Project 2015

A Project Report On

“EFFECTIVE EMPLOYER BRANDING FOR

KNOWLEDGE WORKERS RETENTION”

Submitted to:

Parul Institute of Management

In Partial Fulfillment of

Master of Business Administration

Gujarat Technological University, Ahmadabad.

Guided By:

Prof. Alpa Parmar

Prepared By:

Dhaval Prajapati (138020592012)

Raj Trivedi (138020592049)

INDEXCHAPTER

NO.CONTENTS PAGE NO.

* PREFACE -

* ACKNOWLEDGEMENT -

* LIST OF TABLES -

* LIST OF GRAPHS -

I INTRODUCTION AND RESEARCH METHODOLOGY

II REVIEW OF LITERATURE

III RESEARCH SETTING

IV DATA ANALYSIS & INTERPRETATION

V HYPOTHESES

VI FINDINGS , CONCLUSIONS AND SUGESSTIONS

* ANNEXURE

*BIBILIOGRAPHY

*WEBIBLIOGRAPHY

*QUESTIONNAIRE

PREFACEEmployer brand represents a unique value proposition about what individuals

might receive as a result of working for a particular employer. This proposition, if

delivered as promised, also contributes to a firm's positive reputation as a

workplace.

However, much of the literature on employer brand focuses on the attractiveness

of an organization in the eyes of potential employees. The importance of engaging

existing employees and influencing their commitment to advance organizational

objectives can be argued as an equally critical purpose of employer brand.

In HR practices, the role of HR Department plays a vital role now a days in

applying employer brand management to the employee experience is a more recent

focus and may be considered under explored. Building organizational commitment

and influencing workplace behaviours that drive employee engagement and high

performance are often addressed by the learning and development function in a

firm. Using a cross-case comparison method, this qualitative research study

examined how learning and development activities are leveraged in firms with

strong workplace reputations to fulfill the employer brand expectations of both

individuals and companies in the employee phase of the employment lifecycle.

Three significant roles for the learning and development function emerged from

the data in this study. First, learning and development stimulates engagement by

providing promised opportunities for professional development and career growth.

This study is emphasizing on Role of HR in Employer branding in public and

private sectors. This study focuses on new avenues regarding Role of HR in

engaging people, learning and development as a business partner. This study also

reveals importance of HR branding to engage employees.

ACKNOWLEDGEMENT

This page is dedicated to all those who made this project a success and a deep

sense of gratitude from the bottom of our heart are expressed here.

First and foremost, We thank almighty for keeping us hale and healthy for

successful completion of the project.

Our sincere and humble thanks to my college, The Parul Institute of Management,

Gujarat technical University and the director of the MBA programme for giving us

an opportunity to conduct an comprehensive project on an industry defined

problem which was no less than a a pool of vast experiences and learning for us.

We would like to acknowledge our deep sense of gratitude to all the HR heads and

managers who agreed to allow us to conduct research based on their employee’s

responses.

Special thanks from bottom of our heart to Prof. Alpa Parmar, our project guide,

for her keen interest and help at all stages. We are thankful to her also for reading

our reports carefully and suggesting changes to make it more informative.

Last but not the least we acknowledge the support and encouragement of our

parents, teacher and friends.

LIST OF TABLES

TABLE

NO.

PARTICULARS PAG

E

NO.

1.Table shows the distribution of respondents according to

their Gender.


their Age Group.


their Marital Status.


their Work Experience.


their Annual Income.

A Management of the organization

6.Table shows respondents view on the statement that

organization is interested in employee satisfaction.


employee rely on their organizations to solve their problems.

8.

Table shows respondents view on the statement There is

supportive, approachable, and open management style

among line managers.

9.

Table shows respondents view on the statement that

organization empowers employees to take their decision on

matters pertaining to their job.


organization always over promise or claim of employee.

11.Table shows respondents view on the statement cornerstone

of the retention strategy.

12.


organization provide incentives and reward not only for

productivity but also for service quality.

13. Table shows respondents view on the statement that

organizations are willing to solve their employee’s problems

if There is related to work.

14.


organization is honest and sincere in addressing employee’s

concerns.

15.

Table shows respondents view on the statement that very

satisfied with the organization’s recruiting and selection of

employees to have the right people for the right job.

16.

Table shows respondents view on the statement that satisfied

with the manager’s efforts to plan, coordinate, set goals, and

establish routines for giving good service.

17.


opportunities to do what employee do best in their work and

they wish to continue with the job and remain loyal to the

organization.

18.


organization provides freedom and authority to employees

to act independently in order to provide excellent service.

19.


organization as it demonstrates a brand of success, unique

leadership quality, employees. Engagement initiatives that

instill a deep sense of pride and commitment.

20.


employee have a great feeling about contributing

worthwhile for the organization and facilitating Thereby

towards creation of organization’s image.

21.

Table shows respondents view on the statement that HR

department motivates employees to communicate their ideas

to management for improvement

22. Table shows respondents view on the statement that HR

department conducts various activities to reduce stress for

enhancing their mental abilities.

23.

Table shows respondents view on the statement that HR

department encourages staff to use technologies to keep up

to date with issue in their field.

B Perceived organizational prestige

24.


organization does not have good reputation in my

community

25.Table shows respondents view on the statement that people

in community think highly of this organization.

26.

Table shows respondents view on the statement that it is

considered prestigious in my community to work for this

organization.

27.Table shows respondents view on the statement that this

organization has a good reputation with the customers.

28.


Customers perceives the people who work in this

organization are high caliber people.

29.


organization does not have good reputation in my

community.

C Transparency and Leadership

30.


company recruitment brochures or website gave them

detailed.


employees are well informed about their job opportunities.


organization keeps the employees well informed.


employees and management all endeavor to live the brand.

Thrive the brand and survive the brand and facilitate in

creation of a unique enterprise.

34.

Table shows respondents view on the statement that the

organization’s dealing with public are transparent and it

maintains effective public recruiting.

35.

Table shows respondents view on the statement that job

postings gave them detailed information about openings for

which this organization is recruiting.

36.

Table shows respondents view on the statement that in

organization receives training that enhances his/her ability to

deliver high quality service.


management provides excellent leadership.

D Organization fit


organization is convenient for them as a place to work.

39.


retention rate of employees is high due to job security,

service.

40.


benefits, social security measures, and employer’s brand

image.

41.Table shows respondents view on the statement that that

organization fulfill employee’s needs.


organization is a good overall match for employee.


compared with other organizations, their organization

provides better employees benefits.

E Individual Motivation level factor

44.

Table shows respondents view on the statement that satisfied

with, my immediate supervisor understands the problem

which they face at work.

45.


employee is satisfied with their immediate supervisor as a

positive role model.


employee’s job performance fairly evaluated.

47.


employee’s immediate supervisor is concerned about their

personal needs and problems.

48.


employee’s department uses employee feedback to make

improvements.

F Organizational Motivation level factor


company holds celebrations for success.


company holds monthly or yearly social events.

51.


company supports frequent contests, celebrations, and team

building activities.

52.Table shows respondents view on the statement that diverse

perspectives are valued within my department.


department holds regular team meetings.

G Comparative evaluation


compared with other organization, their organization

provides better employee benefits.



56.


organization brand is different for employees when

comparing to other organization.

57.


statement employees consider their job more attractive than

similar job elsewhere and intend to work as hard as

necessary and continue with the organization.

H Customer perspective as perceived by employees

58.


customer perceived the people who works in this


59.Table shows respondents view on the statement that people

in my community think highly of this organization.

60.Table shows respondents view on the statement that The

organization has good reputation with customers.

I Perception outside the organization

61.

Table shows respondents view on the statement that other

organizations are recruiting new staff; they would not want

staff from this organization.

62.


organization does not have a good reputation in their

community.

63.

Table shows respondents view on the statement that people

from other organizations look down at this organization.

64.Table shows correlation between employer branding and

management of the organization.

65.Table shows correlation between perceived organizational

prestige and employer branding.


organization fit.


individual motivation factor.


organizational motivation factors.


comparative evaluation.


customer perspective as perceived by employees.

71.Table shows correlation between perception outside the

organization.

LIST OF GRAPHS

SR.NO Particulars Page no.

1. Graphs shows the gender of employee

2. Graph shows the age group of the respondents

3. Graph shows the marital status of the employees

4. Graph shows the experience of the employees in the

company

5. Graph Shows the distribution of respondents according to

their Annual Income

6. Graphs showing overall frequency of employer branding

and management of the organization.

7. Graphs showing overall frequency of perceived

organizational prestige and employer branding.

8. Graphs showing overall frequency of transparency and

leadership and employer branding.


and organization fit.


and individual motivation factor.


and organizational motivation factors.


and comparative evaluation.


and customer perspective as perceived by employees.

14. Graphs showing overall frequency of perceptions outside

the organization and employer branding.

15. Graphs showing correlation between employer branding

and management of the organization.

16. Graphs showing correlation between perceived

organizational prestige and employer branding.

17. Graphs showing correlation between transparency and

leadership and employer branding.


and organization fit.


and individual motivation factor.


and organizational motivation factors.


and comparative evaluation.


and customer perspective as perceived by employees.

23. Graphs showing correlation between perceptions outside the

organization.

INTRODUCTIONAn 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. It communicates the company's culture

and values and helps to ensure employees are passionate about, and fit in with, the

organizational culture to help move the company forward.

Anything an organization does will influence how people view its employer brand,

the employment experience that it is offering. Anywhere from the way that jobs

are designed, the way that tasks and activities are allocated, the way that managers

and supervisors deal with and communicate with their people, through to the way

their product or service brand is actually perceived by the wider market, and the

way their friends or families see the organisation they are working with.

