In order to understand the International Employer Branding, the first task is to define the meaning of it and to clarify why the Employer Branding is so important for companies.
On the one hand, the Employer Branding is a result of the increasing competitiveness on the labor market, called ‘war of talents’, and the search for experienced and professionalized employees. Especially the social developments are responsible for the difficulties which companies have. The demographic change in Germany leads to a shortage of the population and of the number of young people which are available on the labor market. Companies cannot influence this natural change but they do have an impact on their quality and corporate identity as an employer: This is where the Employer Branding takes place (Immerschitt, Stumpf: 2014, 1). Nowadays, people who are searching for a job are not only interested in an explicit job description, but also in the characteristics and values that a company represents. They ask themselves "What benefits is the employer able to offer?" or "What about the work-life balance?". This is why job descriptions are not only mentioning factors just as remuneration and working hours, but also the working environment and social factors. On the other hand, employers also have to find ways to bind existing employees to the company in the long run in order to protect themselves from a possible drain of know-how and from the costs of finding new employees.
So by definition, the Employer Branding describes all active, strategic actions in order to make a company attractive to both existing and potential new employees. It is used to form a unique selling proposition (USP) to give an answer to the question why potential employees should decide to work in this specific company and not to prefer another one. Companies should create a brand as a good employer and advertise this brand on the labor market, where companies can be seen as products. Real marketing campaigns are also possible to gain the best employees by giving the audience the main arguments why the company differentiates from the others. Therefore, the employer should convey its norms, values and its identity.
Table of Contents
1. Definition
2. Goals
3. Measures
4. Connection to the class project with Europa-Service Nordthüringen
Objectives and Topics
The main objective of this paper is to provide fundamental insights into the concept of International Employer Branding, exploring its necessity in the modern labor market and its strategic implementation. It investigates how companies can improve their attractiveness to potential and existing employees to mitigate challenges such as demographic change and the "war for talents," ultimately linking these theoretical concepts to practical applications within small and medium-sized enterprises (SMEs).
- Definition and strategic importance of Employer Branding.
- Core objectives including recruitment, retention, and organizational culture.
- Practical measures for building an attractive employer brand.
- Challenges and opportunities for SMEs regarding employer attractiveness.
Excerpt from the Book
1. DEFINITION
In order to understand the International Employer Branding, the first task is to define the meaning of it and to clarify why the Employer Branding is so important for companies.
On the one hand, the Employer Branding is a result of the increasing competitiveness on the labor market, called ‘war of talents’, and the search for experienced and professionalized employees. Especially the social developments are responsible for the difficulties which companies have. The demographic change in Germany leads to a shortage of the population and of the number of young people which are available on the labor market. Companies cannot influence this natural change but they do have an impact on their quality and corporate identity as an employer: This is where the Employer Branding takes place (Immerschitt, Stumpf: 2014, 1). Nowadays, people who are searching for a job are not only interested in an explicit job description, but also in the characteristics and values that a company represents. They ask themselves "What benefits is the employer able to offer?" or "What about the work‐life balance?". This is why job descriptions are not only mentioning factors just as remuneration and working hours, but also the working environment and social factors. On the other hand, employers also have to find ways to bind existing employees to the company in the long run in order to protect themselves from a possible drain of know‐how and from the costs of finding new employees.
[…] the employer brand establishes the identity of the firm as an employer. It encompasses the firm’s value systems, policies and behaviours toward the objectives of attracting, motivating, and retaining the firm’s current and potential employees.” (Immerschitt, Stumpf: 2014, 36)
Summary of Chapters
1. Definition: This chapter defines Employer Branding as a strategic response to the competitive labor market and demographic shifts, emphasizing its role in attracting and retaining talent.
2. Goals: This section details how Employer Branding facilitates effective recruitment, improves employee retention, fosters organizational culture, and enhances overall performance.
3. Measures: This chapter outlines a three-step guideline for companies to become credible employers by aligning internal culture with external communication and addressing employee expectations.
4. Connection to the class project with Europa-Service Nordthüringen: The final chapter applies the theoretical foundations to SMEs, discussing location-based challenges and the specific advantages small businesses can leverage to overcome talent shortages.
Keywords
International Employer Branding, War of Talents, Labor Market, Employer Attractiveness, Recruitment, Employee Retention, Corporate Culture, Organizational Identity, USP, SMEs, Demographic Change, Staff Marketing, Employer Image, Performance, Personnel Policy
Frequently Asked Questions
What is the fundamental focus of this paper?
The paper provides an overview of the fundamentals of International Employer Branding, explaining how it functions as a strategic management tool to navigate modern labor market challenges.
What are the central thematic areas covered?
The central themes include defining the concept of Employer Branding, setting organizational goals for recruitment and retention, implementing practical branding measures, and analyzing the specific situation of SMEs.
What is the primary objective or research question of the work?
The objective is to explain the necessity of Employer Branding in overcoming talent shortages and to determine how companies can effectively position themselves as attractive employers to both current and potential staff.
Which scientific methods or approaches are used?
The work utilizes a literature-based approach, synthesizing concepts from various experts in human resource management and applying these insights to the practical context of a class project.
What topics are covered in the main section?
The main section covers the definition of the concept, the functional goals (recruitment, retention, culture), specific implementation measures, and the application of these theories to small and medium-sized enterprises.
Which keywords best characterize this work?
Key terms include Employer Branding, Recruitment, Employee Retention, Organizational Culture, SMEs, and Labour Market competitiveness.
How does the author distinguish between "Employer Brand" and "Employer Image"?
The author defines the Employer Brand as the company's active strategic positioning, whereas the Employer Image represents how the company is actually perceived by the public and potential candidates.
What unique challenges do SMEs face regarding Employer Branding compared to large corporations?
SMEs often struggle with lower prominence, fewer hierarchical career paths, and limited financial or time resources, yet they benefit from flat hierarchies and personal relationships which can be used for branding.
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- Stefan Reiswich (Autor:in), 2015, The Rudiments of International Employer Branding, München, GRIN Verlag, https://www.grin.com/document/312361
