Employer Value Proposition Research Articles

Relationship between integrated communication effectiveness and employee-based brand equity – mediating role of psychological contract fulfillment

PurposeThis study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits.Design/methodology/approachThe study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices.FindingsThe findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE.Originality/valueThis study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.

Ціннісний вимір бренду роботодавця: вплив на залучення персоналу

The article is aimed at examining the impact of the employer brand on the choice of a job seeker. After studying and analyzing the works of many foreign and domestic scholars, the main approaches to the definition of the concept of «employer brand» are considered and the authors’ definition of this concept is proposed. As result of the carried out research, both the external and the internal elements of the employer brand are systematized; the employer value proposition (EVP), constituting an integral part of the employer brand, is substantiated; a survey of LinkedIn users was conducted in order to identify the influence of the employer brand on the choice of job seekers; the main priority elements of branding are defined. The carried out research allows to conclude that employer branding and the current EVP are among the most priority directions of the company’s activity in attracting the best specialists and preserving talents in the company. The value proposition of the employer should be the strategy of the company, oriented to employees, being consistent with them. To develop a strong brand and increase the attractiveness and competitiveness of the organization, the value proposition of the employer must be unique. The EVP should be a real embodiment of the benefits offered by the company to employee, otherwise it will be impossible to retain the employees involved and form loyalty to the company in them. Prospects for further research in this direction are to determine the degree of influence of digitalization of business on the development of the employer brand, and, at the theoretical level, – a study and closer definition of some components of the employer brand.

Employer brand management: methodological aspects

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.

Pelaksanaan Employer Branding PT. Arya Noble

This research entitled “The Implementation of Employer Branding by PT. Arya Noble” is a descriptive study with qualitative data that focuses on knowing the employer branding process carried out by PT. Arya Noble in forming the image “to be an excitement place to grow and creating values”. This study aims to discover how is (1) the employer value proposition is developed by PT. Arya Noble, (2) the external marketing stage of the employer brand conducted by PT. Arya Noble, (3) the internal marketing stage of the employer brand conducted by PT. Arya Noble. This research used positivism paradigm with descriptive qialitative methode. Data collection techniques used include moderate participative observation, in-depth interviews, and literature study. The data validity technique uses source triangulation. The results of this research revealed that (1) The EVP by PT. Arya Noble consist company culture “The Now Values” as a basic guideline for employees to behave, the use of Top-Down management style to increase performance, the use of OKRS system in performance appraisal, as well as consumer impression on the Sub-Business Unit, (2) The external marketing stage is carried out by using online and offline tools to form attractions and build awareness to the public, both for those who were looking for a job or not. So they would understand and join the company, (3) The internal marketing stage is carried out through training activities, rewards, and internalisation of “The Now Values” culture to the employees in order to improve the performance as well as employees psychological contract towards the company. The conclusion is company has done all of the employer branding process. However there are shortcomings that need to be overcome on every step like employment image, gamification and career tab on website, advertising campaign, and also the application for company culture.

Proses Employer Branding PT. Mercedes-Benz Indonesia Untuk Meningkatkan Eksistensi Perusahaan

Image is a public perception that’s caused by marketing communication of the organization. One of the largest automotive company in the world, Mercedes-Benz is still aware of the importance of building image with branding. Through Indonesia Most Admired Companies (IMACO) Award by the Warta Ekonomi Intelligence Unit (WEIU), companies in Indonesia compete to be superior companies compared to competitors. PT. Mercedes-Benz Indonesia, which is known to have good product knowledge among the public, is considered to have low company’s knowledge because it has not been ranked in the IMACO Award. The urgency to differentiate company with other companies as the employer encourages companies to carry out the employer branding strategy. Therefore, the author is interested in conducting further research on employer branding processes carried out by PT. Mercedes-Benz Indonesia to reach the title of the Most Admired Company. This research is a descriptive study with a qualitative data. The results of this study reveal that; 1) the formation of the employer value proposition begins with the expectations and objectives of the company that are applied in accordance with the values and corporate culture, 2) the external marketing evp is carried out by involving the general public and prospective candidates to build good image in their minds. 3) the internal marketing evp is run with employee development and engagement programs to improve their quality and capabilities.