Therefore, the corporate brand supports and enhances the employer brand. For an

employer brand to be successful, it needs to incorporate more than just an

enhancement of recruitment communications or improved internal

communications. It should focus on the entire employment experience,

organizational personality, goals and values and reflect a true understanding of

what motivates current employees and the candidate market.

It is really a case of most organizations not recognizing the fact that a whole range

of activity - from the way they communicate externally to the way they

communicate internally to the way they behave internally in developing an

organizational culture - actually does result in brand perceptions.

There is a keen awareness in today's marketplace that talented individuals have

more career choice than ever before, and that finance professionals are demanding

more career progression, greater salary advancement, excitement and new

challenges, and will hold their employers to account on promises and

commitment.

EMPLOYER BRANDING

Employer branding‛ is an emerging discipline with its roots in classical marketing

and HR principles. 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. The objective is not only to

offer these tangible benefits, but to also develop an emotional link with them. A

strong employer brand should connect an organization’s values, people strategy

and HR policies and be linked to the company brand.

The employer branding is modern HR topic. It started in late 90s of the last

century. The companies started the war for talents, and they had to engage talents

on the job market. The organizations needed to hunt talents employed at

competitors. The employer branding became a significant part of the war of

talents.

The employer branding is focused on building the brand name of the employer

on the job market. It is focused on developing the positive relationship with

employees and target groups on the job market (potential pools of candidates for

the future job vacancies). The employer branding is the essential part of the

recruitment and staffing area and consumes a significant proportion of the HR

budget.

The employer branding is about the communication of the expectations and

benefits provided for meeting the expectations. Many organizations focus on the

communication of the quick career path; many organizations focus on the

communication of the friendly and fair internal environment. The organizations

build the competitive advantage using their corporate cultures.

They build the competitive difference in human capital management and

development. The employer branding is not just the recruitment activity. It is

mainly driven by the recruitment function, but it incorporates different HR

Processes to build a complex picture of the organization as a preferred employer

on the job market.

Brands are among firms’ most valuable assets and as a result brand management is

a key activity in many firms. Most often the focus has been towards corporate

branding, but now firms have noticed that branding can be also used in the area of

human resources management (Backhaus & Tikoo, 2004). Simon Barrow and

Richard Mosley who are seen as the pioneers of Employer Branding have

published one of the very few books discussing Employer Branding named The

Employer Brand (2004). In their book they argue that while many employers

have noticed the benefit of valuing their employees as they value their customers,

There is lack of standard practice when it comes to Employer Branding planning

(Barrow & Mosley, 2005). To find out, in later parts of this research, what the

position (i.e. Practice) of Employer Branding in Finnish companies is, the

fundamentals of Employer Branding are first studied.

DEFINITIONS OF EMPLOYER BRANDING

Sartain and Schumann (2006) defined employer brand as: "how a business

builds and packages its identity, from its origins and values, what it promises to

deliver to emotionally connect employees so that they in turn deliver what a

business promises to customers."

It is supported by the resource-based view proposed by Barney (1991), that

possession of resources that are rare, valuable, non-substitutable and difficult to

imitate create competitive advantage for the company. Through the creation of a

valuable employer brand, employers might attain competitive advantage.

To build the employer brand, an organization must work from the inside out, with

a consistent substance, voice, and authenticity throughout the employment

relationship. Sartain and Schumann believe that the employer branding may be the

most powerful tool a business can use to emotionally engage employees.

In 2009, Sartain and Schumann expanded their discussion of employer branding to

include branding for talent. To brand for talent is to market an organization as a

place to work to create demand–as a magnet for talent– to attract, retain, and

engage the right people to do the right work at the right time with the right results.

The impact is a company as famous for talent and for its products and services.

There is ample evidence that employer branding and employee engagement, when

linked, can have significant efficiency and commercial impact — Gallup and

others provide rafts of data on the impact on Earnings Per Share, Total

Shareholder Return, Employee Retention, etc.

According to the Wall Street Journal (March 23, 2009) ‚Companies have long

divided consumers into segments. They should do the same with potential–and

current workers.‛Ms. Lara Maroko and Dr. Mark D. Uncles recommend that

employers use the same tools and techniques employed to market to segments of

consumers to reach out to potential and current workers. They argue that it is more

profitable to treat certain groups of workers and potential workers differently

based on a segmented marketing approach. The academics reference research that

suggests that There are five ways to think about consumer differentiation: potential

profitability, product feature preferences, reference groups, bargaining power, and

choice barriers.

Schumann and Sartain in ‚Brand for Talent‛ state that segmentation is at the core

of any effective marketing program. The talent brand can move beyond generic

messaging to express what will truly make the difference to a worker. For some,

the brand may instigate a choice and for others reinforce a choice. But

segmentation doesn’t mean creating a separate talent brand for each segment. It

simply means adapting the talent brand message for each segment based on insight

into audience needs and preferences. Chapter four outlines a methodology of

segmenting talent by assessing demand for the worker against brand pressure.

Brett Minchington (2005) defines employer branding as ‚the image of your

organization as a ‘great place to work’ in the mind of current employees and key

stakeholders in the external market (active and passive candidates, clients,

customers and other key stakeholders).

Sullivan (2004) defines employer branding as "a targeted, long-term strategy to

manage the awareness and perceptions of employees, potential employees, and

related stakeholders with regards to a particular firm."

The Employer Brand Experience An employer brand is the full physical,

intellectual, and emotional experience of people who work There, and the

anticipated experience of candidates who might work There. It is both the vision

and the reality of what it means to be employed There. It is both the promise and

the fulfilment of that promise. The employer brand radiating out of our

organization’s name inspires loyalty, productivity, and a sense of pride.

Below some of the existing definitions of Employer Branding are presented to

formulate a scope of the existing knowledge of the field.

Backhaus & Tikoo (2004, p. 501) finds that ‚Employer Branding represents a

firm’s efforts to promote, both within and outside the firm, a clear view of what

makes it different and desirable as an employer‛. This definition sees that these

two different elements, internal and external branding, are under the top block of

the pyramid, Employer Branding.

Chhrabra and Mishra (2008, 57) have defined Employer Branding in the following

way: Employer Branding is the process of creating an identity and managing the

company’s image in its role as an employer. An organization brand lives in the

minds of its customers –its employees. The customers may have positive or

negative association with the brand.

Berthon et al. (2005, p. 151) see Employer Branding or employer attractiveness as

a component under internal marketing which specifies that an organization’s

employees are its first market. Further on they define that ‚employer attractiveness

is defined as the envisioned benefits that a potential employee sees in working for

a specific organization.

Davies (2008, p. 667) defined Employer Branding shortly as follows: ‚employee

or Employer Brand, i.e. The set of distinctive associations made by employees

(actual or potential) with the corporate name‛. Stating ‚actual or potential‛ in the

brackets suggests that Davies sees internal and external marketing both gaining

from branding and due to that as a tip of the pyramid.

This definition relates closely to Backhaus &Tikoo’s (2004) definition above.

Gaddam (2008, p. 49) argues that Employer Branding is a ‚concept where the

demand is for skills and competence‛ and continues ‚by creating brand images,

employers are struggling to differentiate themselves in both internal and external

environment‛. The main message here is also that Employer Branding is about

branding a company to current and potential employees.

Of these four definitions it can be seen that despite the early maturity of the

Employer Brand as a term, it is still rather homogenous by the way how it is

defined. The only definition that has a slightly different approach was from

Berthon et al. (2005) where they first separate internal and external markets and

then place Employer Branding under internal marketing. Later on, Berthon et al.

(2005) argue that Employer Branding is also about ‚benefits that a potential

employee sees in working for a specific organization‛ which brings their vision of

Employer Branding to the same scope as the other definitions.

By following the main stream of the definitions above, the scope of Employer

Branding is divided as can be seen in Figure below.

THEORETICAL FOUNDATION FOR EMPLOYER BRANDING

Because employer branding has received much attention in practitioner venues,

but little in the academic arena, the underlying theoretical foundation for employer

branding has not been fully developed. In the next section, we propose a

theoretical foundation for employer branding, along with a framework for

explicating the process. The practice of employer branding is predicated on the

assumption that human capital brings value to the firm, and through skilful

investment in human capital, firm performance can be enhanced. Resource-based

view (RBV) supports this, suggesting that characteristics of a firm’s resources can

contribute to sustainable competitive advantage (Barney, 1991). Arguably, the

possession of resources that are rare, valuable, non-substitutable and difficult to

imitate allow a firm to move ahead of its competitors (Barney, 1991). While we

commonly think of plant, equipment and capital as resources that create

competitive advantage, human capital has also been shown to operate as an

important resource creating competitive advantage (Priem and Butler, 2001). For

example, a state-of-the-art facility and technology can create competitive

advantage only when There is a highly competent workforce to utilize them

(Boxall,1998). External marketing of the employer brand establishes the firm as an

employer of choice and Thereby enables it to attract the best possible workers. The

assumption is that the distinctiveness of the brand allows the firm to acquire

distinctive human capital. Further, once recruits have been attracted by the brand,

they develop a set of assumptions about employment with the firm that they will

carry into the firm, Thereby supporting the firm’s values and enhancing their

commitment to the firm. Internal marketing helps create a workforce that is hard

for other firms to imitate. By systematically exposing workers to the value

proposition of the employer brand, the workplace culture is moulded around the

corporate goals, enabling the firm to achieve a unique culture focused on doing

business the firm’s way. Southwest Airlines is the textbook case of a how a firm

created an outstanding workplace culture that competitors have found difficult to

imitate (Stamler, 2001). This distinctive, even unique workforce, however, can be

a source of competitive advantage only if it is stable. If the source of competitive

advantage is not sustainable, neither is the advantage (Barney, 1991). Besides

helping create a workforce that is hard to duplicate, internal marketing also

contributes to employee retention (Ambler and Barrow, 1996) by using the brand

to reinforce the concept of quality employment and Thereby contributing to

employee willingness to stay with the organization.

