Leveraging LinkedIn as a Digital Platform for Employer Branding: Evidence from the UAE Hotel Industry

Purpose – Employer branding not only brings competitive differentiation, but also contributes to appeal most competent employees in the markets. However, rivals’ staff as potential employees have been overlooked in the existing corporate branding literature. The aim of the research is to analyze employer brand image among not only current employees, but also rivals’ employees within the concept of competitive advantage, and then to determine the most explanatory factor. Design/Methodology/Approach – Within the Turkish service industry, the air transportation, communication and banking markets were given priority by the reason that publicly traded, national corporates are predominant in them. Corporate reputation scale, has a facet called “Good Employer”, developed by Walsh and Betty (2007), is conducted to 187 sector employees by using purposive sampling method. A pretest is conducted to 112 participants for measuring the reliability of the scale items. Cronbach Alpha was calculated as .913. Findings – The findings show that employer brands of Pegasus, Vodafone and Is Bankasi are stronger than their competitors. According to factor analyses, “perceiving as the best place for work” is the most explanatory factor on employer branding for both service industries. Discussion: As a practical implication, Turkish service industry may have a role in the Belt and Road Initiative. The Belt and Road may create several opportunities of mergers and joint ventures, which provide relative competitive advantage to domestic firms in the global market.

Researchers believe that Employer branding may be the most powerful tool a business can use to emotionally engage employees, maintain and retain the talented. It is essential to accurately measure whether the organization's values, systems, policies and behaviors work towards the objectives of attracting, motivating and retaining current and potential employees. This paper envisages examining empirically the Employer brand status in the IT/ITES (Information Technology / Information Technology Enabled Services) units under study and determining, if any, the differences in the Employer brand and its components /elements among the IT students and IT professionals. This study is limited to analyzing the Employer brand in terms of the perceived Employer brand image and the Employer brand expectations in the selected units of the IT industry in India. The findings would help to picturize the Employer brand image and expectations and provide policy makers and HR consultants a starting point to look individually into the various labor segments and evaluate their Employer brands.

This article investigates the relationship between employer branding and organisational performance, identifying the underlying mechanisms contributing to enhanced performance. Next, we analyse various aspects of employer branding, including its influence on talent attraction, employee engagement, retention, and overall productivity. Finally, we provide insights on how organisations can strengthen their employer brand to optimise performance. In the competitive labour market, employer branding plays a crucial role in an organisation's ability to attract and retain top talent, directly influencing organisational performance. This article examines the relationship between employer branding and organisational performance by exploring its effects on talent attraction, employee engagement, retention, and overall productivity. It also offers insights on strengthening an organisation's employer brand to optimise performance. Employer branding, an organisation's reputation as an employer, can provide a competitive advantage by creating a motivated, engaged, and productive workforce. A strong employer brand attracts high-quality candidates, reducing recruitment time and cost and ensuring a diverse and talented candidate pool. Organisational culture, work environment, compensation and benefits, growth opportunities, and corporate social responsibility contribute to developing a strong employer brand. Effective employer brand communication across multiple channels, such as corporate websites, social media, and job advertisements, is essential to attract top talent. Employer branding events and employee advocacy can further strengthen the brand. Assessing the employer brand's strength can help organisations identify areas of improvement and gauge their attractiveness in the job market. Employee engagement and satisfaction are closely linked to an organisation's employer brand. Factors such as leadership, job design, recognition and rewards, work environment, and opportunities for growth and development contribute to employee engagement and satisfaction. Assessing employee engagement and satisfaction can provide valuable insights into their perceptions of the organisation and commitment to its goals. Engaged and satisfied employees exhibit higher performance, productivity, and innovation levels, leading to improved organisational outcomes.

Keywords internal brand, employer’s brand strengthening, employee satisfaction factor, operational efficiency, blue and white collar workers, a model of an internal brand, management algorithm, focus group, the Delphi method.

