Employer Branding Research Articles

Investigating the relationship of employer branding to retention and attraction: A structural equation modelling approach

Investigating the relationship of employer branding to retention and attraction: A structural equation modelling approach

Identifying and Assessing Factors Affecting Employer Branding in the Banking Industry

Identifying and Assessing Factors Affecting Employer Branding in the Banking Industry

The Effect of Corporate Social Responsibility and Sustainable Development Practices on Employer Branding—A Case Study of an International Corporation Operating in Poland

Corporate social responsibility (CSR) and sustainable development practices and employer branding (EB) significantly influence the effectiveness of recruitment processes, human resource management (HRM), and an employer’s image. The main aim of this study was to assess the effectiveness of internal and external CSR practices in an international corporation operating in Poland. The empirical study consisted of two stages. In the first stage, an in-depth interview was conducted with a group of managers in the examined company. In the second stage, the company’s employees and local residents (non-employees) were surveyed with the use of questionnaires. The study demonstrated that CSR activities addressing environmental issues were most effective. External CSR practices received greater recognition among white-collar (office) employees, whereas blue-collar (manual) employees were more appreciative of internal CSR measures—in particular, financial support schemes. The effectiveness of internal and external CSR practices has been rarely compared in the literature, and the present study was undertaken to fill in this knowledge gap.

The role of employer branding and internal marketing in talent attraction and retention: an applied study in a Portuguese metallurgical industry

PurposeThis research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these strategies can help companies to overcome the difficulties related to the talent shortage, from the perspective of a SME Portuguese metallurgical industry.Design/methodology/approachThe research resorts to a case study of a qualitative nature, through a semi-structured interview with the head of the human resources (HR) training and development area of the Navarra Group, and quantitative, through surveys to its employees. Based on the literature, a conceptual model was constructed, whose application allowed us to perceive the relationships between the practices of EB and IM; satisfaction, motivation and commitment; attraction and retention.FindingsThe exploratory interview concluded that organizations consider EB and IM essential for an effective talent management strategy. The quantitative results demonstrate that IM and EB practices implemented in the organization contribute to the satisfaction, motivation and involvement of employees, which results in a decrease in the intention to leave. It is also noted that these practices promote an increase in the perception of organizational attractiveness, which represents a positive impact on its ability to attract.Research limitations/implicationsFrom a theoretical perspective, the research contributes to the development of knowledge about IM, EB and talent management, providing relevant data that can help define the best strategies for attraction and retention, from the point of view of IM and EB.Originality/valueThe research presents preliminary insights that can be an auxiliary tool for HR managers and professionals in the context of industrial SMEs.

Netnographic study of the conscious internet appearance of hungarian and regional public transport companies

There has been intense competition between companies in recent years to hire and retain employees. During the coronavirus epidemic, this competition intensified. In response to the changes in the labour market, this challenge on the part of employers requires new methods, and employer branding has increasingly come to the fore. With the reorganization of the communication channels, online appearance came to the fore, including the use of social networking sites for employers and employees. The subject of my study is the employer branding of companies interested in the public transport on the Internet, primarily on social media sites, including the popular Instagram site. The purpose of the study is to present the importance of employer branding in the online space, the topics that can be displayed on social media sites and the given reactions, and the effectiveness and impact of online appearance. In my research, I used the method of netnography to reveal the differences and similarities in the appearance of social enterprises, the subjects of my investigation were international and domestic transport companies. Based on the research results, it can be concluded that social enterprises are using social networking sites more and more widely and with increasing intensity in many topics, including employer branding, but effectiveness can be increased with a targeted appearance, since social topics and the display of content related to responsibility elicit measurable reactions. They also discovered that social media is a suitable interface for presenting company activities and creating an identity as a tool.