The theory of the psychological contract and its effect on the employee

organizational relationship provides a second foundation for employer branding.

In the traditional concept of the psychological contract between workers and

employers, workers promised loyalty to the firm in exchange for job security

(Hendry and Jenkins, 1997). However, the recent trend toward downsizing,

outsourcing, and flexibility on the part of the employer has imposed a new form of

psychological contract, in which employers provide workers with marketable

skills through training and development

In exchange for effort and flexibility (Baruch, 2004). In the face of negative

perceptions of this new employment reality, firms use employer branding to

advertise the benefits they still offer, including training, career opportunities,

personal growth and development. In general, firms have been perceived to fail to

deliver some of these offerings (Newell and Dopson, 1996; Hendry and Jenkins,

1997) so employer branding campaigns can be designed to change perceptions of

the firm.

The concept of brand equity provides a complementary theoretical perspective for

understanding employer branding. In marketing terms, brand equity is ‚a set of

brand assets and liabilities linked to a brand that add to or subtract from the value

provided by a product or service to a firm and/or to that firm’s customers‛ (Aaker,

1991).

Customer based brand equity relates to the effect of brand knowledge on consumer

response to the marketing of the product (Keller, 1993). In terms of employer

branding, brand equity applies to the effect of brand knowledge on potential and

existing employees of the firm. Employer brand equity propels potential applicants

to apply.

Further, employer brand equity should encourage existing employees to stay with,

and support the company. Employer brand equity is the desired outcome of

employer branding activities. In other words, potential or existing employees will

react differently to similar recruitment, selection, and retention efforts from

different firms because of the underlying employer brand equity associated with

these firms. Pret A Manger, a specialty fast food company based in the UK,

conducted a campaign that has yielded strong employer brand equity. The

company combined its product brand appeal with its employer brand package to

emphasize the concept of ‚passion‛ for food, for customers, and employees. Preˆt a

Manger’s campaign has significantly impacted the number of applications it

received, as well as its retention rate (O’Halloran, 2003).

Employer branding: conceptual framework Figure 1 presents a conceptual

framework for understanding employer branding, incorporating marketing and

human resource concepts. According to Figure 1, employer branding creates two

principal assets – brand associations and brand loyalty. Employer brand

associations shape the employer image that in turn affects the attractiveness of the

organization to potential employees. Employer branding impacts organization

culture and organization identity that in turn contribute to employer brand loyalty.

As we have mentioned, organizational culture also feeds back to the employer

brand. Employer brand loyalty contributes to increasing employee productivity.

We use the conceptual framework in Figure 1 to develop research propositions

regarding employer branding. We use Figure 1 as an organizing framework to

develop different propositions, not to diagrammatically show the linkages that

represent the complete inventory of propositions developed. Accordingly, some

propositions developed in the following discussion are captured in the linkages

shown in Figure 1 while some others, which stem from multiple linkages or from a

more general understanding, are not specifically captured in the figure.

PROPOSITIONS REGARDING EMPLOYER BRANDING

EMPLOYER BRANDING SCOPE

Source: Modified from Employer Branding definitions of: Backaus & Tikoo

(2004), Berthon et al. (2005) Davies (2008), Gaddam (2008).

INTERNAL BRANDING

Internal Branding is concerned with the current and potential employees’

information about the employment experience and what is expected of them.

Front office – Always pay attention to your front office because first

impression is last impression. It should be kept neat and clean with a

pleasant receptionist who always maintains freshness and welcomes the

guests with courtesy.

Stays interview – HR department can always conduct stay interviews in

which they can interact with the employee and ask them regarding their

career prospects, There alignment with the company, There feedback

regarding their concerned departments, etc. These feedbacks could be

analyzed and Therefore an internal brand image of the country can be

created.

Exit interview – An exit always carries a fair chance of initiating the chain

reaction among the employees. By analysing the exiting reasons, the

organization can overcome the justified ones in the future.

Employee satisfaction: Employee satisfaction is always very important for

any organization to grow. A satisfied employee is a productive employee.

The company must create a good and positive rapport for the company in

the market outside.

Policy information: A policy should be designed in such a way that it holds

good even after a long period of time. A frequent internal policy change

sends a message to the outer world that the company is not consistent and

reliable.

Customer orientation: Customers are always the most important factors in

business activities. The workforce should always be motivated towards

delivery of customers’ perceived requirements .

Employee participation: Always try to ensure the maximum participation from the

employee side, either in terms of internal events participation or external events.

EXTERNAL BRANDING

External branding refers to branding which is done by using external sources and

which may (or may not) require some investment in monetary or other forms.

Use of job sites – As HR the first thing which comes to the mind is

recruitment, so Job sites also offer good branding opportunities through

different means like Pop ups, pop ins etc.

Banners – Banners are also a good mean for branding. Banners can be of

both types’ means Online Banner and Street banners. By Online banner, the

organization name will be flashed on different web pages as per your

choice and price.

Organizing seminar, presentation: The organization can organize talks,

presentations, seminars etc. For attracting people towards your

organization.

Corporate social responsibility (CSR) Corporate social responsibility refers

to Corporate getting associated with society for some noble cause. The

association can be in any mode either getting associated with a Charitable

Trust or a NGO or some other public venture.

Public events – Public events are one of the major ways of creating a brand

image. An organization can participate in any of the public event and

assuring that it does not get disappeared in the crowd of many brands or big

names.

Newspapers branding can be done through newspapers as well. If you

target the local public, you can go for advertisements considering the

individual day circulation, target readers, rapport of newspaper, and type of

Newspaper etc. If you target only to employ people for your workforce

requirement, you can place job Ads which may seem expensive at the first

glance but in terms of attracting the correct workforce, it can do magic.

Email – For mail ids related to job portals, the organization can create an

auto reply which can contain brief description of the key aspects of

candidate’s and public interest and at the same time introducing that

company to the public.

EMPLOYER BRANDING – AS A NEW HR ARENA

This is a market oriented era. If you have a good brand value in market, you will

get good response if not; it’s very difficult to convince people. From an HR point

of view branding is very important. If your organization has a good brand image in

the market, it will help you in getting right workforce at right time and at the same

time you will have a control over the employee cost. An organization with no

brand name has to shell out lots of money to attract and retain the right candidate.

Branding can be done in two ways:

EXTERNAL BRANDING AND INTERNAL BRANDING.

Lots of factors may influence the branding strategy of an organization, like A)

Nature of Business B) Nature of market C) Target reception D) Budget flexibility

E) Long term mission of the organization F) Organizational structure. Etc. These

are the few to count on but There may be many as per the business.

BRANDING STRATEGY

A) Nature of Business – Branding should be based on the nature of business. Like

if an IT company goes for a fashion show, it may not yield the same results as it

would have got by going to IT Fair or something similar. A real estate company

may go for some road show on property market.

B) Nature of Market – It is always recommended to gauge the market before

going for any project which involves market risk Like if you are targeting to

explore a Financial market or banking and at the same time it is marred by some

other factors like Inflation, you need to design your strategy which could help you

in overcoming the negative trend.

C) Reception Target – It’s always good to define the reception target or the

audiences. If you are planning to sell Villas and targeting the middle class,

probability is very high that you will end up spending your time and resources in

wrong direction.

D) Budget Flexibility – Budget always plays an important role in deciding the

strategies. If your budget doesn’t allow you to spend a lot, its always

recommended to partner in any event where other participants are not of your field

and it has got at least one participant who has got a good market value so that you

can attract the crowd.

E) Long Term Mission of Organization – Also the long term as well as short

term goals of the organization should be kept in mind. If the organization does not

have any long term goals in the target market or location, it’s always

recommendable not to go for branding or it is very much required go for a small,

low budgeted branding event.

F) Organizational Structure – Organizational structure is also very vital part for

deciding any strategy. Organizational structure is the strength of any organization

and any event or branding can be done based on that. Like if your organization

does not have lots of hierarchy steps, you can boast of Flatness and claim of equal

behavior. And if you have different layers, you can market the clear definition of

roles etc.

CORE PRINCIPLES OF EMPLOYER BRANDING

Insight

Focus

Differentiation

Benefits

Continuity

Consistency

BENEFITS OF EMPLOYER BRANDING

Globally, many organizations now use employer branding as bait for attracting and

retaining talent. This is in view of the challenges inherent in recruiting top talent,

which can be a very tall order. Thus organizations splash huge resources and

efforts on building the ‚right image‛, its values, culture and character, in the hope

of appealing to potential and current employees. For obvious reasons, it is only

companies with stronger employer brands that are better placed to win this

relentless war for rare talent.

Encouragingly, every company has an employer brand, the only difference being

some have stronger ones than others and know how to measure its worth.

Accrediting the employer brand i.e. The promise it makes to current and potential

employees is a fundamental step toward cementing the eminence of the employer

brand in the talent market.

Essentially, employer intelligence‛ is the ability of a company to respond to the

changing needs of the talent market – and not only those of current employees.

This involves reviewing the company's annual position as an employer compared

against other employers through effective research such as HR best practice

benchmarking (both locally and internationally), marrying the outcomes of that

research with the annual business objectives at the executive level and adapting

HR strategy accordingly.

Highly-engaged employees lead to improved customer satisfaction and business

results:

Employee satisfaction is increased by providing an employment experience

which is relevant and valuable to targeting employees and consistent with

the promise of the employer brand.

Improved ability to attract talent in highly competitive markets and

economic conditions.

Customer satisfaction is enhanced by improving the quality of service

received from employees.

Bottom-line profit will be boosted by increased customer loyalty, leading to

increased buying and referrals.

