategies that influence their staff's intentions to quit, subsequently reducing employee turnover.

Originality/value

Given the lack of studies on employer branding dimensions from the perspective of current employees, especially the employees’ relationships with employee turnover intentions, this study points out employer branding factors that impact employee turnover intentions in the settings of coronavirus disease 2019 (COVID-19). The findings add to the literature on employer branding and employee turnover management and provide insights for hospitality managers in the context of the New Normal.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

Keywords

Book part
Publication date: 27 July 2021

Donagh Davern

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of…

Abstract

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

Book part
Publication date: 9 August 2018

Lena Lindholm

Corporate social responsibility (CSR) has become an essential part of business, and companies should genuinely incorporate social responsibilities toward internal and…

Abstract

Corporate social responsibility (CSR) has become an essential part of business, and companies should genuinely incorporate social responsibilities toward internal and external stakeholders in their operations. The most important stakeholder group is the personnel, which is why employers should pay attention to strengthening the employer–employee relationship. The purpose of this text is to demonstrate the connections between employer branding and CSR.

Theory on employer branding and CSR indicates that there are both strategic and operational connections. Strategically, employer branding can be considered the outcome of the co-operation among branding, CSR, and human resource management (HRM). At an operational level, there are several CSR activities that can be of use when developing and implementing economic, functional, and psychological employer-branding elements.

In order to establish how CSR is used in employer branding in practice, a qualitative content analysis of the website communication of three multinational IT companies was made. All of the companies have been acknowledged for their strong internal employer brands, and the analysis focused on what types of CSR activities they communicate externally as part of their employer branding efforts.

The study concludes that CSR can be relevant to employer branding and presents a categorization model for facilitating a concrete integration of CSR and employer-branding elements.

Details

Developing Insights on Branding in the B2B Context
Type: Book
ISBN: 978-1-78756-276-9

Keywords

Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

Book part
Publication date: 15 July 2019

Brian R. Dineen, Greet Van Hoye, Filip Lievens and Lindsay Mechem Rosokha

Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable…

Abstract

Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled advances in how current and prospective employees receive and process information about organizations. Once the domain of internal organizational public relations and human resources (HR) teams, most employment branding has moved beyond organizations’ control. This chapter provides a conceptual framework pertaining to third party employment branding, defined as communications, claims, or status-based classifications generated by parties outside of direct company control that shape, enhance, and differentiate organizations’ images as favorable or unfavorable employers. Specifically, the authors first theorize about the underlying mechanisms by which third party employment branding might signal prospective and current employees. Second, the authors develop a framework whereby we comprehensively review third party employment branding sources, thus identifying the different ways that third party employment branding might manifest. Third, using prototypical examples, the authors link the various signaling mechanisms to the various third party employment branding sources identified. Finally, the authors propose an ambitious future research agenda that considers not only the positive aspects of third party employment branding but also potential “dark sides.” Thus, the authors view this chapter as contributing to the broader employment branding literature, which should enhance scholarly endeavors to study it and practitioner efforts to leverage it.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78973-852-0

Keywords

Book part
Publication date: 16 November 2020

Sujo Thomas, Sonal Kureshi, Susmita Suggala and Valerie Mendonca

The pace of transformation in the business landscape has made it mandatory for the human resource function within the organisation to evolve, adapt and adjust to the…

Abstract

The pace of transformation in the business landscape has made it mandatory for the human resource function within the organisation to evolve, adapt and adjust to the demands of the marketplace. This chapter focuses on HRM 4.0 and the change in employer branding strategies due to rapid increase in digitalisation, for example, through analytics and big data. A conceptual framework is provided that links HRM 4.0 with employer branding strategies.

Details

Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0
Type: Book
ISBN: 978-1-83867-224-9

Keywords

Article
Publication date: 10 May 2022

Gordhan K. Saini, Filip Lievens and Mukta Srivastava

In the past 25 years, employer and internal branding have grown significantly. Prior reviews tended to focus on either one of these domains. This study aims to map the…

778

Abstract

Purpose

In the past 25 years, employer and internal branding have grown significantly. Prior reviews tended to focus on either one of these domains. This study aims to map the intellectual structure of research on both employer branding and internal branding, thereby identifying impactful authors and journals, current and evolving themes and avenues for future research.

Design/methodology/approach

Using VOSviewer and Biblioshiny software packages, a bibliometric analysis of 739 articles was conducted using various methods such as citation analysis, bibliographic coupling, cluster analysis, keyword analysis and three-field plot. The Scopus results were further validated using 297 articles produced by the Web of Science data set. It ensured the robustness of the results and generalizability of the findings across bibliometric data sets.

Findings

The findings first report the impactful articles, authors and institutions of employer and internal branding research, along with popular keywords used in this area. Next, the analysis reveals four major clusters and seven subthemes (i.e. employer brand and job seekers, employer brand and employees, employer brand and international human resource management (HRM), third-party employer branding, internal branding – conceptualization/review, internal branding – antecedents and consequences, internal brand management). Early research focused more on “corporate brandings,” whereas current research deals more with “employer branding: antecedents and consequences,” “employer branding conceptualization/review,” and “internal branding” and its subthemes. The employer and internal branding clusters have evolved largely independent from each other. This study offers future research directions and practical implications per cluster.

Originality/value

To the best of the authors’ knowledge, this study is the first comprehensive bibliometric analysis of both employer and internal branding research.

Details

Journal of Product & Brand Management, vol. 31 no. 8
Type: Research Article
ISSN: 1061-0421

Keywords

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