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Employer Branding Characteristics
The document discusses employer branding and the relevance of social identity theory. It provides an overview of a study conducted through interviews with HR professionals to identify characteristics of successful and unsuccessful employer brands. Successful brands were found to be noticeable, relevant, and differentiated from competitors. Additionally, they fulfill psychological contracts with employees and allow unintended appropriation of brand values. Metrics like acceptance rates, tenure, and engagement can indicate brand attractiveness. The document also summarizes a separate study that examined how employer attractiveness and social media use relate to corporate reputation and job application intentions. It was found that innovation, psychological, and application values positively related to reputation. Social media positively related to reputation and intentions to apply. The implications are that non-monetary
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Employer Branding Characteristics
- 1. Social Identity Theory: Relevanceof Building Employer Brands
- 2. Name a fewsuccessful employer brands
- 5. Methodology Asked whetherterms “successful” and “unsuccessful” applied to branding Asked to characterize successful and unsuccessful brands Name firms with successful and unsuccessful brands Clarify and further explore their characterization Area Of Expertise Position Company Employer Branding Director Consultancy Head – Branding Team Internal/ External Employee Communications Director Manager Internal Communication Employee Communication Consultancy Employee Attraction/ Retention Director and COO Director HR, Asia Pacific Head of Practice Improvement HR Consultancy Fortune 500 Firm Data collection and analysis Expert industry panel – 17 semi-structured interviews in 6 months – 13 industry participants Diversity of experience across companies, industries and countries
- 6. Verbatim transcripts ofinterview and field notes were coded countries Common themes were identified – closely related themes were merged Final check to find that interpretations were resonant with data captured Constructs were compared for establishing relationships Themes grouped to form constructs Methodology
- 7. Characteristics Consistent with consumerand Corporate Branding Being known and noticeable even if you have a brand, how do people understand the brand? Does the recruitment team deliver the brand on the outside? the supermarket Aisle example Being seen as relevant company knows what its employees value, carry and communicate it effectively bad brand is when it doesn’t translate into potential hire’s perspective Being differentiated from direct competitors are you saying the Unique things? you need to look at emotional reasons why you are different bad brands are soulless; they tell nothing about identity or character of organization
- 8. Additional characteristics Fulfilling apsychological contract a good employer makes you want to work, and gives you an accurate idea of what it is about. brand is an on-going promise – your HR and line must be on the same page. Employees have many interactions with firms’ values, culture and policies Unintended appropriation of brand values employees cannot distinguish an employing firm prior to employment like it can experience a McD or Pizza Hut An employee thinks like a consumer before joining. They like the honeymoon period of 3 months - the logo attracts them to work Later , only the work matters – the people, processes and the thought matters
- 9. Type of MetricIndicator for Successful / Unsuccessful Brands Externally focused metric % of job offers accepted Higher than industry average = attractive brandApplicants / Role Internally Focused Metric Average Length of Tenure Higher than industry average = attractive Average Staff turnover Lower than industry average = contract fulfilled Level of staff engagement Higher than industry average = contract fulfilled
- 10. Alignment ofHR and Marketing Employee behavior and customer satisfaction are aligned Employer brand impacts expectations and experiences at every stage of employee life cycle- even after separation Employment experience as a product Firms culture, policy are core product. HR acts as the exchange between product manager and the developer Change management, manages the intangible and emotive aspects of experience
- 11. Strategic considerations 1. Communication Breakdown -Employee not attracted - Contract fulfilled 4. Sustained success - Employee attracted - Contract fulfilled 3. Long term disconnect - Employee not attracted - Contract unfilled 2. Strategy Mismatch - Employee attracted - Contract unfulfilled Strategy
- 12. Employer Branding: Employerattractiveness and the use of social media A study aimed to investigate the factors employers should focus on in their employer branding Tested EmpAt and analyzed relationships between dimensions of the scale and use of social media in relation to corporate reputation and intentions to apply for a job In order to improve the reputation and increase attractiveness, employers need to strengthen the company’s name as a brand, and this is labelled as employer branding