Apart from this the other benefits are as follows

1. Increased productivity & profitability

2. . Increased employee retention

3. Highly ranked for Employer Attractiveness

4. Increased level of staff engagement

5. Lower recruitment costs

6. Minimized loss of talented employees

7. Employees recommending organization as a ‚preferred‛ place to work

8. Maintenance of core competencies

9. Employees committed to organizational goals

10. Shorter recruitment time

11. Ensured long-term competitiveness

12. Improved employee relations

13. Decreased time from hire to productivity

PRACTICE OF EMPLOYER BRANDING

The idea of Employer Branding comes from the assumption that human capital

brings value to the company and through well handled investment in its human

capital the company’s performance can be improved (Backhaus & Tikoo 2004, p.

503). The resource-based view (RBV) discussed earlier suggests that

characteristics of a firm’s assets can contribute to sustainable competitive

advantage and it is consistent with Backhaus & Tikoo’s (2004) argument above as

possession of resources that are rare, non substitutable, difficult to imitate and

valuable which give companies advantage in contrast to their competitors

(Backhaus & Tikoo 2004, p. 503). Commonly company assets, other than human

capital, have been considered as important resources in

Creating competitive advantage (Priem & Butler, 2001) but the current

technological society cannot be beneficial without talented people. For example,

Boxall’s (2003) studies have shown the importance of human resources. He

argued that a company with the latest network facilities just cannot achieve its

competitive advantage without highly competent people to utilize them.

To attract the best possible workers, companies need to apply external marketing

of the Employer Brand to implicate that ‚We are a company of choice‛ as the

general assumption is that a distinctive brand attracts better human capital to the

company. (Backhaus & Tikoo 2004, p. 503). Usually it is assumed that these

employees start their careers in the company with a favourable image of the

employer, which has a positive influence on their work and commitment.

Backhaus and Tikoo (2004) found out that Employer Branding campaigns can be

used to change perceptions of the firm and this concept of psychological contract

and its effect on the employee organizational relationship shows another

foundation for Employer Branding. The traditional framework of psychological

contract is between employees and employers, where workers give the promise of

loyalty to a company in exchange for job security (Hendry & Jenkins, 1997).

However, it has been founded by Backhaus and Tikoo (2004) that the recent trend

of downsizing, outsourcing and flexibility on the part of the employer has brought

out a new form of psychological contract, in which employers provide employees

with marketable skills through training and personal development in exchange for

effort and flexibility. To tackle the problems incurred by current trends of

downsizing and outsourcing, companies have used Employer Branding to

advertise the benefits they still offer, such as training, career opportunities,

personal growth and development. In general this type of message has been

difficult to get through to current or potential employees, so Employer Branding

campaigns are used more commonly today (Backhaus & Tikoo 2004; Mosley,

2007). It should be noted that Bachkaus & Tikoo’s (2004) research is conducted in

United States, so their findings of the current Employer Branding trends do not

necessarily apply in the Finnish corporate environment.

Employer branding can help companies to achieve three common goals: lowering

costs, increasing customer satisfaction and ultimately, delivering higher than

average return on investments and profitability (Barrow & Mosley, 2006).

However, major benefits of Employer Branding are, according to Hewitt

Associates (2001), generally cited as being enhanced recruitment and retention.

This argument is supported by Barrow & Mosley (2006) who additionally stated

that employee engagement/ commitment are among the key benefits of Employer

Branding.

When it comes to the practices of Employer Branding, There are several factors

that enable or hinder a company to gain the benefits listed above. Those factors, or

qualities, can be divided into internal and external qualities (Barrow & Mosley,

2006). External qualities include factors like external reputation, pool of potential

employees and ranking against other companies Employer Brand. On the other

hand, internal qualities include elements such as recruitment and induction, reward

and recognition, employee satisfaction, working environment and learning and

development. (Barrow & Mosley, 2006; Burman et al, 2007; Mangold & Miles,

2007.) In addition, a company’s size, industry and location can also be considered

as a company’s internal qualities as employer (Mangold & Miles, 2007). The most

important internal qualities will be used in the empirical part of the study.

THE VALUE OF THE EMPLOYER BRAND IN INDIA

The Employer Brand—A Strategic Tool to Attract, Recruit and Retain Talent‛

highlights that HR uses the employer brand for three main reasons:

1) Organizational culture and employee fit;

2) Positive outcomes for recruiting; and

3) Retaining talent with corporate values and a team-based culture.

At its most effective, the employer brand is a long-term strategy with a transparent

message that promotes the organization as an employer of choice.

The evolving and expanding focus on Brand India is one of many great changes

occurring in the Indian business landscape. In India’s Global Powerhouses: How

They Are taking on the World, author Nirmalya Kumar points out that brand

building—the image and the recognition—is a long-term effort that requires

substantial resources. ‚The shackles of Brand India, where even sophisticated

people outside India see it as associated with call centers and software engineers,

are not consistent with creating and managing consumer products.‛ He notes

important exceptions where the stereotypical India image can be beneficial, such

as in niches related to what may be seen as ‚exotic India‛ (foods or fabrics, etc.).

At the same time, he says that ‚Brand India is also complex. In terms of hard

power (i.e., cash) India is poor, especially compared to China. However, when it

comes to soft power (ideas and values), Brand India—because of its history, large

private sector, functioning democracy, and free press as well as the relatively

peaceful coexistence of its multicultural, multi-religious population—has a

positive image.‛

The increasing focus on competitive advantage is leading many firms to rethink

their employer brand. ‚India, Inc.‛—a common term used in India to refer to

India’s corporate sector—aims to positively build on opportunities as the world

economy strengthens, and the employer brand is a prime example of a progressive

HR practice in India. As highlighted by Indian management researcher and author

Jyotsna Bhatnagar, the employer brand is an important differentiator in India for

talent management. The fit between employer and employee is important for

hiring compatibility. Yet, research shows that Indian companies do not always

intentionally develop employer branding interventions. ‚Infosys, Wipro and TCS

did not intentionally build their brands; rather, they focused on building a

productive workplace, resulting in happy employees, and their brands were the

result of that foundation,‛ says Mr. Bhatnagar. ‚For other organizations in India,

such as RMSI and Google, which already have strong employer brands, their goal

is to ‘live’ the brand.‛4 As illustrated in Figure 1, the value of the employer brand

in India is multifaceted and mirrors those values seen as critical by most successful

multinational corporations. If effectively marketed internally and externally, the

employer brand in India has a strong value proposition, with core corporate values

at its foundation. A powerful employer brand has the capacity to attract and retain

talent and represent quality to its customers, with the goal of gaining global

recognition in a sustainable manner. ‚Every employer brand is an investment that

should demonstrate a return comparable to other forms of business investment.

The employer brand strongly supports corporate brands, and vice versa.

Ultimately, the key to a successful employer brand is to ensure that expectations

are fully aligned with the realities of working for the organization,‛ says

Manmohan Bhutani, Vice President of People and Operations at Fiserv India.

‚Employer brand values in our company are particularly significant, as the global

economic crises and demand contraction have brought to the fore the criticality

and urgency of environment care and protection issues as an important criteria for

maintenance and development of goods and services into the future.‛ Vijayan

Pankajakshan, Director – Human Resources, CHEP India Pvt. Ltd.

As Indian firms focus on strategies of turnaround, diversification, expansion and

internationalization, human resources and human capital performance in India

have become increasingly important. Consequently, HR role in effectively using

the employer brand has tremendously expanded and grown in importance. A brief

historical snapshot provides background about the increasing role of human

resource management in India and the employer brand as a strategic HR tool. The

HR profession in India began in the 1920s with concern for labour welfare in

factories. After India’s independence from Great Britain in 1947, the HR

profession evolved, expanding in the 1960s into three areas—labour welfare,

industrial relations and personnel administration. The profession further matured

in the 1980s and was more commonly known as human resource development

(HRD). With the liberalization of the Indian economy in 1991 and subsequent

economic reforms, the importance of the HR function dramatically increased. In

the 1990s, the focus was on HRD as a key tool for business survival, and the HRD

scorecard became a method to measure effective people development activities.

With the arrival of many multinational corporations (mncs) in India, There has

been an increase in progressive HR practices as well as an expansion of different

types of HR terminology, such as human resource management (HRM). In the past

10 years or so, the human resource profession in India has become increasingly

sophisticated. It continues to evolve, using Indian human resource management

practices combined with best practices from the West that fit the needs of the

organization. Globalization has led to a blending of work cultures—east and West

In the 2009 book The Changing Face of People Management in India,

management researchers Pawan S. Budhwar, Ingmar Björkman and Virender

Singh emphasize that global HR policies are now being modified to appropriately

(and culturally) fit Indian companies. For example, many mncs have a policy that

enables the company employees to fire people without any explanation (known as

‚termination without cause‛), and this policy goes against Indian culture and

legislation. Slowly, this global HR policy is being modified in operations in India,

with an explanation provided when someone is removed from their position.

Remuneration practices are another example of HR policies that need to be

modified to fit local India standards these changes point to the importance of mncs

being locally sensitive in terms of talent management in the Indian space and,

ultimately, the impact on the employer brand in India from the standpoint of the

company’s reputation as an employer of choice.

THE COMPONENTS OF AN EMPLOYER BRAND

Here are some things to consider with respect to your employer brand:

Internal communication

Reward & recognition

Learning & development

Measurement systems

Performance appraisal

Team management

Recruitment and on-boarding

Working environment

External marketing

Values

Senior leadership

Two of the biggest elements of employment branding are communication and

culture. People always want to feel like they ‚fit in‛ and they always want to be

communicated to in an open and authentic manner. This holds true whether you’re

thinking about internal employees or external job seekers and candidates.

EMPLOYER BRANDING ESSENTIALS

Employer branding – the latest buzzword to describe perceptions of an

organization as an employer – is being heralded in areas of the press as the answer

to attracting and retaining the right talent in an increasingly competitive

environment.

