Abstract
The purpose of the study is to develop methodological basis as to the justification and selection of personnel marketing strategy based on logical analysis and systematic approach. The strategy is suggested to be developed taking into consideration external personnel marketing strategy and internal one. The former is based on the capacity of an employer to meet expectations of potential personnel and is aimed at forming enterprise’s external attractiveness as an employer. The latter is based on the capacity of an employer to satisfy expectations of existing personnel and is aimed at forming enterprise’s internal attractiveness as an employer. The choice of strategy is based on the Matrix determining the generalized level of enterprise’s attractiveness as an employer. This Matrix allows identifying nine types of personnel marketing strategies. The content of each type of personnel marketing strategy was substantiated. The main actions contributing to the improvement of level of enterprise’s attractiveness as an employer internally and externally were developed based on the 7Ps personnel marketing mix. Results of this study have theoretical and practical significance. They can be used as basis for further studies, while developed recommendations can be used by a management team for implementation within an enterprise that seeks to develop its employer attractiveness.
Highlights
Nowadays success of any enterprise on the market largely depends on the level of professionalism, as well as on the technical and soft skills of its employees
According to a study led by International recruitment company Hays together with the Oxford Economics Institute of Forecasting in 2017, Europe is experiencing a growing mismatch between business needs and employees’ competencies
In Poland, this mismatch indicator increased from 3.3 to 6.1 between 2013 and 2017, and in the Czech Republic – from 0.7 to 5.3. This aspect highlights the problem of increasing competition for talents between companies on labour markets
Summary
Nowadays success of any enterprise on the market largely depends on the level of professionalism, as well as on the technical and soft skills of its employees. Hays-index.com) together with the Oxford Economics Institute of Forecasting In Poland, this mismatch indicator increased from 3.3 to 6.1 between 2013 and 2017, and in the Czech Republic – from 0.7 to 5.3 (the indicator is measured on a scale from 0 to 10, where the minimum value “0” means there is no mismatch) This aspect highlights the problem of increasing competition for talents between companies on labour markets. Due to the phenomenon of globalisation, special attention requires problem of the qualified workforce shortage on national markets. In such context national companies lose the “war for talents” to their global competitors. On local labour markets those companies with “global origins” struggle less for attracting and retaining best talents than their competitors with “national origins”
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