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ROLE OF HR IN EMPLOYER BRANDING

BY
ARPITA SINGH (15A3HP634)
PGDM (2015-17)

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INTERIM REPORT on
ROLE OF HR IN EMPLOYER BRANDING

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR

THE AWARD OF DEGREE OF

POST GRADUATE DIPLOMA IN MANAGEMENT

AT

INSTITUTE OF MANAGEMENT TECHNOLOGY, HYDERABAD

Submitted to
Prof. M.S. Manohar
(Faculty Mentor)
IMT Hyderabad

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Contents
INTRODUCTION...................................................................................................... 4
LITERATURE REVIEW.............................................................................................. 4
OBJECTIVE.............................................................................................................. 4
PROPOSED METHODOLOGY................................................................................... 4
MANAGERIAL IMPLICATIONS................................................................................... 5
LIMITATIONS........................................................................................................... 5
REFERENCES.......................................................................................................... 6

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INTRODUCTION
Employer branding can be defined as the process where a company creates an identity of
itself and manages its image in the role of an employer. The employer brand should be
congruent and aligned with its deliverables to the customers, shareholders, and public and to
the employees.
What is an Employer brand?
An employer brand is a collection of ideas and beliefs that influence the way current and
potential employees view an organization and the employment experience that organization is
offering. Additionally, it communicates the company's culture and values and helps to ensure
employees are passionate about their work, and employees fit in with, the organizational
culture to help move the company forward.
The concept of employer branding is in its nascent stage and it emerges from the discipline of
marketing as well as HR. Its aim is to develop an image of the organization as an employer of
choice in the minds of existing and potential employees as well as other stakeholders
including customers and recruiters a strong employer brand should connect an organizations
values, people strategy and HR policies and be linked to the company brand. The objective of
employer branding is to offer all the above mentioned tangibles benefits as well as to have an
emotional link with them.
The focus of employer branding is to build the brand name of the employer in the job market.
It focuses to develop a healthy and positive relationship with the target groups in the job
market (potential candidates for future job vacancies) and also with the current employees.
Employer branding consumes the significant chunk of the HR budget as it is very important
part in the recruitment and staffing process. It basically identified for the communication of
the benefits provided to meet the expectations of the company. The communications that can
be focused upon by the organizations can be like a quick career path, many other
organizations can focus on the communication like fair and friendly internal environment.
Through their corporate cultures, these organizations build a competitive advantage. Human
capital management and development are worked upon to create this competitive advantage.
Employer branding in HR Area
Employer branding is completely marketing area, as like in market, when a product has a
good brand value, there will be positive response from the customers but its not having a
brand value, then have to work on creating a brand image and value in the market. Similarly
if a company has a good brand value and image in the market, it will help get the company to
hire right workforce at appropriate time and can further help in monitoring the employee
cost , but if a company hasnt got a brand image , then they have to bear heavy expenditure to
attract and then retain the potential candidates. Branding is done in two forms: internal
branding and external branding.
Branding benefits

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In current scenarios many organizations are considering employer branding as bait for
retaining and attracting talent, as these days recruiting top talent is a challenge for many
organizations. Thus most of the organizations make their best efforts and spend lot of
resources to create the right image in market, and communicate its values, character and
culture in the hope of appealing to current and potential employees. So in the current war of
attracting and retaining the top talent in the market, its a win-win situation for the
organizations having stronger employer brands.

LITERATURE REVIEW
Ainspan, N., & Dell, D. (2001). Engaging employees through your brand. The
Conference Board Inc.
Abstract: Organizations are tend to adopt the right strategies of employer branding as there is
a tiff competition in talent market.
This report is based on the follow up interviews and the surveys conducted with the executive
employees who are responsible for employer branding. It compares the various employer
branding methods and then sets the benchmark for the programs to be implemented in
successful manner so as to engage the employees by the brand.

Kristin Backhaus, Surinder Tikoo, (2004) "Conceptualizing and researching


Employer branding", Career Development International, Vol. 9 Iss: 5, pp.501 517.
Companies emphasizes on external branding to create a brand image in the market to attract
the best potential candidates and communicate that We are company of choice as
organizations having stronger employer brands attracts better pool of prospective candidates
from the job market. As it has been observed that candidates want to start their career with an
organization which is having a positive image as an employer, which further leaves a positive
impact on their work and commitment. In the recent times there have been lot of problems
occurring in the company due to outsourcing and downsizing, so to tackle such problems,
companies use Employer branding to communicate the benefits they offer even after the
downsizing and outsourcing, such as career opportunities, personal growth and development
and training.
The ability of a company to handle and respond to the changing needs in the talent market
with respect to their current employees and also future employees is known as employer
intelligence. It includes the annual review of the company position as an employer brand with
respect to other companies by effective research i.e. HR best practice benchmarking (both
internationally and locally), then aligning the business objectives observed annual at
executive level with results of the research and then further adapting to the HR strategy
effectively.

Kucherov, D., & Zavyalova, E. (2012). HRD practices and talent management
in the companies with the employer brand. European Journal of Training and
Development, 36, 86-104.
Abstract: In this report two surveys were carried out, first survey was conducted to know and
study about the HRD system in the companies with employer branding (CEB) and companies

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without employer branding (CWEB). Second survey was carried out among the potential
workers that what are their job preferences and how a strong employer brand can be the
foremost factor for recruiting the cream talent to the company. Through these two surveys the
authors the lead to the examination of following economic indicators: In total cost of the
companies, what is the average share of HR cost, proportion between the annual labor
compensation funds and the annual Hr training budget and turnover rate.
Results and conclusions: In the terms of economic indicators, there was a considerable
difference in the talent management and HRD practices in the CEBs when compared with
companies without employer branding. In the results there was strong inclination towards the
companies which were practicing employer branding, because of two factors, first one being
these companies had more economic advantage as there was higher investment in the training
and developing activities of the employees and on the other hand there were lower rates of
turnover. Apart from this authors also identified that CEBs employees were highly and
actively involved in the management process and decision making, also the internal training
programs, recruitment practices and highly efficient incentive activities were widespread.