CAREER PROSPECTS AND PLANNING ATTRACT

It’s true to say that employers which have strong brand awareness rely on it

heavily to attract the right staff half the employers surveyed is a recent workplace

study told us that their brand was a key factor when recruiting staff, placing it

alongside career progression as the two main attributes to promote to potential

recruits. Clearly, brand reputation works harder for major employers and is

reflected in the fact that less high profile employers may find the recruitment

process more difficult. There is however a disparity between this and what

employees tells us. As might be expected, career progression is a key attribute,

closely followed by salary. Yet jobseekers rate culture and location more highly

than pure brand reputation when considering an employer. Some employers are

taking heed. We’re seeing organizations secure the best talent by offering a clearly

defined career plan, which maps out expectations of the individual and what can

be expected from the organization throughout their career.

ALIGN YOUR EMPLOYER AND CUSTOMER BRANDS

Both your employer brand and your external customer brand strategies need to be

aligned in order to reflect the brand effectively and consistently, and ensure you

are attracting the right people. The bigger the organisation the more people will

have already formed an opinion of it. So it’s essential the two are in alignment and

not working against each other. When the two strategies are aligned, both current

and prospective employees will receive the complementary messages, ensuring

these become synonymous with your organization. If your employer brand

emphasizes and cements the values communicated through your external brand,

then when a prospective employee approaches your organization, it will ensure

they are being given the same consistent message.

YOUR RECRUITMENT PROCESS NEEDS TO REFLECT YOUR BRAND

Every step of the recruitment process will shape the impression a potential

employee has of your organisation and influence them to accept or reject a job

offer (or even apply). So it’s important that you’re happy that the recruitment

experience correctly reflects your brand and in turn attracts and engages the right

people. Just some of the things you’ll want to consider are: where and how you

advertise a role; how easy is it for people to apply; when and how you respond to

applications; the number of interview steps; where, who and how your interviews

are conducted; your rejection and offer process and finally how you stay in contact

with the new recruit until the day they start to secure their interest.

EMPLOYEES BREATHE AND ACT AS AMBASSADORS

Make sure that your people support your brand. They should be your strongest

brand advocates. They must live and breathe the brand, understand what the brand

stands for and what you are trying to achieve. Include everyone, from sales and

marketing through to PR and HR when developing your propositions. Ensure it’s

fully communicated, understood and embedded internally before taking your

brand to market. Focus as much of your efforts on internal buy-in as you would on

your external marketing: There is no point spending millions on marketing

campaigns for a potential customer or employee to then interact with an existing

employee who doesn’t visually or verbally represent the brand. It’s inconsistent,

will cause internal and external disconnect and any chance of sale and ultimately

loyalty are lost.

DON’T LOSE FOCUS IN DIFFICULT TIMES

Effective employer branding relies on a consistency of message and delivery,

which should not change due to a weak economic climate, or internal instability. A

well thought-out employer brand strategy looks to the long-term objectives and is

built upon a clear understanding of whom you want to attract and retain. This

shouldn’t change with the tide.

In tough times, a strong employer brand, with consistent messaging, is even more

essential. It helps make current employees feel more secure and confident. Don’t

be fooled into thinking There are more important things to deal with. The

confidence and support of your employees – and your reputation amongst

prospective employees – will play a factor in your organization’s future.

ENGAGE MANAGEMENT AT ALL LEVELS

The strongest, most thought-out and punchy brand identity will slip into oblivion

unless it is kept alive by staff. But true employee engagement will only happen if

the brand is embedded into the culture of the organization, made second nature

and nurtured by management. When supermarket Morrisons rolled out a values-

based employer brand in 2007/08, they used management workshops and

supporting toolkits to help them engage their own teams. Moreover, underpinning

its success is a senior leadership team that is leading by example and keeping

values high on the agenda. By upholding a distinct leadership profile, listening to

360-degree feedback and giving managers one-to-one coaching in response, staff

across the company are better equipped to translate Morrison’s brand concept into

practical everyday steps.

CONSISTENCIES

Any customer, supplier or potential employee who interacts with your

organization wants, needs and expects to see consistency of your brand. From

marketing to sales to operations to delivery to finance – the complete experience

needs to be consistent. In an attraction and recruitment context that means the

visual identity, the tone of voice and the face to face experience that is used

throughout your campaigns and process needs to be ‘on Brand’. This requires

communication; understanding and engagement of those involved with the process

and can only be achieved by your employees understanding why these things are

important and what they mean to the business and the potential employee.

MONITOR PROGRESS

Finally, but most importantly, regularly monitor your progress. Find out what your

employees and ex-employees think. Their feedback is crucial and will ensure you

are on the right track and, if not, will allow you to make informeddecisions about

what to adapt. Consider the most appropriate medium for carrying out the

research, make it anonymous and ask questions that are relevant to your workforce

and organization.

MARKETING ASPECTS OF EMPLOYER BRANDING

As the term employer branding originated out of a merger of marketing and human

resource management theories There are significant parallels to the marketing discipline,

which has also been mentioned by quite a few authors ((Ewing, Pitt et al. 2002),

(Backhaus, Tikoo 2004), (Mosley 2007), (Moroko, Uncles 2008), (Engelund, Buchhave

2009)

Engelund and Buchhave (2009) as one example hereof mentions that There are

significant overlaps between employer branding and other branding activities in

the company, and that There Therefore can be big synergy effects, a relationship

depicted in Figure 3. They point out that one significant difference is the target

group, which for employer branding is current and potential employees (Engelund,

Buchhave 2009). Backhaus and Tikoo (2004) agree with this to some extent, but

mention that employer branding can be combined with product or corporate

branding. Whether or not this should be the case, they point out that it is important

that the employer branding is aligned with both product and corporate branding

activities. This can be formulated generally as done in Lloyd (2002) ‚you have to

have an alignment between what is seen externally and what happens internally‛

(Lloyd 2002, p. 66). This is in accordance to the emphasis on always delivering a

consistent and distinctive brand experience, which has always been the aim of

brand managers (Mosley 2007). However, Martin (2009) disagrees, as he

mentions that successful employer branding depend on an analysis of the internal

and external employer brands. If the analysis proves the brands to be in agreement,

then internally aimed efforts should be aligned with externally aimed efforts.

Employment branding is a targeted, long-term strategy to manage the awareness

and perceptions of employees, potential employees, and related stakeholders with

regards to a particular firm. The strategy can be tuned to drive recruitment,

retention, and productivity management efforts. It works by consistently putting

forth an image surrounding management and business practices that make your

organization an attractive, ‚good place to work.‛ The net result of successful

employment branding is that your organization’s exposure and reputation

increases, creating consensus among your employees, magazine editors, managers

in other organizations, and high potential applicants that you are one of the top

employers of choice. In order to be successful, it must contain each of these eight

essential elements:

A culture of sharing and continuous improvement. No employment branding

effort can succeed in an organization that is afraid to expose or ‚brag about‛ its

best management practices. Many organizations today practice a false modesty by

discouraging or even forbidding managers from spreading the word externally

about best practices. Such an attitude might have been acceptable prior to the

1990s, when the value of PR was highly doubted and models for placing a dollar

value on such exposure were highly theoretical. Therefore, the foundation element

of a good employment brand is a senior management team that encourages,

measures, and rewards the development and sharing of best practices. (This

element is strengthened by the development of processes the enable the rapid

sharing of best practices between business units.)

A balance between good management and high productivity. Having unique

benefits and doing great community work both have some impact on a firm’s

external employment image. However, the primary foundation of any employment

brand is first and foremost the firm’s management practices. Unfortunately, some

firms, in an effort to become known for their management practices, go overboard

in an effort to look good. Since the basis for any HR effort should be to improve

its workforce productivity (i.e. The value the company gets back for every dollar

invested in its employees) any image building effort must balance ‚looking good‛

and increasing productivity. On the flip side, some managers become overly

focused on workforce productivity and go overboard in the opposite direction,

ignoring good management practices for short-term gain. While short-term output

may increase, such actions almost always cause decreases in productivity and

increases in employment related costs in the long run

Obtaining public recognition (great-place-to-work lists). There’s no doubt that

the increased interest in employment branding during the past decade has been a

direct result of the increased number of organizations and magazines that create

lists of great places to work. While it’s true that many of these lists are heavily

slanted towards firms that offer great benefits, no one can argue against the

benefits of exposure that occur as a result of being listed. Often times the exposure

is not limited to just being mentioned in the list. Local news agencies, periodicals,

and industry trades frequently run features on firms in their area or industry.

Employees ‚proactively‛ telling stories. One of the prime attributes of a great

employment brand is that employees go out of their way to tell stories about the

firm’s management, business practices, and impact on their life. While almost any

employee will respond to a question about their firm, the employees at well-

branded firms volunteer their stories to strangers both inside and outside the

workplace. Having created such an environment enables viral marketing, where

employees spread the word about the great management practices to their families,

friends, co-workers, and even strangers on airplanes, at places like professional

meetings and social settings. In a well-branded firm, even the employee’s families

know of and help spread stories.

Getting talked about. The number of agencies that make up the business press

has grown so large and become so segmented and influential that being talked

about in specific publications has become an essential element in building a strong

employment brand. Getting written up is equivalent to getting a great review for

restaurant. Having others talk about you and site your great management practices

has more than impact than any employment ad that you could place. Getting talked

about requires two basic components. First, managers must speak and write about

their management practices in highly visible ways. While an internal meeting is

great for communicating information to a small group of employees, a conference

or periodical column provides greater exposure. By giving speeches and writing

articles, you also increase the likelihood that writers and editors will not overlook

what you are doing. In fact, some research suggests that up to half of a company’s

employment brand is tied to the CEO and how well they are positively perceived

in the business community. The second component of getting talked about focuses

on getting written up in the business press. By making managers available to

reporters and editors who can dramatically increase the number of times that your

best practices are cited by the business press, you exponentially increase chances

of growing your exposure.