Kommunikation als KPI im Employer Branding im Kontext der Sozialwirtschaft – eine Fallstudie

The performance of a company is measured using a complex system of interconnected criteria. Furthermore, the crucial role of communication using signal theory in employer branding in the context of social economy organizations (SEO) is discussed. The aim of this article is to explore the interactions between SEO’s communication strategy and its employer brand. The authors use a case study as a qualitative research method and, due to the research background, limit the data collection to the EU member Germany. The results provide insights into the specific challenges and opportunities SEO faces in relation to employer branding. Particular attention is paid to the role of (digital) communication. An understanding can be developed of how the design and implementation of communication strategies have a direct influence on the perception of the employer brand in the social economy. Furthermore, practical implications are derived in order to specifically optimize communication approaches and at the same time increase employer attractiveness. This article contributes to understanding the connections between communication and employer branding using signaling theory. At the same time, concrete recommendations for action are formulated for SEO to be successful in the competition for qualified specialists and talent.

Understanding Employer Attractiveness for Generation Z in the IT Industry

Purpose: This research delves into understanding the selection criteria of Generation Z, specifically those with an IT education background, in choosing potential employers. The study aims to bridge the gap in knowledge regarding employer attractiveness from the perspective of this emerging workforce cohort.
 Design/Method/Approach: A quantitative approach was employed, utilizing a survey method to gather data. The study predominantly targeted students from an Austrian business school, resulting in a sample size of 156 respondents. The survey included a Conjoint Analysis to evaluate various employer attributes.
 Findings: The findings highlight the significance of workplace flexibility, Work-Life Balance, and meaningful, varied job tasks for Generation Z. Salary emerged as a crucial factor influencing their choice of an attractive employer. While symbolic attributes were slightly more critical than instrumental ones, no significant impact of professional experience on the perceived relevance of symbolic attributes was found.
 Theoretical Implications: The study enriches the Instrumental-Symbolic Framework by validating the importance of symbolic attributes for Generation Z.
 Practical Implications: Practitioners can leverage these insights to tailor their Employer Branding strategies to attract Generation Z, focusing on flexible work arrangements, meaningful work, and competitive salaries.
 Originality/Value: This research provides new insights into the preferences of Generation Z in the IT sector, highlighting the nuanced differences in their employer selection criteria compared to previous generations.
 Research Limitations/Future Research: The study’s limitations include its focus on two specific educational institutions and the lack of rural-urban differentiation among respondents. Future research could explore these criteria across diverse geographic and institutional contexts.
 Paper Type: Empirical
 JEL Сlassіfіcatіon: J24, M12, M51

EMPLOYER BRAND PROMOTION: DOES IT REALLY MATTER IN TRANSITION COUNTRIES?

The employer brand refers to the reputation that an organisation has as an employer. The employer brand can be influenced by all the information that the organisation puts out about itself, as well as by all the actions it takes. A positive and strong employer brand has a direct impact on the attraction of quality candidates, their engagement, and retention of current employees. That is why contemporary organisations use all available communication channels to promote their employer brand, i.e. their values and unique culture. In contemporary business environment, the internet and social media represents the primary channel of communication with stakeholders, including job candidates. Additionally, continuous use of the organisation’s website can enhance employer attractiveness, support the recruitment process, deliver job-related information, and strengthen their image. The main purpose of this research is to explore the level of employer brand promotion via company websites in the context of transition countries. The aim of the conducted empirical research is to acquire new empirical insights in the fields of human resource management and employer branding. A total of 303 large companies from Bosnia and Herzegovina were included in the empirical research. The analysis was performed through a targeted search of the official websites of the observed companies. The collected data were analysed using descriptive statistics and analysis of variance. As expected, the data analysis indicated that organisations operating in Bosnia and Herzegovina do not recognize the importance of the organisation’s website in promoting the employer brand and establishing two-way communication with potential job candidates. Regardless of the fact that in the structure of large companies in Bosnia and Herzegovina dominated companies that require lower-skilled labour, employer branding is a useful management tool that contemporary organisations use in the labour market competition. In this context, the use of all available means of communication, including the company website, is the right approach that can attract quality job candidates.

Employer Branding and Career Opportunities: Does Fit really influence Gen Z’s intention to join in architectural firms in Indonesia?