Rudd, H., & Williams, D. (2013). New Zealand talent acquisition and employer
Branding case studies. Human Resources Magazine, 17(6), 26-27.
Abstract: This article elaborates the recent human resources sector developments in New
Zealand. It has got a number of case studies on employer branding and talent acquisition in
the country. In one of the cases, they made use of social media to develop an emotional brand
engagement with the employees and in one of the other cases , to attract the best talent from
job market, NZ post developed the employee value proposition (EVP).
The employees who were highly engaged gave better business results and improved customer
satisfaction:
Improvement in the quality of service received from the employees by the customers ,
there was enhancement in customer satisfaction
When the employees are given an employment experience which is valuable to the
targeted employees and is relevant, as in consistent with the employer brand,
employee satisfaction increases naturally.
There is an improvement in the ability to attract the right talent in highly competitive
markets and economic conditions.
Customer loyalty boosts, which leads to increase in buying and referrals that
eventually increases the bottom-line profit.
Loss of talented employees was minimized.
Time invested in recruitment process became short.
Level of staff engagement increased.
Employee retention rate increased.
Increase in profitability and productivity.
Low cost investment in recruitment.
Organization brand is enhanced as employees recommend it as preferred place to
work
Core competencies are maintained.
Employees are more committed tot organization goals

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Cordial and friendly employee relations.
Long term competitiveness is ensured.
There is a decrease in time from hiring to productivity

RESEARCH OBJECTIVE
Seeing the current need of Employer Branding (c.f. Backaus Tikoo 2004
Considering the present need of EB (c.f. Backhaus & Tikoo, 2004; Barrow,
2008; Gaddam,
2008; Lievens & Highhouse, 2003; Maxwell & Knox, 2009) and the
observed lack of
empirical research (c.f. Foster et al., 2010), the purpose of this thesis is to
examine the field of
EB in the context of HRM in order to contribute to a deeper understanding
of the phenomena.
Due to the definition made by Kunerth & Mosley (2011), who state that EB
is the utilization
of branding in the field of HRM to recruit and retain employees, in this
thesis the term
HRM is limited to including solely recruitment and retaining. The thesis
aims to examine
the questions of how and why EB is implemented in firms and what role
such implementation
plays in HRM, and specifically in the recruitment and retaining processes,
of the firm. The
study is based on research made in the field of EB in a context of HRM.
The importance of
the mentioned concept in the recruitment and retaining processes and the
fact that theoretical
research and hypotheses by scholars have increased, implicate a great
opportunity for this
study to contribute to the field of EB. Furthermore the thesis and its
empirical studies will
contribute to an increased understanding of how and why EB is used by
practitioners. Hence
this thesis aims to contribute to theoretical research made by scholars,
such as Mosely (2007)
and is additionally recommended by Foster et al. (2010), as well as to
practitioners, by
Chapter 1. Introduction

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proving a starting point for a framework of how companies can use their
employer brand in

HRM.

RESEARCH METHODLOGY

Research Methodology
The research is the pursuit of truth with the help of study, observation,
comparison and experiment.
Research methodology is a way to systematically solve the research
problem.
In it we study the various steps that are generally adopted by a
researcher in
studying his research problem along with logic behind them
Research Design
The type of research carried out for this study is Descriptive and
Explorative
Research.
Descriptive Research
Descriptive studies are concerned with describing the characteristics of a
particular such as role of HR, employer branding in both public and
private sector.

Explorative Research
Exploratory research is a type of research conducted for a problem that
has
not been clearly defined. It helps determine the best research design,
data
collection method and selection of subjects. It should draw definitive
conclusions.
Thus this study utilizes explorative design to study the role of HR in
Employer
Branding.
Sampling Design
Sampling design may be designed as the selection of some part of an
aggregate or totality on the basis of which a judgment or inference about
the

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aggregate or totality is made. It is clearly define the set of objects,
technically called
the universe to be studied.
Sampling Technique
The sampling technique adopted here is convenient sampling as well as
Random sampling.
UNIVERSE: employees form PRIVATE & PUBIC SECTORS from which
40 respondents from each organization were selected.
Data Collection Instrument
The primary data needed for the study will be collected with the help of
questionnaire. The questions may be either open ended or closed ended
depending
upon the nature of the research

DATA COLLECTION

Data Analysis and Interpretations


The detailed analysis and interpretations of the data that has been
collected
from 80 respondents of an organization, public and private sector. The
respondents
include officers, executives and managers. Through exploratory study
data collection
was done. 80 samples were selected and equally distributed. Relevant
parameters to
find out Role of Employer Branding in HR Department in public and
private sector
where selected and relevance of which was measured through 5
point scale.

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REFERENCES

Ainspan, N., and Dell, D. (2001). Engaging Employees through your Brand. The
Conference
Board Inc.

Ambler, T and Barrow, S. The Employer Brand. In The Journal of Brand


Management, 1996,
Vol. 4, Pp. 185-206. ISSN 1350-231X

Bach, S. (2005). Managing Human Resources. Malden: Blackwell Publishing,.


452 P.ISBN
978-1-4051-1850-7

Barrow, S. & Mosley, R. (2005). The Employer Brand: Bringing the Best of Brand
Management to People at Work. London: Wiley. Brands.

Davies, G. 2008,"Employer Branding And Its Influence On Managers", European


Journal Of
Marketing, Vol. 42, No. 5, P. 667 681

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