Employee attraction and retention will continue to play an important role for companies. Vacancies needs to be filled with qualified and flexible talents which are limited available on the HR market. Thus companies have to create effective instruments for fighting for talents. Before compiling a strategy for initiating an Employer Branding development, this working paper analyzes the needs for Employer Branding as well as the elements influencing the attractiveness of an Employer.
According to surveys mentioned in the following chapters, it is proven that a strong Employer Brand has a significant influence in the employees performance and that a strong product brand can essentially support the development of the employment brand. The attributes playing highest role in Employer Branding importance are reputation of products and services, corporate culture and work environment.
The practical roadmap for initiating an Employer Branding strategy consist of a four step system. Embedded system elements are (1) assess, (2) construct, (3) implement and (4) measure. In the phase of setting up an Employer Branding strategy as well as measuring its effectiveness, a benchmarking with other company’s efforts and best practices can be helpful. Some sources and success stories are listed later in this assignment.
A number of examples and numerous researches reflected in this paper allow to state that an investment in a strong Employer Branding is a good investment in the company’s future. The global market, the current demographical trends and other challenges will produce a shortage of talents. During the last decade, many labour markets had encountered a shortage of skilled labour. In fact, whole industrial branches have had serious problemsto fill vacancies. Many have forecast horror scenarios for the labour market, whereas others have created strategic concepts to cope with it.
Table of Contents
1. Introduction
2. Definitions
2.1 Brand Identity
2.2 Employer Branding
3. Why a company needs Employer Branding?
3.1 Attract and retain talents
3.2 Effect on employee performance
4. What influence Employer Branding?
4.1 The Product and Employer Brands
4.2 Elements to define Employer Branding
5. The Employer Branding process – a practical roadmap
5.1 Process of Employer Branding development
5.2 Internal marketing
5.3 Challenges & critical areas
5.4 Employer Branding success stories
5.4.1 Award for Excellence in Employer Branding
5.4.2 Most attractive European employers
6. Conclusion
Objectives and Core Topics
The primary objective of this paper is to analyze the strategic relevance of Employer Branding in addressing the global shortage of skilled talent, while establishing a practical four-step roadmap for organizations to successfully develop and implement an attractive employer identity.
- Strategic necessity of Employer Branding in competitive talent markets.
- The relationship and synergy between product brands and employer brands.
- The four-step system for Employer Branding: assess, construct, implement, and measure.
- The role of internal marketing and leadership in delivering on the employer brand promise.
- Best practices and success stories in modern Employer Branding.
Excerpt from the Book
3.2 Effect on employee performance
The strength of an organisation's brand has a significant impact on the performance of its employees, according to survey of 800 workers employed at organisations defined by marketing experts as 'business superbrands'. The survey shows that the interviewed employees feel a much greater sense of pride, attachment and trust towards their employer than the British national average.
As a potential result of the employees trust in their company they are also significantly more likely to recommend their employer to others and claim their company treats employees well.
The following statements that influence commitment and performance highlight the difference between superbrand employees and the national average:
"I am proud to work for this company" 82% superbrand (50% national average)
"I have a strong attachment to the company" 76% superbrand (39% national average)
"I would recommend my employer to other people" 68% superbrand (38% national average)
"The company treats its employees well" 69% superbrand (43% national average)
"It is an organisation I can trust" 76% superbrand (41% national average)
Summary of Chapters
1. Introduction: This chapter highlights the challenges of global talent shortages and introduces Employer Branding as a vital strategic response for companies.
2. Definitions: This section clarifies the concepts of Brand Identity and Employer Branding, utilizing the "brand pyramid" model to explain core brand elements.
3. Why a company needs Employer Branding?: This chapter explores the necessity of Employer Branding for talent attraction, retention, and its positive correlation with employee performance and trust.
4. What influence Employer Branding?: This chapter examines the synergistic relationship between product brands and employer brands, and identifies key elements like culture and management performance.
5. The Employer Branding process – a practical roadmap: This central chapter outlines a four-step framework for developing an Employer Brand, covering assessment, construction, implementation, and measurement, alongside internal marketing strategies.
6. Conclusion: The final chapter summarizes that investment in a consistent Employer Brand provides a competitive advantage and is a sound investment in a company's future.
Keywords
Employer Branding, Brand Identity, Talent Acquisition, Talent Retention, Employee Performance, Internal Marketing, Corporate Culture, Employer Brand Promise, Human Resources, Strategic Branding, Brand Pyramid, Recruitment, Employment Package, Business Superbrands, Labour Market.
Frequently Asked Questions
What is the core focus of this research paper?
The paper focuses on the strategic importance of Employer Branding as a tool for companies to attract and retain talent in a competitive global labor market.
What are the primary thematic areas covered?
Key areas include the definition of brand identity, the relationship between product and employer brands, the practical implementation of branding strategies, and the impact of these efforts on employee performance.
What is the ultimate goal of the Employer Branding strategy discussed?
The goal is to position the company as an "employer of choice," ensuring that potential and current employees associate the company with a positive, well-managed working environment.
Which methodology is employed in this study?
The author uses a literature review and synthesis of industry surveys and case studies to construct a theoretical and practical framework for Employer Brand management.
What does the main body of the text emphasize?
It emphasizes that Employer Branding is a cross-functional effort that requires senior management commitment, internal marketing, and a measurable four-step process (assess, construct, implement, measure).
Which key terms best characterize this work?
The work is characterized by terms such as Employer Branding, Brand Identity, Talent Retention, and Corporate Culture.
How does a strong product brand benefit Employer Branding?
A strong product brand provides a foundation of reputation and trust, which can be leveraged to support the employer brand and attract talent who value the company's market position.
Why is "internal marketing" crucial in this context?
Internal marketing is vital because employees act as representatives of the company; if they do not believe in or understand the company's brand promise, the employer branding strategy will fail to be authentic.
What is the risk of a lack of integrity in Employer Branding?
Promising a work experience that does not match reality leads to employee cynicism, high turnover, and damaged reputation, essentially wasting company resources.
- Quote paper
- Arend Grünewälder (Author), 2007, Employer Branding. Marketing the company as an attractive employer, Munich, GRIN Verlag, https://www.grin.com/document/112925