This research explores hotel companies’ employer branding (EB) through the internet. Many countries in the world will face a gap between the demand for talent in the hospitality and tourism industry and the available talent pool. Previous research found that, in an industry with high labour turnover and rather negative public image as an employer, EB approaches can be used to attract potential employees in a more targeted manner. The impact of on-line tools for companies to present themselves as a good employer brand is now crucial. For this study the online employer brand presence and effectiveness of 4-star and 5-star hotels are compared. Using content analysis, the presence of companies’ employer brand and the appreciation for their employer brand message was assessed. The brands involved are: Hilton, Doubletree, Radisson Blu, Park Plaza, Marriott, Crowne Plaza, Novotel, Holiday Inn and NH. The online presence of each brand was evaluated through their corporate career website, brand Facebook page and brand LinkedIn page. Results show that all brands have the possibility to improve their employer brand online profiles, while for all of them specific attention needs to be given to the consistent use of the channels. From a maximum score of 115 for a perfect online employer brand profile, the highest score was 64 and the lowest 37.

Campus recruiting is strategically important for attracting talent in a competitive market. This paper develops a mediating model to explore the role employer brand image and social networks play in this talent acquisition process. Analysis of data from 124 students of premier business schools in India suggests that the relationship between media presence/publicity and application intentions is mediated by employer brand image. In particular, publicity/media presence is significantly and positively related to application intentions through the two dimensions of employer brand image (perceived job attributes and attitudes). In addition, word-of-mouth endorsements mediate the relationship between publicity and employer brand. To attract the best talent, organisations should work towards increasing their visibility in the media as it helps build the employer brand image due to the influence of social networks.

This thesis learned the concept of Customer (Brand) Perceived Value (CPV) from the realm of marketing management to explore the matter of objective fact of Perceived Value on Employer Brand (PVEB) in the realm of human resource management by investigation. On the basis of the outcome of 349 questionnaires about Alibaba, Foxconn and Flextronics, it found the Structure model of PVEB which consists of Perceived Benefit on Employer Brand(PBEB) which includes Material Benefit on Employer Brand(MBEB), Culture Benefit on Employer Brand (CBEB), Social Benefit on Employer Brand (SBEB) and Emotional Benefit on Employer Brand(EBEB), and Perceived Loss on Employer Brand(PLEB) which includes Perceived Effort on Employer Brand (PEEB), Perceived Changes on Employer Brand (PCEB) and Perceived Risk on Employer Brand (PREB).

Employer branding is just what a company does to promote, inside and outside the company, what makes it distinctive: a good place to work. This art of employer branding has increasingly come to be used as one of the key tools for organisations desiring success in today's job market where talent is very valuable. Employer branding originated from human resource management and marketing. In terms of employer branding, it refers to the efforts a company employs in trying to be perceived as an excellent workplace. There are three primary components of employer branding: the Employee Value Proposition, corporate culture, and brand reputation. In essence, these three factors determine the perception of both current employees and prospective ones about the organization. EVP is a promise of rewards, growth, and support. Positive culture and a strong reputation set the organization apart in the job market. Theoretical frameworks like signaling theory and social identity theory help explain how employer branding affects companies. Signaling theory says that a strong brand shows stability and good experiences to future employees, which helps with hiring and keeping staff. Social identity theory explains that employees connect with organizations that match their personal values, leading to greater involvement and loyalty. Even as such advantages are referred, building a real and flexible employer brand is quite challenging, especially since what workers want shifts and websites like Glassdoor and LinkedIn clarify things. This paper critically explores the concepts surrounding employer branding with regard to its main elements, challenges and strategic importance. Using theories such as signaling theory and social identity theory, the analysis illustrates that employer branding enhances stability, involvement, and performance of all workers within an organization. Keywords: Employer Branding, Employee Retention, Strategic Approaches, Historical Evolution and Signaling Theory