- 15. EmpAT Interest Value which encompassesinnovation and interest in product/services Social value which refers to the work environment and relations to other employees Economic value which relates to economic benefits Development value which points to the possibility for future opportunities Application Value which encompasses the possibility to use what has been learnt already Developed by Berthon (2005) and derived from Ambler and Barrow’s dimensions for psychological, functional and economic benefits, it consists of 25 items across 5 dimensions
- 16. Social media hasopened a new way for organizations to attract talent Advertisement of job vacancies has become common Internet has also enabled employers to find passive job seekers along with active ones This helps organizations to find and evaluate candidates at lower costs Social Media
- 17. Hypothesis used H1: Potentialemployees’ perception of the five dimensions of employer attractiveness has a positive relation with their perception of a good corporate reputation H2 : Potential employees’ perception of employers’ use of social media has a positive relation with a good corporate reputation H3 : High corporate reputation has a positive relation with the potential employees’ intention to apply for a job H4 : Potential employees’ perception of employers’ use of social media positively moderates the relationship between corporate reputation and potential employees’ intention to apply for a job
- 18. 1. Participants: Norwegian engineeringstudents 2. Three firms students had to choose from were Statoil, Aker Solutions and Kongsberg 3. Link for a web based survey was made available 4. Respondents were asked to state how familiar they were with the firms and answer only the questions related to the firms they had knowledge about 5. 184 engineering students responded with a total of 366 answers
- 19. 1. Employer attractiveness:Measured using 25 indicators of EmpAt on a 7 point Likert scale 2. Corporate reputation: Measured using a scale developed by Turban (1998) consisting of 4 indicators such as ‘I have heard good things about the firm’ and were measured on a 5 point scale 3. Intentions to apply for a job: Was measured using a scale developed by Highhouse (2003). 5 items such as ‘I would accept a job from this company’ on a 5 point scale 4. Social Media: Measured using a scale developed by Collins and Stevens (2002).4 indicators such as ‘I have seen advertising of jobs on social media by this organization’ on a 5 point scale
- 20. Results • There wasa significant positive relations between innovation value and corporate reputation, psychological value and corporate reputation, application value and corporate reputation • No relation was found between social dimension or economic dimension and corporate reputation. Therefore, H1 partly confirmed • No interaction effect was found of social media between reputation and intentions to apply. Therefore, H4 is not supported • Social media linked positively to reputation and there was also positive relation between reputation and intentions to apply, supporting H2 and H3 • There was a significant relation between psychological value and intention to apply
- 21. Implications • Findings showhow monetary questions are less important in attracting and retaining employee compared to non-monetary factors • Potential employees, who feel they are going to feel better about themselves and feel more self confident if they work in a specific organizations, are also more likely to think about applying to those organizations • Use of social media in employer branding can be helpful in building good reputation • Corporate reputation has a significant effect on the intention of someone to apply
- 22. Social Media: Harnessingthe power of word of mouth for employer branding Today, word of mouth, both externally and internally, can spread stories faster and wider through social media. The results can be both positive and negative for the reputations 55% of employees do not see the business benefit in using the social media Only 15% of employees think that personal and work accounts should be the same Only 15.6% of employees know how to represent their employer’s brand on social media platforms
- 23. 1. Organizations needto realize how different portions of workforce use different social media channels in different ways 2. It’s crucial that organizations create an effective social media strategy from which they can formulate policy 3. That way, everyone will be more aware about what they are publishing via social media 4. Companies need to remember the power of getting internal stakeholders to advocate their brand via word of mouth
- 24. We have lookedat how social should an organization’s social media channel be and who should an organization be engaging with and how Social media represents a golden opportunity to engage employees and create brand ambassadors. Social media is about sharing and recommendations. 65.1% of employee have no involvement with their organizations on social media Using social media, organizations can shape and determine their employer branding to create one unified voice for all internal and external communication In spite of a lot of buzz around hiring via social media, very few organizations seemed to be really doing so and truly harnessing these channels for recruitment. This needs to be changed
- 26.