scholarly journals Does employer branding beat head hunting? The potential of company culture to increase employer attractiveness

2020 ◽  
Vol 16 (4) ◽  
pp. 87-112
Author(s):  
Maria Corina Barbaros ◽  
Keyword(s):  
Qualitative Research ◽  
Brand Management ◽  
Holistic Approach ◽  
Organizational Attractiveness ◽  
Employer Branding ◽  
Strategic Partner ◽  
Branding Strategies ◽  
Strategic Assets ◽  
Company Culture ◽  
Employer Attractiveness

This paper aims to investigate the combined effort of the HR Department and the Marketing and Communication Department to define and implement employer-branding strategies. To obtain the aim, qualitative research was designed to establish the relationship between employer attractiveness, organizational attractiveness and company culture, and to identify to what extent company culture can be communicated through employer branding. Therefore, firstly, the study clarifies the links between employer branding, employer attractiveness, company culture, and the boundaries of these concepts. It then examines how employer branding works concerning company culture attributes, and, finally, the paper draws some conclusions that will address practical implications in the form of employer brand management. The research design was based on qualitative research methods (in-depth interviews and focus groups) applied to stakeholders, employees from the IT industry, and IT companies’ representatives. Subsequently, the qualitative data were processed with Atlas.ti 8 that generated the results and the points under discussion. The data show that when recruiting strategies, respectively, employer-branding strategies are thought separately, as happens most of the time, their efficiency diminishes considerably, and the employer image does not have consistency and attractiveness. To conclude, this study highlights the following practical ideas: a)management teams must have a holistic approach of employer branding, organizational attractiveness, and company culture; b)employer branding, in order to become a useful tool for employees’ retention and recruitment, must be managed by both the HR Department and the Marketing and Communication Department within a coordinated and coherent strategy and c) for employer branding to be efficient, there is a need to leverage HR as a strategic partner and, as a result, employees will be developed into strategic assets of the company.

scholarly journals Employer Branding-An Employer Attractiveness Tool, Attractiveness Factors for Millennial

2021 ◽  
Vol 11 (4) ◽  
pp. 5533-5548
Author(s):  
Pankhuri Jaswal ◽  
Sonali Bhattacharya
Keyword(s):  
Work Experience ◽  
Employer Branding ◽  
Brand Building ◽  
Talent Pool ◽  
Branding Strategies ◽  
The Right ◽  
Employer Attractiveness

Purpose: In a VUCA world and growing competition within organizations to attract the right talent, it is of extreme importance for the organizations to build employer branding strategies. Organizations need to know these strategies should be based on what factors. This study aims to understand how employer branding can be used as a tool to promote employer attractiveness. The study specifically explores the preferences of Millennial when they are looking for an employer. The study was done on MBA and BBA students, with and without work experience to know perspectives of both fresher’s who without having any experience aspire and wish their organizations to be of a certain kind and students with work experience who tend to eliminate difficulties they faced in previous organizations and prefer for certain values in their new organizations. 200 students took the survey. This study shows what factors the organizations or brand-building vendors should work on to target the right talent pool.

scholarly journals Analisa Strategi Employer Branding terhadap Minat Melamar Kerja

2021 ◽  
Vol 5 (4) ◽  
pp. 414
Author(s):  
Irene Reinardus Indra ◽  
Sawidji Widoatmodjo
Keyword(s):  
Social Media ◽  
Corporate Reputation ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Employer Branding ◽  
Media Usage ◽  
Branding Strategies ◽  
Employer Attractiveness ◽  
The Impact