Becoming a benchmark firm. The best managed firms are those also known as

benchmark firms. These are the firms that have best practices that everyone else

wants to learn about and emulate. A great brand requires management to

participate in major benchmarking studies and to make a conscious effort to

respond to those that highlight your best practices. The net result of this is that at

management meetings around the world your firm’s name will become one of the

most quoted and respected, a fact that filters down to the community level with

time. Since most benchmarking begins on the Internet, you can even assess your

‚benchmark shadow‛ or exposure by doing a Google search of both your firm’s

name plus the functional area (i.e. ‚General Electric‛ + HR). Then compare your

score to your competitors to assess how well known your management practices

are.

Increasing candidate awareness of your best practices. There are many

companies that are well known because of their product brand but that have not

developed awareness for their management practices. A great employment brand

doesn’t just increase the potential applicant’s awareness of the firm. It goes one

further step and informs potential applicants about the management practices that

make you a good place to work. The basic foundation of this branding step is to

craft messages to your target audience of potential applicants, so that they apply

for your jobs specifically because of your management and business practices.

This element requires each major business function to make it part of their

performance objectives to educate potential applicants about their best practices. It

entails highlighting best practices at tradeshow booths, in recruiting materials, in

the annual report, and especially on the company’s website. Because so many

potential applicants educate themselves about a firm through the employer’s

website, it’s essential that the corporate website contains information that educates

and excites applicants about your management and business practices.

Conclusion Employment branding and the actions required to build and manage

an employment brand are powerful tools that can be used to add value to your

organization through HR. All too often, HR looks to impact the bottom line of the

firm by enacting cost-containment initiatives. Such initiatives do nothing to

increase quality or productivity. Employment branding, on the other hand, can

increase the quality of employees, help inspire them to become more productive,

and open opportunities to the company in the marketplace that might not have

been open before. In short, employment branding can address many of the issues

facing corporation today. Ignoring the concept and the elements that empower it is

a sure way to help your firm ensure a spot in the corporate graveyard.

WHY EMPLOYER BRANDING IMPORTANT FOR HR?

Dr Shirley Jenner and Stephen Taylor of Manchester Metropolitan University

Business School suggest There are four main reasons why the concept of employer

branding has become prominent in recent years. They identify these as:

•Brand power •HR’ search for credibility •Employee engagement •Prevailing

labour market conditions.

Jenner and Taylor explain their importance in the following extracts from the

Research Insight.

BRAND POWER

The past 20 years have seen the rise of the brand as a central concept in

organizational and social life. Branding underpins a growing, influential and

profitable reputation management, PR, consultancy and recruitment advertising

industry. The past decade has seen unprecedented growth in the importance of

corporate social responsibility (CSR) for investors, employees and other

stakeholders.

HR SEARCH FOR CREDIBILITY

HR professionals continue in the search for credibility and strategic influence.

Embracing the language and conceptual tools of brand power seems an obvious

choice. This direction reflects continuity with earlier iterations of HR, for example

with organizational development and culture change.

EMPLOYEE ENGAGEMENT

Recent years have seen an increased interest in promoting employee engagement.

This includes attempts to recruit, socialize and retain a committed workforce.

From a branding perspective, the recruitment proposition forms the basis for

workplace satisfaction and identification with organizational goals and values

LABOR MARKET CONDITIONS

The final driver identified by Jenner and Taylor was prevailing labour market

conditions. At the time of writing (2007) they pointed out that for an extended

period of time unemployment remained low and skills shortages continued. Tight

labour market conditions were combined with a tough trading environment.

Employers were thus obliged to compete more fiercely with one another to recruit

and retain effective staff, while also being severely constrained in the extent to

which they could pay higher salaries in order to do so. A strong employer brand

was being promoted as the key to winning this ‘war for talent’ by establishing

organizations’ unique selling point in employment terms.

Since the time of writing, There has been a change in labour market conditions

with the economic downturn and rising unemployment. However, in uncertain

economic times, employer brand appears still appears to be a relevant concept as

organisations seek to motivate and engage existing employees and need to tempt

candidates for key positions away from roles they perceive as ‘safe’ in their

current organizations. Businesses making employees redundant will need to

consider how they minimize damage to their reputation as an employer and consider

the impact on ‘survivors’ still with the company .

LABOUR MARKET CONDITIONS LEVELS

INVOLVE EMPLOYEES IN EVERY FACET OF THE PROCESS

Because employees directly experience whether or not you deliver on your

employer brand promise – whether you walk your talk – they play an essential role

in the employer branding process. Without their input on how to make your

organization a better place to work and their ongoing feedback about how well you

are delivering the work experience you promise, you are likely to do what many

organizations do.

Frontline workers possess critical workplace quality intelligence that senior

managers huddled around a conference table would never be able to provide. If

you truly want to develop a Magnetic Employer Brand, employee involvement is

nonnegotiable. How do you involve your employees? First, make sure frontline

workers are represented on your employer branding team. Second, conduct

employee focus groups and surveys both in the beginning and on an annual or

biannual basis, to find out organizational and managerial practices that are

weakening your employer brand.

ORGANIZATIONAL RETENTION

Effective Organizational retention is a systematic effort by employers to create and

foster an environment that encourages current employees to remain employed by

having policies and practices in place that address their diverse needs. A strong

retention strategy becomes a powerful recruitment tool.

Retention of key employees is critical to the long-term health and success of any

organization. It is a known fact that retaining your best employees ensures

customer satisfaction, increased product sales, satisfied colleagues and reporting

staff, effective succession planning and deeply imbedded organizational

knowledge and learning.

Retention matters as organizational issues such as training time and investment;

lost knowledge; insecure employees and a costly candidate search are involved.

Hence failing to retain a key employee is a costly proposition for an organization.

Various estimates suggest that losing a middle manager in most organizations

costs up to five times of his salary.

Intelligent employers always realize the importance of retaining the best talent.

Retaining talent has never been so important in the Indian scenario; however,

things have changed in recent years. In prominent Indian metros at least, There is

no dearth of opportunities for the best in the business, or even for the second or the

third best. Retention of key employees and treating attrition troubles has never

been so important to companies.

In an intensely competitive environment, where HR managers are poaching from

each other, organizations can either hold on to their employees tight or lose them

to competition. For gone are the days, when employees would stick to an

employer for years for want of a better choice. Now, opportunities abound.

It is a fact that, retention of key employees is critical to the long-term health and

success of any organization. The performance of employees is often linked

directly to quality work, customer satisfaction, and increased product sales and

even to the image of a company. Whereas the same is often indirectly linked to,

satisfied colleagues and reporting staff, effective succession planning and deeply

embedded organizational knowledge and learning.

Retention matters, as, organizational issues such as training time and investment,

costly candidate search etc., are involved. Hence, failing to retain a key employee

is a costly proposition for any organization. Various estimates suggest that losing a

middle manager in most organizations, translates to a loss of up to five times his

salary. This might be worse for BPO companies where fresh talent is intensively

trained and inducted and then further groomed to the successive stages. In this

scenario, the loss of a middle manager can often prove dear.

Organizational Retention Strategies helps organizations provide effective

employee communication to improve commitment and enhance workforce support

for key corporate initiatives.

DEFINITIONS OF ORGANIZATIONAL RETENTION

Get Les Mckeown – define Organizational Retention as ‚effective retention is a

systematic effort by employers to create and foster an environment that encourages

current employees to remain employed by having policies and practices in place

that address their divers needs...‛ Webster's Dictionary defines retaining as

keeping in one's pay or service. Unless it needs to lay off employees, the

organization wants to keep its employees in its pay and service.

According to Workforce Planning for Wisconsin State Government -

Organizational Retention involves a systematic effort by the organization to create

an environment that addresses diverse employee needs so employees will stay

with the company.

ORGANISATIONAL RETENTION TOOLS

Hiring individuals who are truly fit to succeed in the position for hire will

dramatically increase the chances of that employee being satisfied with his or her

work and remaining with the company for extended period of time. By far, we

have found this to be the biggest predictor of future employee retention.

COMMUNICATION

Communication has become so heavily stressed in the workplace that it almost

seems cliché. However communication couldn’t be more important in the effort to

retain employees. Be sure that team members know their rules, job description,

and responsibilities within the organization. Communicate any new company

policies or initiatives to all employees to be sure that everyone is on the same

page. Nobody wants to feel that they are being left out of the loop.

INCLUDE EMPLOYEES IN DECISION MAKING

It is incredibly important to include team members in the decision making process,

especially when decision will effect an individual’s department or work team. This

can help to create of employee involvement and will generate new ideas and

perspectives that top management might never have thought of.

ALLOW TEAM MEMBERS TO SHARE THEIR KNOWLEDGE WITH

OTHERS

The highest PERCENTAGE (%)age of information retention occurs when on

shares that information with others. Having team members share when they have

learned at a recent conference or training workshop will not only increase the

amount is information they will retain, but also lets a team member know that he is

a valuable member of the organization. Facilitating knowledge sharing through an

employee mentoring program can be equally beneficial for the team member being

mentored as well as mentor.

SHORTEN THE FEEDBACK LOOP

Do not wait for an annual performance evaluation to come due to give feedback on

how an employee is performing. Most team members enjoy frequent feedback

about how they performing. Shortening the feedback loop will help to keep

performance level high and will reinforce positive behavior. Feedback does not

necessarily need to be

Scheduled or highly structured; simply stopping by a team member’s desk and

letting them know they are doing a good job a current project can do wonders for

morale and help to increase retention.