By the end of the Covid-19 pandemic, job demand has increased. Indonesian Architecture subsector is experiencing a shortage of architects given the lack of interest on architecture students to continue their careers in the same field and lack of career opportunities offered. Therefore, employers need to develop an employer branding strategy to match applicant’s expectations with values offered in order to attract labor market intention, especially alumnis from related majors, to join architectural company. As Person-Organisation Fit theory applied, by finding their fit toward potential employee, gen Z, can better examine their employer to consider joining the company. This study aims to examine how person-organisation fit mediates career growth opportunities and employer branding that fit individual’s expectations can influence their intention to join to the company. This quantitative research uses a cross-sectional approach by collecting data through structured questionnaire consisting of 41 items asked distributed online. The sample consisted of 308 employees working in architectural industry with minimum of one year experience. Covariance Based Structural Equation Modeling (CB-SEM) used as analysis method aimed to identify and analyze the relationship between variables that influence the gen Z’s intention to join Indonesian architecture firms. The eresults indicates that both Employer Branding and Career Growth Opportuniies hav positive and significant effect on Intention to Join, while Person-Organisation fit partially mediate Employer Branding’s effect. This study only conducted in Architectural Subsector in Indonesia. The results of this study could also have relevance for other Asian nations that exhibit comparable traits.

The Relationship Between Symmetrical Internal Communication, Employer Branding, Organizational Identification and Turnover Intention

The Relationship Between Symmetrical Internal Communication, Employer Branding, Organizational Identification and Turnover Intention

Impact of Interest value, Social, and Economic Factors on the Application Intentions towards Gojek Startup among Job Seekers in the Jabodetabek Region

The attractiveness of employer branding strategies, particularly in startups such as the Indonesian fintech company Gojek, plays a pivotal role in drawing Generation Z's and Millennials' attention. This research aimed to empirically examine the influence of interest, social, and economic values on the intention to apply to Gojek among job seekers in the Jabodetabek area. Utilizing a quantitative research design, the study adopted a non-probability judgment sampling technique to select participants, surveying 150 Generation Z and Millennial job seekers. The data collected were analyzed through SPSS version 25. The outcomes indicated that the decision to apply is influenced concurrently by interest values, social values, and economic values. Specifically, the analysis revealed that interest value significantly enhances application intentions (t-count > t-table: 4,340 > 1,655), as do social values (t-count > t-table: 2,290 > 1,655) and economic values (t-count > t-table: 2,488 > 1,655). The study underscores the necessity for Gojek to bolster its value propositions, especially by fostering promising career paths aligned with the valued attributes and economic benefits, which are crucial factors in attracting job applicants. These insights advocate for a strategic emphasis on nurturing an employer brand that harmonizes with the aspirational and pragmatic expectations of contemporary job seekers, thereby enhancing their inclination to pursue employment opportunities within Gojek.

Talent Management and Generation Z: A Systematic Literature Review through the Lens of Employer Branding

Generation Z is arriving on the labour scene. In the near future, this generation will dominate organisations’ recruitment and selection processes. Theories regarding the attraction and retention of talent were initially developed based on the characteristics of previous generations in the late 20th century. This study aimed to conduct the first comprehensive literature review focused on identifying the attributes of attracting and retaining Generation Z talent. The findings will allow for the identification of the most significant attributes within the examined context. However, certain gaps were uncovered, such as the limited availability of publications explaining the applicability of the conventional theory of attracting and retaining talent to Generation Z natives. Significant lines of research are also suggested for the future.

How to attract talents? The role of CSR, employer brand, benefits and career development

How to attract talents? The role of CSR, employer brand, benefits and career development

NAVIGATING THE DIGITAL FRONTIER: A COMPREHENSIVE REVIEW OF SOCIAL MEDIA'S EVOLVING ROLE IN CONTEMPORARY RECRUITMENT

This research explores the evolving role of social media in contemporary recruitment, focusing on emerging trends, success factors, and potential pitfalls. As organisations increasingly turn to social media platforms for talent acquisition, our comprehensive literature review analyses shifts in candidate behaviour, platform preferences, and technological advancements. The study identifies critical success factors, such as employer branding, engagement strategies, and data analytics, essential for effective social media recruitment. Additionally, we scrutinise potential drawbacks, including privacy concerns and online reputation management. Our findings highlight the transformative impact of social media on recruitment processes, emphasising the need for organisations to adapt and optimise their strategies. The research contributes academically and practically, offering insights for recruiters, HR professionals, and organisational leaders seeking to leverage social media strategically in talent acquisition. Recommendations include incorporating interactive content, exploring augmented reality for employer branding, and adopting technologies like blockchain, AI-powered chatbots, and virtual reality for transparent, engaging, and innovative recruitment practices.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu/0729/a.php" alt="Hit counter" /></p>