The objective of this study is to acknowledge employer branding strategies for companies in Indonesia to attract intention to apply from prospective fresh graduates by analyzing the impact of employer attractiveness and social media usage to corporate reputation directly and to intention to apply indirectly through corporate reputation and also the impact of corporate reputation to intention to apply. The sample of this study is 297 college students in who will become fresh graduates in next 1-2 years. Structural equation modeling is used in the hypothesis testing. The result of the study shows that development value of employer attractiveness and social media usage have significant positive impact on corporate reputation directly and on intention to apply indirectly. Corporate reputation itself has significant positive impact on intention to apply. In conclusion, companies in Indonesia should pay attention to development value and consider using social media in designing their employer branding strategies to attract fresh graduates to apply for jobs in the companies. Penelitian ini bertujuan untuk mengetahui strategi employer branding bagi perusahaan di Indonesia dalam menarik minat melamar kerja dari fresh graduates dengan menganalisis pengaruh daya tarik perusahaan dan penggunaan media sosial terhadap reputasi perusahaan secara langsung dan minat melamar secara tidak langsung melalui reputasi perusahaan dan juga dampak reputasi perusahaan terhadap minat melamar kerja. Penelitian ini menggunakan sampel 297 mahasiswa yang akan menjadi fresh graduates dalam 1-2 tahun ke depan. Uji hipotesis dilakukan dengan structural equation modeling. Hasil penelitian menunjukkan bahwa daya tarik perusahaan dimensi development value dan penggunaan media sosial berpengaruh signifikan positif terhadap reputasi perusahaan secara langsung dan terhadap minat melamar kerja secara tidak langsung. Reputasi perusahaan sendiri memiliki pengaruh signifikan positif terhadap minat melamar kerja. Maka, perusahaan di Indonesia perlu memperhatikan dimensi development value dan mempertimbangkan penggunaan media sosial dalam merancang strategi employer branding untuk menarik fresh graduates melamar pekerjaan di perusahaan.

Employer branding: strategy for improving employer attractiveness

2014 ◽  
Vol 22 (1) ◽  
pp. 48-60 ◽  
Author(s):  
Neeti Leekha Chhabra ◽  
Sanjeev Sharma
Keyword(s):  
Conceptual Model ◽  
Business Schools ◽  
Private Business ◽  
Structured Interviews ◽  
Employer Branding ◽  
Content Type ◽  
Organizational Attributes ◽  
Branding Strategies ◽  
Management Students ◽  
Employer Attractiveness

Purpose – To examine the organizational attributes that attract final-year management students towards organizations. The paper aims to study the already adopted employer branding strategies and the preferred channel through which organizations should promote employer attractiveness. Based on previous studies and current findings, a conceptual model on employer branding process has been developed and presented. Design/methodology/approach – This article is based on semi-structured interviews, survey results and review of academic employer branding models. Findings – It was found that among the students, most preferred organizational attributes were organizational culture, brand name and compensation. Students rated job portal to be the preferred channel for employer attractiveness. The study showed that there exists a significant and positive correlation between strong brand image and likelihood to apply. Research limitations/implications – The survey sample was limited to private business schools only. Practical implications – One of the sources for hiring on which corporate rely heavily is private business schools. This study provides the employers an insight to make their strategies for employer branding more effective. In the process, it benefits the prospective employees as well. Originality/value – The study provides valuable inputs for formulating effective employer branding strategies. The novelty of the study is the conceptual model on the process of employer branding. One of the highlights of which is preferred communication channel for effectiveness of the strategies.

Growth through repositioning – the case of IHCL

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shobha Menon
Keyword(s):  
Brand Management ◽  
Secondary Data ◽  
Basic Knowledge ◽  
Brand Identity ◽  
Strategy Execution ◽  
Market Conditions ◽  
Brand Architecture ◽  
Content Type ◽  
Brand Relationship ◽  
Branding Strategies

Theoretical basis This case highlights repositioning strategies that change a product’s position in the minds of the consumer in response to changes in market conditions. These changes should be balanced with a certain amount of brand authenticity and continuity. Brand identity is the vision, core values and key beliefs of the brand. There are four main branding strategies as follows: house of brands, endorsed brands, sub-brands and branded house. These options can be placed in a continuum and the position on the branding relationship spectrum reflects the degree to which brands are separated in strategy execution and in the customer’s minds. Research methodology This case is based on secondary data, mainly from interviews of industry leaders in business journals, newspapers, research articles and industry reports, including from international organizations. Case overview/synopsis The case examines the frequent revisions in branding strategies by India’s second largest group of hotels – Indian Hotels Company Limited. Repositioning involves changing the market’s perceptions of an offering to compete more effectively in its target segments. However, a certain amount of continuity is also essential to the brand’s development over time. The case helps students to view the brand from two angles as follows: the angle of brand identity and the disruptive angle of new developments. They will examine the rationale for the frequent repositioning strategies using the brand relationship spectrum and whether these will affect the brand identity of the iconic brand Taj. Complexity academic level This case has been effectively used with MBA Marketing students in Product and Brand Management and Services Marketing classes to demonstrate how companies use repositioning strategies as a considered response to the market conditions. As competitive conditions and consumers evolve, changes in branding strategy will be necessitated. The students are expected to have basic knowledge of brand architecture and brand strategies. The case can be used to illustrate the brand relationship spectrum and the differences among branding strategies in brand architecture. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Branding’s academic–practitioner gap: managers’ views