BALANCE WORK AND PERSONAL LIFE

Family is incredibly important to team members. When work begins to put a

significant strain on one’s family no amount of money will keep an employee

around. Stress the importance of balancing work and one’s personal life. Small

gestures such as allowing a team member to take an extended lunch once a week

to watch his son’s baseball game will likely be repaid with loyalty and extended

employment with an organization.

PROVIDE OPPORTUNITIES FOR GROWTH AND DEVELOPMENT

Offer opportunities for team members to acquire new skills and knowledge useful

to the organization. If an employee appears to be bored or burned out in a current

position offer to train this individual in another facet of the organization where he

or she would be a good fit. Nobody wants to feel stuck in their position will no

possibility for advancement or new opportunities.

RECOGNIZE TEAM MEMBERS FOR THEIR HARD WORK AND LET

THEM KNOW THEY ARE APPRECIATED

This can be one of the single greatest factors affecting employee retention.

Everybody, in the all levels of an organization, wants to know that their efforts are

appreciated and recognized. This can be as simple or as extravagant as a

supervisor may desire. Often time a short e-mail or quickly stopping by a team

member’s desk and saying ‚thanks‛ can do wonder for morale. Other options

might include a mention in the company newsletter for outstanding performance or

gift certificates to a restaurant o movie theatre – the possibilities are endless.

CLEARLY DEFINE WHAT IS EXPECTED OF TEAM MEMBERS

Nothing can be more frustrating or discouraging for an employee than the lack of a

clear understanding of what is expected of him on the job. In a performance driven

workplace a lack of clarity regarding job duties and expectations can cause fear

and anxiety among employees who are unclear of what is expected of them. Even

worse outright

Anger can occur when a team member receives a negative performance evaluation

based on expectations and job duties that he or she was unaware of or unclear

about.

THE QUALITY OF SUPERVISION AND MENTORSHIP

It has been said so often that it is almost cliché, but people leave, not their jobs.

Supervisors play the largest role in a team member’s development and ultimate

success within an organization. All employees want to have supervisors who are

respectful, courteous, and friendly – that is a given. But more importantly team

member want supervisors who see clear performance expectations, deliver timely

feedback on performance, live up to their word and promises, and provide an

environment where the employee can grow and succeed. Failure by supervisors

and management to provide this can cause an employee to start looking for greener

pastures.

FAIR AND EQUITABLE TREATMENT OF ALL EMPLOYEES

One of the surest ways to create animosity and resentment in an organization is to

allow favoritism and preferential treatment of individual team members. The so-

called ‚good ole’ boys club‛ can create a noxious organization culture and foster

resentment among team members. This culture will only get worse and can create

a devastating exodus of valued team members.

BEST EMPLOYEE REWARD PROGRAMS

If these rewards are in terms of money, by dividing it into two parts and giving the

first half parts with the initial month’s salary and the remaining after six months

helps in retaining the employee for six months.

CAREER DEVELOPMENT PROGRAM

Conditional assistance for certain courses should be provided within the company

in which the company will bear the expenses only if he/she scores a certain

aggregate of marks.

PERFORMANCE BASED BONUS

To get more work out of the employees, remuneration in the form of bonus helps

to retain individuals who are highly productive. It doesn’t add extra – pressure on

the company’s budget. It can be arranged by cutting a part of the salary hikes.

EMPLOYEE REFERRAL PLAN

Introducing employee referral plans and giving referral bonus after six to nine

months of continuous working of the new employee as well as existing employee

reduces the hiring cost of new employee as well as helps retention of the existing

ones for a longer period of time.

LOYALTY BONUS

After successful completion of a specified period of time in an organization

rewarding employees with money or position gives recognition and satisfaction to

them. It also gives encouragement to the fellow employees.

GIVING VOICE TO THE KNOWLEDGE BANKS

The important intellectual assets of the company are the workforce. The company

should retain it through involving I in some of the important decisions

EMPLOYEE RECREATION

Involvement of top management along with the lower and middle level

management in some recreational activities makes the employees feel that they are

very close to the management and are treated equality.

GIFTS ON SOME OCCASIONS

Giving some gifts on festivals and special occasions to the employees makes them

feel good and realize that the management is concerned about them.

ACCOUNTABILITY

Creation of an environment that demands accountability and transparency helps

employees to feel that they are as superiors. This helps in emotional bonding of

the employees.

SURVEYS

Conducting regular surveys, feedbacks from superiors as well as other issues like

morale, development plans, etc. This make them feel important and understand

that the company really cares for them

FUN AND LAUGHTER AT WORKPLACE

Fun and laugher in a workplace lend a competitive advantage to an organization

through its human recourses. The presence of humor in a workplace enables the

employees to work with interest and enthusiasm that reduce the work pressure and

attrition levels. It instills a sense of joy among the employees that can go a long

way in creating a bond between the employees and the employer and Thereby

decreasing the rate of employee attrition. In a nutshell, creating a fun and laughter

– filled wok environment in an organization will pave the way for its success in

the marketplace. Such a company is sure to emerge as an ‘employer of choice’.

For every company, workforce is an intellectual capital which is the source of its

competitive advantage and helps achieve the bottom line. Hence, retaining a well-

trained, skilled and contented workforce can lead a company to dizzy heights

while the lack of it can hamper its growth badly. So, every resignation saved is

every dollar earned.

THE THREE Rs OF ORGANIZATIONAL RETENTION

To keep employees and keep satisfaction high, you need to implement each of the

three Rs of organizational retention: respect, recognition, and rewards.

RESPECT is esteem, special regard, or particular consideration given to people.

As the pyramid shows, respect is the foundation of keeping your employees.

Recognition and rewards will have little effect if you don’t respect employees.

RECOGNITION is defined as ‚special notice or attention‛ and ‚the act of

perceiving clearly.‛ Many problems with retention and morale occur because

management is not paying attention to people’s needs and reactions.

REWARDS are the extra perks you offer beyond the basics of respect and

recognition that make it worth people’s while to work hard, to care, to go beyond

the call of duty. While rewards represent the smallest portion of the retention

equation, they are still an important one.

You determine the precise methods you choose to implement the three Rs, but in

general, respect should be the largest component of your efforts. Without it,

recognition and rewards seem hollow and have little effect—or they have negative

effects. The magic truly is in the mix of the three.

When you implement the ‚three Rs‛ approach, you will reduce turnover and enjoy

the following:

Increased productivity

Reduced absenteeism

A more pleasant work environment (for both employees and you!)

Improved profits

Furthermore, an employer who implements the three Rs will create a hard-to leave

workplace, one known as having more to offer employees than other employers.

You become a hard-to-leave workplace—one with a waiting list of applicants for

any position that becomes available—purposefully, one day at a time.

KEI’s ORGANIZATIONAL RETENTION WHEEL

The first step to improving your organizational retention is to understand why

employees stay with their current employer. Many "experts" dwell on the reasons

employees leave, which is not as important or revealing as the reasons they stay.

Companies have tried many different programs and perks to hold onto good

employees. However, studies show that these efforts are not enough to retain good

employees when the support that is needed to achieve job success is not adequate.

Don't Waste Your Money on Things That Don't Make a Difference...

Among the countless inducements offered, only those identified in the center of

KEi's Organizational Retention Wheel™ are truly what give employees a

consistent reason for saying "no thank you" when tempted with a "sweeter offer."

After years of study and experience, KEi has determined, and presented in the

Retention Wheel, what factors do have the greatest impact on keeping employees.

KEi has used this information to give employers the tools to meet the core needs

that keep employees successful at their jobs, thus reducing the high costs

associated with unwanted employee turnover.

USING THE WHEEL TO IMPROVE ORGANIZATIONAL RETENTION

KEi's Organizational Retention Strategy is based upon two primary beliefs:

1. It is difficult for employers to retain good employees if they don't have a

process to hire the right people in the first place.

2. Retention processes must directly support the reasons that successful, satisfied

employees stay.

KEi's concentration on the center of the Organizational Retention Wheel provides

employers with Internet-based tools that give employees systematic, ongoing

support to be successful in their work and satisfied with their employment.

THE CENTER OF KEI's ORGANIZATIONAL RETENTION WHEEL:

EIGHT FACTORS

These eight central processes of the Organizational Retention Wheel are the

factors that are most critical to an employee's job performance success.

ATTITUDE FOR EMPLOYING

A process to clearly define the way supervisors are expected to interact with

employees; a process to give employees a way to express what is most important

to achieve job success; and a process to give employers a way to demonstrate

"Employing Values" through employment policies.

This "Employer Mission Statement" is about how and who you hire, how you treat

them and the organization's values as an employer. It is about making sure that the

Values for Employing™ are communicated to your employees and consistently

implemented throughout your organization. It is about the total employment

package that goes beyond salary and traditional benefits.

FINDING CANDIDATES

A process that gives employers a comprehensive way to communicate to job

seekers what it takes to achieve short-term and long-term job success, and to

attract the candidates who fit this criteria.

SORTING APPLICANTS

A process that gives employers a way to confirm whether the attitudes and

behaviors of job seekers are a match for their work environment.

CHOOSING EMPLOYEES

A process that gives employers a way to define the specific interview questions

that prove job seeker abilities to successfully perform the target skills; and a

process that gives employers a way to verify the accuracy of resume/application

data and interview responses

STARTING EMPLOYEES

A process that provides a way for new employees (before performing the job) to

understand "why the employers business exists;" "what makes the business

organization successful;" "why the employee's job exists;" and "what it will take

for the employee to achieve job success."

INFORMING EMPLOYEES

A process that gives employers a way to provide essential information (from five

critical information sources) that is needed by employees to make daily work

decisions.

IMPROVING EMPLOYEES

A process that gives supervisors and employees a way to work together to build

personalized plans for improving each employee's priority job skills; and a process

that gives the employer a way to "deliver skills-improving training curriculum"

and to "measure the learning effectiveness" from the training experiences.