Importance-performance analysis as a tool to guide employer branding strategies in the IT-BPM industry

Purpose Based on attribute research in marketing, importance-performance analysis (IPA) provides a useful analogy to examine employer branding concepts. The purpose of this paper is to use IPA to evaluate employees’ perceptions of important employer value proposition (EVP) attributes and their corresponding psychological contract fulfillment scores. IPA is applied to 40 EVP attributes and their corresponding EVP dimensions – “Economic Value”, “Development Value”, “Social Value”, “Work Value” and “Employer Reputation.” Further, the paper examines the difference between highly engaged and less engaged employees in their relationship to importance and fulfillment of the five EVP dimensions. Design/methodology/approach Data were drawn from information technology-business process management employees (n=520) in India through a questionnaire survey. The IPA matrix was used to plot the importance and fulfillment scores. Independent samples t-test was used to assess the difference between high and low engagement scores. Findings The results indicate that several EVP attributes fall within the “Concentrate Here” quadrant that requires more focus. With respect to EVP dimensions, social value needs focus; economic value received “Low Priority”; and work value and employer reputation are identified as “Potential Overkill.” The findings also suggest that, organizations should engage employees across all dimensions, by both prioritizing and fulfilling their obligations promptly. Practical implications The study highlights the need for HR practitioners and academicians to draw insights from attribute research in marketing to effectively devise the employer branding strategy of individual organizations. Originality/value This paper is the first of its kind to apply IPA to EVP attributes, which contributes to the growing literature on employer branding.

The influence of employer value proposition in talent demand towards talent shortage in the Malaysian Islamic banking institutions: A SEM approach

The influence of employer value proposition in talent demand towards talent shortage in the Malaysian Islamic banking institutions: A SEM approach

Inspire to Hire and Win the War for Talents

Abstract In the context of a highly dynamic labour market, with the entry of the Y and Z generations in the active workforce and the shift of power balance from employers to employees, the corporate employer brand becomes a strategic element and part of the non-material capital that each company can use to attract and retain top talents and, consequently, to get business performance. This paper proposes a modern vision of leadership and talent management, in which collaboration, empathy, democratization of decisions, development of emotional connections and increasing the level of freedom for employees contribute to building an effective, attractive and sustainable Employer Value Proposition. By integrating Human Resources and Marketing management principles, objectives, activities and tactics, companies should focus on authenticity in their communications, in order to win employees’ minds and hearts in the contemporary very intense competition for talents. We suggest updating the traditional Marketing Mix to 15 elements, in order to support Employer Branding Strategies and to reach the Employer of Choice status. The essential objective is the development of a deep relationship between employees and companies, in the form of a transaction with dual value, financial and emotional at the same time. Loyalty is seen as superior and consecutive to solidly applied retention, adding emotional value to the material benefits offered by the companies to their employees.

Employer Value Proposition

In a competitive global market, organizations are striving to retain the best talent by providing sustainable employer value proposition (EVP); ‘value proposition' employees perceive or expect from their employer. Although EVP is conceptually appealing, there has been little systematic effort to empirically examine the dimensions of EVP. Information technology companies are adopting strategies to provide proposition that attract and retain employees. This paper identifies the attributes of EVP from the perspective of employees working in Information Technology companies in India. A scale is developed and validated to measure EVP on a sample size of 474. EVP scale was tested for its factor structure, reliability and validity. The results indicated that EVP scale comprised of five attributes; developmental value, inspirational value, work environment value, work value, and work life balance. The finding of the research is discussed; limitations noted; recommendations for enhancing EVP in IT companies, and future research directions.

Gesundheitsförderung und Arbeitgeberattraktivität: Welche Rolle spielt die Wahrnehmung einer nachhaltigen Unterstützung durch den Arbeitgeber?

This study evaluates the impact of a health supporting employer value proposition on employer attractiveness. The authors integrate conservation of resources theory, a salutogenesis approach, and organizational support theory to determine if human resource practices that help employees preserve their physical and mental health, such as health care management, regeneration time, and flextime, might increase employer attractiveness. A sample of 3016 employees report on their perceptions of sustainable organizational support (PSOS) and employer brand related constructs. The results support a full mediation model structure: The perceived availability of health supporting practices has no direct effect on employer attractiveness, but PSOS enhances an employer brand’s prestige, distinctiveness, and trust, such that it fully mediates the relationship between the availability of health supporting practices and employer attractiveness. Thus, PSOS offer a promising tactic in the competition for talent and in addition, a specific employer brand management is necessary to ensure long-term employer attractiveness.

Employee Perception on the Role of HR for Creating and Managing Employer Branding towards its Brand:An Explorative Study

Employer brand is the image of your organization as an employer and how it is related to employees. Your employer value proposition (EVP) communicates that image to your target audience(s) and reinforces why talented people would want to join (and stay with) your organization. In the same way, it has been stated that it represents the organization as an employer and how this employer relates to its employees, not just the current employees, but potential employees as well. It is about branding and positioning the organization as an employer-as a great place to work. In this context, it is said that employer branding is a very complex concept. An employer brand is the expression of corporate culture and the corporate brand. Therefore, it will be a challenge to clearly isolate the factors of communication from other factors such as leadership, organizational structure, and other communication as well as personnel management. Hence, depending on the organizational structure, there might be different cultures within an organization. The size and organizational influence of each department will then also play a role. A big question is also where employer branding is driven in the organization and how it is supported by top management with a positive perception in the employees' minds.