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Alpert ◽  
Mark Brown ◽  
Elizabeth Ferrier ◽  
Claudia Fernanda Gonzalez-Arcos ◽  
Rico Piehler
Keyword(s):  
Brand Management ◽  
Qualitative Interviews ◽  
Academic Research ◽  
Third Party ◽  
Content Type ◽  
Building Relationships ◽  
Marketing Managers ◽  
Wide Range ◽  
Branding Strategies ◽  
Practical Implications

Purpose This study aims to investigate marketing managers’ views on the existence and nature of the academic–practitioner gap in the branding domain. Design/methodology/approach Using a purposive sampling method, the researchers conduct semi-structured qualitative interviews with 20 experienced marketing managers from a wide range of industries and organisations, whose roles are focussed on the planning, implementation and management of broad marketing and branding strategies. Findings Branding practitioners have little or no contact with academics and their theories-in-use with regard to brand management suggest they do not consider academic research relevant to their work. Research limitations/implications The process of describing and explaining the gap provides valuable insights into bridging the gap; it provides actionable branding strategies that include raising awareness, building relationships, improving the benefits offer and communicating more effectively. Practical implications This research has practical implications for branding academics. The interviewed practitioners confirm the gap, viewing it as academics’ (not practitioners’) problem and responsibility. They characterise it as a branding problem that academics can overcome using branding strategies, to establish themselves as credible sources of branding expertise for practitioners. Key areas for increasing collaboration stem from practitioners’ desire for independent, credible, ethical and timely third-party advice on branding issues; relevant, timely and shorter professional branding education across their organisations; and closer connections with universities to identify new branding talent and ideas. Originality/value To the best of the authors’ knowledge, this paper is the first to empirically examine and recommend solutions to the academic-practitioner gap in the branding domain by studying marketing professionals with branding responsibilities, using in-depth interviews.

Branding and Mobile

2016 ◽  
pp. 248-283
Author(s):  
Yulia An ◽  
Kenneth E. Harvey
Keyword(s):  
Brand Equity ◽  
Brand Management ◽  
New Technologies ◽  
Real Life ◽  
Industry Studies ◽  
Logo Design ◽  
Management Function ◽  
Branding Strategies ◽  
Cross Platform ◽  
Business And Management

An overview of mobile's impact on branding strategy expands from discussion of chronological ages of branding to mobile's effects on the brand management function. The latter are structured around four steps of the brand management process, including planning and brand positioning, implementing branding strategies, measuring and analyzing performance of a brand, and sustaining brand equity over time and across geographic markets. With a focus on cross-platform branding and establishment of seamless mobile experience, the chapter explores various aspects of mobile's influence on branding. A strategic view on the mobile-first approach that permeates all aspects of the branding process from logo design to brand equity measurement is accompanied with real-life applications. Best practices illustrate changing perspectives in branding and include examples of how new technologies like iBeacon and augmented reality are used by leading brands. Examples are drawn from recent academic and industry studies in business and management with links to classic brand management literature.

The rebranding of VoiceStream to T-Mobile

2018 ◽  
Vol 14 (6) ◽  
pp. 635-647
Author(s):  
Anthony Allred ◽  
Skyler King ◽  
Clinton Amos
Keyword(s):  
Brand Management ◽  
Senior Management ◽  
Historical Background ◽  
Graduate Courses ◽  
Content Type ◽  
Communications Industry ◽  
Branding Strategies ◽  
Depth Interviews

Synopsis VoiceStream was a strong brand within the digital wireless communications industry at the time CEO Robert Dodson led the company. It had a loyal following of customers and a strong reputation for value. Despite pushback from senior management, CEO Robert Dotson made the decision to undergo a rebranding strategy during a period of declining revenue and growth. As VoiceStream transitioned to T-Mobile, it had initial success, but faced the challenge of how to position the brand long term. Research methodology This case study was written with the historical background of a well-known company and traces key decisions made during the company’s rebranding transition. This case comes complete with insights from then current CEO, Robert Dotson. Relevant courses and levels This case is suitable for undergraduate and graduate courses in marketing, management or strategy, where students are studying brand management. Additionally, this case will be valuable for courses that include advanced branding strategies such as rebranding. This case could also be used for discussion in positioning and advertising techniques. This case includes, via in-depth interviews, critical strategic insights from CEO Robert Dotson. The case illustrates some of the major opportunities and threats associated with the VoiceStream/T-Mobile rebranding strategy.

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