PurposeThe purpose of this study is to examine what kind of motives and practices company has for employer branding in power industry. The objective is to find out the benefits of employer branding and how it is targeted towards potential and current employees. In addition, the aim is to examine whether companies see employer branding as a process and what kind of processes they have for employer branding.Design/methodology/approachThe theoretical perspective of this study is based on literature review, which provides a better understanding of employer branding. The empirical part is a qualitative case study of two large, international companies in the field of power industry. The data was gathered with interviews.FindingsThe main motives for employer branding are better employer image, more efficient recruitment and improved job satisfaction. Employer branding efforts are focused according to target group. Recruitment and educational co‐operation are the main objects of employer branding towards potential employees, whereas training and development are an essential part of employer branding towards current employees. This article also discovers that there is some kind of process aspect in the background of employer branding.Practical implicationsCompanies invest in employer branding in order to get good applicants, retain employees and create the image of a great employer. Power industry is an internationally remarkable field of business. Energy and the solutions of power technology are always needed and there exist a major need for new experts in power industry. As limitations, this study includes only two power industry companies and the data is qualitative. Therefore, the results cannot be generalized in larger scale.Originality/valueThe competition of talented workforce will increase because of the decrease in working‐age population. Employer branding will become more prominent in the future when companies strive to gain competitive advantage.

The importance of conducting research on the processes of formation and development of the employer brand is substantiated in the article. The impact of the employer brand on the processes of attracting and retaining talented employees has been proven. The employer brand is defined as an important component of the company's competitiveness and success. Among the main benefits of the HR brand for the company are reduced costs for attracting and retaining highly qualified personnel; increased employee loyalty and reduced personal risks; expanded investment opportunities; and stakeholder support. It has been found that employer brand management is a rather complex process that requires systematic research, analysis and results of which have a long-term perspective. the research on the definition of the category "employer brand" has been generalized. The employer brand is considered to be a certain image that carries generalized information about the company as a whole, the working environment it creates, the possibility or lack of career development, and the corporate culture. The author proves the importance of the labor market positioning process, which includes a set of measures aimed at determining the competitive advantages of an enterprise in the labor market and their practical implementation with a view to creating an attractive image of the company as an attractive employer. The main factors influencing the employer brand are divided into internal and external. The main internal factors include organizational and corporate culture; management style; company values and mission; internal communication; availability of career development opportunities; compensation package; company size; social responsibility; job security; flexible working hours and working conditions. Among the external factors are the following: reputation in the labor market; presence of competitors; external communication (PR strategy); product brand reputation; changes in demand for the company's products; political instability in certain regions; and the effects of the COVID-19 pandemic. It is proved that successful employer brand management requires an integrated approach to forming a value proposition for employees and meeting their needs and expectations.

In the competitive talent war, employer branding has become an important strategy to attract and retain talent for key positions, especially in the highly dynamic and competitive telecommunications industry. This research aims to design an employer branding strategy for key positions in PT XYZ, focusing on how employer branding influences the decision of talents in key positions to be interested in joining and staying in the company. Using a descriptive qualitative method, data was collected through interviews, document analysis, surveys to employees and candidates for key positions. This research utilizes Moesly & Schimdt's employer branding framework in the steps of building a strong employer branding. The research findings show that employer branding efforts, especially those that emphasize career development opportunities, building authentic EVP values, developing talent communities, digital recruitment platforms and increasing employee engagement in employer branding programs play an important role in attracting and retaining talent in key positions. The proposed strategies include EVP internalization, cross-unit collaboration, talent community development and strengthening the employer branding platform. This study contributes to the academic discourse on strategic human resource management especially employer branding and offers practical recommendations for companies that want to become employers of choice in the telecommunications industry.

This study aims to provide a framework of understanding the relation between employee identity construction and organization’s employer brand image. Theoretically, employer brand image and identity construction are two different topics in different disciplines and have evolved separately from each others. The current paper tries to draw a relation between these two topics by addressing research work from employer branding, employee identity construction, literature on the dirty work and so forth. Drawing this relation is significantly important as in the future it may serve the framework of understanding about certain employee’s positive or negative identity construction influenced by organization’s positive or negative employer brand image. The arguments provided here are typically based on various scholars’ findings relying on classic and contemporary text within organization theory, sociology and marketing. The paper suggests few empirical investigations as future scope of research to provide a concrete understanding of the relation between employee identity negotiation and organization’s employer brand image. JEL Classification Code: M 10; M 12; M 14