Employer Branding – Employer Attractiveness as a New Mindset in the Healthcare Sector

Abstract The shortage of skilled labour, demographic change and ever-increasing cost pressures are presenting healthcare organisations with key challenges in the areas of strategy, leadership and portfolio management. In the Federal Republic of Germany, there is an acute shortage of skilled workers in 352 of 801 occupational groups (44% of all occupational groups). Effective employer branding is the only way to sustainably increase employer attractiveness and generate competitive advantages on the labour market. Employer branding is the identity-based development and positioning of a company as an attractive employer. The aim of the article is to identify relevant characteristics of employer attractiveness, which can be located in particular in the perception of IT specialists. The identification of these characteristics should help organizations to optimize their personnel policy in the long term. The authors chose the mixed-methods research approach. The hypothesis system is conceptualized and operationalized within the framework of structural equation modelling (SEM). The practical relevance of the findings from the quantitative research is examined in expert interviews. The data analysis is based on qualitative content analysis according to Kuckartz. Due to the research background, data collection is limited to the EU member state Germany. The shift in the balance of power in the labour market towards employees is not a development that can be limited to Europe. In a globalized world, companies have access to a wider talent pool, but are also exposed to increased competition for the best talent. A strong employer brand enables companies to stand out and attract top talent. The empirical results show that a positively perceived employer attractiveness can achieve the employer branding goals of recruiting employees and retaining them in the long term. The clever combination of tangible and intangible benefits, embedded in a modern corporate and error culture (mindset), is decisive in determining whether qualitative growth of the organization is possible.

Digital Channels of Employer Brand Formation

Relevance. In modern conditions of high competition in the labor market, new forms of work are becoming particularly relevant, in particular, the creation of an HR brand as a tool for maintaining the company's image and attracting employees. The development of digital technologies has allowed companies to use new channels of employer brand formation – digital. However, despite the existing need, the features of their use have not been fully studied. Social networks and career sites as the main platforms for the formation of an employer's brand are rapidly developing and transforming, which requires their comprehensive research. The purpose is to identify the features of the use of career sites and social networks as the main digital channels for the formation of an employer's brand. Objectives: to reveal the essence and identify the main elements of the employer's brand; to conduct a comparative study of the use of career sites and social networks of four Russian companies: Dodo Pizza, Gulfstream, Chulakov.ru, Exness. Methodology. The methodological basis of the study was the work of G. Martin, S. Hat Trick, T. Ambler, S. Burrow. As a technical tool for the study of social networks, the system of multifactorial analysis of social media "Cribrum" was used, the method of content analysis was used in the study of career websites of companies. Results. As a result of the study, the authors identified the main components of the HR brand broadcast by digital channels focused on basic and additional values. The analysis of digital channels by selected elements revealed the specifics of their use in the formation of the employer's brand. Career sites to a greater extent broadcast additional values of the company, forming a holistic positive image for the general public, without highlighting the target categories of recruiting. Social networks mainly demonstrate the basic values of the company, their content is more specific, focused on certain categories of recruiting. Conclusion. Creating a successful employer brand requires a competent combination of the digital channels considered, taking into account their specifics and the category of recruiting, which will allow HR branding to become a long-term HR strategy for attracting and retaining target groups of employees.

Gender Equality Plan for Building Employer Branding of a Research Institution

Abstract The aim of this article is to discuss the possibility of using gender equality plans (GEPs) to build a brand, especially the employer branding (EB) of a research institution. The example of the GEP of the Central Mining Institute-National Research Institute (GIG-PIB) has been used in this article. The research methodology includes an analysis of the existing data and a survey involving all the GIG-PIB employees, not only those in research and scientific positions. The computer-assisted web interviewing (CAWI) research covered five key areas associated with gender equality, such as work–life balance, gender balance in management and decision-making bodies, gender equality in recruitment and career development, gender mainstreaming in the research process and measures to combat gender-based violence. This article presents the results of the survey. The analysis of the results shows that the opportunities for professional, scientific and personal development were positively assessed by the staff of GIG-PIB. Such favourable opinions of employees are an important element of building a competitive advantage based on the brand of the research institution and its Employer Branding.