Gender Aware Employer Branding: How to Become Authentic, Unique and Attractive

Despite a global financial crisis, the concept Employer Branding became the point of departure for an interactive collaboration between an engineering company and a research team. When reviewing academic literature the conclusion was that very few articles combine the concepts of employer brand and gender equality. This article contributes theoretically to promote and examine arguments for the potential of adopting a gender perspective when developing an employer brand and when compiling the employer value propositioning. The article intends to inspire organizations to use a gender perspective when developing the employer value proposition in order to promote propositions reflecting the organization. It will also open avenues for further research by synthesizing the two fields.

Empirical evidence on employer branding and its impact on the formation of psychological contract

In today's competitive environment where every organization is trying to be at the forefront it has become an obligation for all the organizations to live up to the expectations of their stakeholders specially their employees. Due to increasing global shortage of talent driven by the ageing population, increased mobility of workers, migration, technological advances and an increase in culture diversity in organizations are some of the reasons when employer branding is now high on the leadership agenda. This includes direct and indirect experiences of dealing with the firm. Employer branding is defined as a targeted long term strategy to manage awareness and perceptions of employees, potential employees and related stakeholders with regards to a particular firm. Successful employer branding impacts the building of psychological contract amongst the potential employees which helps in creating the employer value proposition for the organization. Psychological contract is an unwritten and unlike the written contract, iscontinually changing. By nature it is generally unspoken and dependent on the interpretationof all parties. This study identifies the contemporary dimensions of employer branding from the perspective of the prospective employees. This paper also studies the impact of employer branding on the formation of psychological contract in terms of elemental beliefs with respect to three major IT companies TCS, Wipro and Infosys.

IS EMPLOYER BRANDING A CHALLENGE FOR HIGH-CONTACT SERVICE INDUSTRIES? INSIGHTS FROM THE HOSPITALITY SECTOR IN POLAND

High-contact service industries involve close and direct customer-employee interaction for a prolonged period; consequently they rely on the knowledge, skills and abilities of their staff. Growing recognition of the significance of this interaction for service organisations‘ performance has led to the need to increase efforts to attract and retain high-quality human recourses. Effectiveness of these efforts can be supported by applying employer branding practices. To develop a sound employer value proposition, company needs to examine internal employer brand image first. The purpose of the paper is twofold: first, to identify the hospitality industry‘s strengths and weaknesses in the context of employer branding, second, to investigate the differential effects of selected factors on perceived industry attractiveness as a workplace. The research was conducted on the group of 331 hospitality workers in Poland. Data were collected through self-administered questionnaires. The study revealed that the best perceived employer brand dimension was social value, the worst – economic value. There was a significant negative association between the willingness to recommend the sector as an employer to others and all of the employer brand dimensions under investigation, with job content yielding the strongest relationship. The analysis further showed that perceptions of rewards received in the workplace were higher for men, selfemployed or having indefinite contracts, occupying managerial positions, and working in micro entities and in accommodation services. Results of the investigation prove that it is a challenging task to position hospitality firms in the minds of potential employees as a great place to work. Organisations that try to attract human recourses by presenting an overly positive picture of their employment experience are likely to encourage unrealistic expectations in newcomers with subsequent disappointment and decreased job performance.

An employer brand predictive model for talent attraction and retention

Orientation: In an ever shrinking global talent pool organisations use employer brand to attract and retain talent, however, in the absence of theoretical pointers, many organisations are losing out on a powerful business tool by not developing or maintaining their employer brand correctly. Research purpose: This study explores the current state of knowledge about employer brand and identifies the various employer brand building blocks which are conceptually integrated in a predictive model.Motivation for the study: The need for scientific progress though the accurate representation of a set of employer brand phenomena and propositions, which can be empirically tested, motivated this study.Research design, approach and method: This study was nonempirical in approach and searched for linkages between theoretical concepts by making use of relevant contextual data. Theoretical propositions which explain the identified linkages were developed for purpose of further empirical research.Main findings: Key findings suggested that employer brand is influenced by target group needs, a differentiated Employer Value Proposition (EVP), the people strategy, brand consistency, communication of the employer brand and measurement of Human Resources (HR) employer branding efforts.Practical/managerial implications: The predictive model provides corporate leaders and their human resource functionaries a theoretical pointer relative to employer brand which could guide more effective talent attraction and retention decisions.Contribution/value add: This study adds to the small base of research available on employer brand and contributes to both scientific progress as well as an improved practical understanding of factors which influence employer brand.

Retention factors of management staff in the maintenance phase of their careers in local government

Organisations require an employer value proposition (EVP) to attract and retain people in management. This study was undertaken to understand the key retention factors that influence experienced management employees, in the maintenance phase of their careers, to remain employed at a local government organisation. Retention factors inform the organisation’s EVP. A qualitative, empirical-analytical research paradigm with a modernist approach was adopted. Data were obtained through purposive sampling (n = 10) by way of semi-structured interviews. A theoretical framework was used against which data could be deducted and compared. Sixteen key factors were identified, of which Job Aligned with Personal Meaning or Passion emerged as the strongest retention factor among the study’s participants.