The purpose of this study was to examine the effect of employer brand, hotel employees’ brand citizenship behavior and brand commitment and the mediating effect of brand commitment on employer brand and brand citizenship behavior. For this purpose, se 300 hotel employees were selected who had worked at five-star hotels in Seoul from September 7th, 2015 to October 30th, 2015. From the data, a total of 256 valid samples were obtained for examination in this research. According to the results, both sub factors for employer brand, employer brand knowledge and employer brand experience, were shown to have a positive and significant influence on brand commitment and brand citizenship behavior. Brand commitment was proven to give a positive and significant influence on brand citizenship behavior. For the mediating effect of brand commitment between employer brand and brand citizenship behavior, the effect of employer brand knowledge on brand citizenship behavior was partially mediated by employer brand knowledge. However, the effect of employer brand experience on brand citizenship behavior was partially mediated by brand commitment.

In today’s competitive job market, employer branding has increasingly become a vital strategic component in enhancing organizational attractiveness and influencing recruitment outcomes, particularly in highly competitive sectors like the financial services industry. This study investigates the relationship between employer branding and recruitment outcomes in Nigerian financial institutions, focusing on how brand image, employee value proposition (EVP), organizational culture, and social responsibility affect talent acquisition and retention. Drawing on the resource-based view (RBV), the research explores how employer brand perceptions shape candidate decision-making and influence key recruitment metrics. The study employed a mixed-methods research design. Quantitative data were gathered through structured questionnaires distributed to human resource professionals and job applicants across selected Nigerian banks and financial institutions, while qualitative insights were obtained through interviews with HR managers. The data were analyzed using descriptive statistics, correlation, and multiple regression techniques. Findings revealed that employer branding positively correlates with recruitment outcomes such as the quality of applicants, offer acceptance rates, and employee retention. Financial institutions that actively promote their brand through inclusive work culture, career development opportunities, and corporate social responsibility (CSR) initiatives tend to attract more skilled and culturally aligned candidates. Furthermore, digital employer branding platforms, such as LinkedIn and Glassdoor, were found to influence job seekers’ perceptions and interest in applying. The study concludes that a strong and authentic employer brand is essential for successful recruitment in Nigeria’s financial sector. Recommendations include integrating employer branding with recruitment strategy, enhancing internal brand alignment, and leveraging employee advocacy for brand amplification.

The paper aims to develop applied aspects of the methodological support of a reasonable selection of the company responsible for the formation and promotion of the employer brand using the tools of multicriteria analysis and evaluation of the functionality of outsourcing companies based on the criteria that determine their competitive advantage. Consequently, the need to attract external resources to manage the employer brand has been substantiated. The authors schematized the decision-making process on a reasonable selection of outsourcing companies. The system of the criteria for the implementation of such a choice, which includes the requirements for both the outsourcing company and the future project: the rate of successful previous projects, the rate of customer satisfaction, the experience of work in Ukraine, the average cost of project development services, project development duration, the comprehensiveness of the developed recommendations for the employer brand promotion, project duration, project flexibility, the complexity level of project implementation, average monthly expenditures during the project period has been formed. Moreover, the paper systematizes the main metrics of outsourcing companies' projects on the employer brand formation and promotion, which include: a range of services for attracting, selecting, retaining, developing and evaluating staff; competitor analysis, HR-advertising, HR-marketing, systems of search engine management, leadership development programs, adaptation programs; differentiation of those organizational metrics that distinguish the customer company as an employer from the nearest competitors and separation of competitive advantages of the customer, values and the emotional component of the brand; development of its unique brand identification system – corporate style, brand book, etc.; formation of the key employer branding metrics: Employer Value Proposition (EVP), Employer Brand Personality, Employer Brand Positioning; insight formation - deep understanding of the relationship between the brand and the target audience, positioning and repositioning the employer brand on the labour market. The outsourcing company's direct selection is proposed to be based on multicriteria optimization, particularly using the analytical hierarchy methods (Saati, T.) to determine the weight coefficients of criteria and VIKOR to construct the resulting indicator. Thus, the method application result is to make justified ratings of outsourcing companies, which will allow customer companies to choose the best alternatives on the market of outsourcing services.