ЭКОСИСТЕМА БРЕНДА РАБОТОДАТЕЛЯ: ОБЗОР ЦИФРОВых РЕШЕНИЙ ПОТЕНЦИАЛьНых АКТОРОВ ДЛЯ ПОВыШЕНИЯ ЭФФЕКТИВНОСТИ УПРАВЛЕНИЯ ПЕРСОНАЛОМ

The challenges of recent years — technological progress, the COVID-19 pandemic, SVO and others — have adjusted the values and behavior of people, social relations, business models of companies. The limited number of specialists in the labor market gives them priority in choosing an employer. More than ever, HR managers are expected to provide innovative solutions to improve the efficiency of HR management. The formation and development of the employer brand is the foundation for improving the indicators of attracting, retaining and engaging employees. The transfer of digital values from everyday life to production has determined the need to provide candidates and employees with a quick and convenient service for interacting with the employer company. The inability to conduct their own development of digital solutions across the entire spectrum of HR business processes directs managers to search for relevant intersubject interactions. Cooperation allows us to unite in an ecosystem and solve our own tasks to ensure the sustainable development of the company: for the employer to increase the efficiency of personnel management by working with the employer brand, for developers to test and update digital solutions in the field of personnel management.
 
 The purpose of the study is to review the digital solutions of potential actors of the employer brand ecosystem to improve the efficiency of personnel management.
 
 The results of the study are presented by the author’s definition of the employer brand ecosystem; the characteristics of the key elements visualized by the employer brand ecosystem model; an overview of the digital solutions of potential actors, developers and suppliers, throughout the process of employer brand management.
 
 Throughout all stages of the AIDA model in employer brand management: “I know the company, I observe its activities, I want to work in it, I apply for a vacancy and accept an offer”, it is possible to find an appropriate and effective digital solution by collaborating with actors.

Employer Brand and Business Performance: The Role of Intellectual Capital

Intangible assets play a vital role in the hotel industry, in general, and can also ensure the sustainability of a business during a crisis. The aim of the paper is to identify the impact of employer brand on the business performance of hotel companies, including the mediating effect of intellectual capital as an element of intangible assets. The research was conducted among managers who are employed in 92 hotels, and who evaluated the dimensions of the employer brand, business performance (organisational performance and market performance), and intellectual capital. The research hypotheses were tested using partial least squares structural equation modeling (PLS-SEM). The research model has supported the full mediating effect of intellectual capital between most of the employer brand dimensions and business performance. Results confirm the contribution of the employer brand to the business performance, with the support of intellectual capital and indicate the necessity of mutual use of intellectual capital and employer brand as key assets in a crisis.

Employer Branding to Improve Employee Loyalty after a Business Merger in PT Pelindo Terminal Petikemas

In today’s world, solid employer branding is important for any company or organization. Ambler & Barrow (1996) defined employer branding as the process of building and promoting a company’s reputation as an employer. Ilyas et al. (2020) stated that employer branding has a strong positive relationship with employee loyalty and the extent to which employees are committed to their organization and its goals. When a business goes through a merger, employee loyalty becomes an important factor in ensuring the company’s productivity, which is something that PT Pelindo Terminal Petikemas and some other Indonesian State-Owned Enterprises have gone through in recent years. The primary research objective of this study is to identify the specific aspects of employer branding that can be prioritized by PT Pelindo Terminal Petikemas to enhance employee loyalty. The methodology used is primarily quantitative research with correlational analysis as the statistical model, however, additional qualitative data was also collected and analyzed. The primary data were acquired through an online questionnaire given to the employees of PT Pelindo Terminal Petikemas. This study concludes that employer branding and employee loyalty have a strong positive significant correlation. Furthermore, it was also found that the employer branding dimensions with the strongest correlation with employee loyalty are organizational culture, ethics and corporate social responsibility, and diversity. PT Pelindo Terminal Petikemas can focus on improving the organizational culture, ethics and corporate social responsibility, and diversity aspects of employer branding to improve employee loyalty. The research also provides actionable solutions for PT Pelindo Terminal Petikemas to further strengthen its employer branding and improve employee loyalty.