REWARDING EMPLOYEES

A process that gives employers a way to define and communicate exactly how

individual employee salaries are determined; and a process that gives employers a

way to provide employees with extra incentive income that is earned through the

achievement of cash generating business goals.

EMPLOYEE RETENTION THEORY

HERZBERG'S THEORY

In the 1950s, Frederick Herzberg studied employee retention and motivation and

eventually came up with his duel dimensional job satisfaction theory, Herzberg

believed that the two dimensions of job satisfaction are dissatisfies (he called them

"hygiene" issues) and satisfiers, also called motivators. His theory was that

employees can be retained through minimizing dissatisfaction and maximizing

satisfaction. Dissatisfies include factors such as administration, company policy,

working conditions, supervision, relationships and salary. Satisfiers include the

job, promotion, achievement, responsibility and recognition.

COMPANY POLICY

Rules and policy have the potential to lead to employee dissatisfaction, with little

potential to motivate employees. Administrators cannot do much about rules and

policy to increase satisfaction, but dissatisfaction can be decreased through

keeping rules to what is necessary and ensuring that everyone is held to the same

standards. Fair and necessary rules help retain employees.

SUPERVISORS

The enforcers of company policy can lead to employee dissatisfaction for the same

reasons as the actual policy can frustrate employees. Supervisors have a difficult

position and administrators can minimize the dissatisfaction of both employees

and supervisors by ensuring that they pick the right leader for the supervisor

position.

THE JOB

The work that the employee is doing is ideally a satisfier, though in some cases it

can be a dissatisfied, one that can lead to losing the employee. Most people enjoy

working in a job that they feel is a needed contribution to society. Administrators

can enforce this idea through discussions on the importance of the work.

Community value can be added through business outreach programs.

RESPONSIBILITY

Responsibility seems like it might be a dissatisfied, but it's really a satisfier.

Employees enjoy the freedom that additional responsibility affords them. The idea

that they are able to do work independently appeals to the majority of employees.

To increase satisfaction and retention, added responsibility should not mean more

work, just more freedom. Additional work should come as job advancement.

ADVANCEMENT

Advancement and promotion lead to employee satisfaction. Promotion should be

earned, however; seeing others advance unfairly could lead to dissatisfaction.

Loyalty, productivity and quality performance are all valid reasons to advance an

employee. Opportunity for promotion helps retain employees because they feel

that their work and financial future can be improved through effort. Promotion lets

employees know they are valuable and that recognition also helps with the

retention effort.

FACTORS THAT AFFECT ORGANIZATIONALRETENTION

Most managers understand the importance of organizational retention and its

impact on the overall health and vitality of an organization. The importance of

retaining top organizational talent will only increase over the coming years as the

massive cohort of baby boomers begin to reach retirement age making it easy for

younger employees to find work.

SHORTEN THE FEEDBACK LOOP

Do not wait for an annual performance evaluation to come due to give feedback on

how an employee is performing. Most team members enjoy frequent feedback

about how they are performing. Shortening the feedback loop will help to keep

performance levels high and will reinforce positive behavior. Feedback does not

necessarily need to be scheduled or highly structured; simply stopping by a team

member's desk and letting them know they are doing a good job on a current

project can do wonders for morale and help to increase retention.

OFFER A COMPETITIVE COMPENSATION PACKAGE

Any team member wants to feel that he or she is being paid appropriately and

fairly for the work he or she does. Be sure to research what other companies and

organizations are offering in terms of salary and benefits. It is also important to

research what the regional and national compensation averages are for that

particular position. You can be sure that if your compensation package is not

competitive, team members will find this out and look for employers who are

willing to offer more competitive compensation packages.

BALANCE WORK AND PERSONAL LIFE

Family is incredibly important to team members. When work begins to put a

significant strain on one's family no amount of money will keep an employee

around. Stress the importance of balancing work and one's personal life. Small

gestures such as allowing a team member to take an extended lunch once a week

to watch his son's baseball game will likely be repaid with loyalty and extended

employment with an organization.

BEWARE OF BURNOUT

Staff adequately to reduce the amount of unwanted overtime a team member must

work. Some employees enjoy the extra money that accompanies overtime hours,

while others would rather spend their time with their families or doing other

activities they enjoy. Burnout can be a leading cause of turnover. Recognize the

warning signs and give employees a break when they need it.

PROVIDE OPPORTUNITIES FOR GROWTH AND DEVELOPMENT

Offer opportunities for team members to acquire new skills and knowledge useful

to the organization. If an employee appears to be bored or burned out in a current

position offer to train this individual in another facet of the organization where he

or she would be a good fit. Nobody wants to feel stuck in their position will no

possibility for advancement or new opportunities.

THE ABILITY TO PROVIDE INPUT AND BE TAKEN SERIOUSLY

Everybody has opinions and ideas, some are better than others. However every

team member wants to feel that their input is welcome and will be taken seriously

without ridicule or condescension. Some of the greatest ideas can come from the

most unlikely of places and people. Creating a culture where input is welcome

from all level of the organizational chart will help your organization grow and

encourage employee retention.

MANAGEMENT MUST TAKE THE TIME TO GET TO KNOW TEAM

MEMBERS

It's not a big surprise that one of the greatest complaints that employees express in

exit interviews is a feeling that management didn't know they existed. Nobody

wants to feel like just another spoke in a big wheel. Managers are very busy -

everybody is busy, but it is crucial that managers and supervisors take the time get

to know the team members who work under them. Learn and remember a team

member's name, what skills and talents they bring to the table, and what their

business interests are. The time spent by management getting to know team

members is well invested and can eliminate the headaches caused by having to

continually hire and re-train new employees.

PROVIDE THE TOOLS AND TRAINING AN EMPLOYEE NEEDS TO

SUCCEED

Nothing can be more frustrating to an employee than a lack of training or the

proper tools to successfully complete his or her duties. You wouldn't try to build a

house without a hammer, so why should an office job be any different? Providing

a team member with the tools and training she needs to be successful shows a

commitment and investment in that employee and will encourage the team

member to stay with the organization.

MAKE USE OF A TEAM MEMBER'S TALENTS, SKILLS, AND

ABILITIES

All team members have knowledge, skills, and abilities that aren't directly related

to their job description, but are still useful to an organization. Utilizing a team

member's talents in areas other than their current position will indicate to an

employee that management appreciates and recognizes all that an employee has to

offer to the organization. This can also provide work variety and helps to break up

the everyday grind of work.

NEVER THREATEN A TEAM MEMBER'S JOB OR INCOME

While threatening an employee with termination or demotion might seem like a

surefire way to get the results needed from him or her, doing so will likely cause

the employee to leave the organization. Put yourself in the employee's shoes, what

is the first thing you would do if your job was threatened? Odds are you would

probably update your resume and start checking for open job postings expecting

the worst. If a team member's performance is not what you had hoped it would be,

work with that team member on ways to improve his performance, saving

termination only as a last resort.

Take some time and seriously evaluate what your organization is doing to

encourage a high retention workforce. Having a seasoned and well trained

workforce can deliver a competitive advantage that is difficult to replicate. The

best part is most of your efforts to retain your employees come free or with little

charge and offer huge returns on a manger's investment in time and resources.

At The Rainmaker Group we are committed to helping organizations achieve a

high retention workforce where team members truly enjoy coming to work each

day. We can help your organization develop the strategies and programs to make

this happen. Give us a shout today; we'd love to hear from you!

REASONS FOR WHICH EMPLOYEE COME TO THE ORGANIZATION

Pay,

Location,

Benefits,

Advancement Possibilities,

Job Security,

Nature Of Work,

Personal/Family Time.

REASONS FOR WHICH EMPLOYEE STAY WITH THE ORGANISATION

Confidence Factor-they believe in potential success/leadership strategies

Emotional Factor- (Huge) contribution, recognition, appreciation

Trust Factor- 2 ways- promises/commitments kept (strong link to loyalty)

Fit Factor- Values/ethics are a good fit

Listening Factor- Are they heard and valued?

CHALLENGES OF ORGANIZATIONAL RETENTION

A company's employees are a valuable asset to the company's success. Employee

turnover costs money in recruiting and training new employees and in decreased

production because of the loss of experienced workers. In order to help maintain

your current workforce, company managers need to understand the challenges

surrounding employee retention.

COST OF BENEFITS

It can be a misconception made by employers that employee pay is a main

motivating factor in retaining quality employees, according to the human resources

experts at the HR Hero website. A concern that employees have above their salary

is the availability of health benefits. This is mostly true with employees that are 25

years of age and older and have a family. The challenge for employers is in

finding health benefits the company can afford that will help retain top talent.

PAY STRUCTURE

A challenge faced by any company looking to retain employees is not only finding

the right amount to pay employees, but also finding the right pay structure to use

for employees, as well, according to the management experts the Management

Issues website. For example, sales professionals might believe that more of their

pay needs to be based on sales performance, but they also require a base salary to

hold them over until commissions can be paid. It is a balancing act that human

resources experts are constantly trying to maintain.

DIVERSITY

As the modern workforce continues to be more diverse, it creates the need for

employers to be mindful of the workplace environment they are creating,

according to business experts Valerie L. Myers and Janice L. Dreachslin writing

on the Entrepreneur website. Human resources departments need to be mindful of

the quality of employees they hire and the cultural diversity of the workplace. A

company that does not have a diverse environment will find it difficult to attract

qualified candidates looking for a strong mix of employee backgrounds.

INDIVIDUALITY

Individuality is something that is important to each worker, but it can be difficult

for the company to respect each person's needs. One of the ways that a company

can address the individual needs of each employee is to develop strong policies

that outline employee assistance options to those employees who might be in need.

Encourage employees to go to their managers with issues and encourage managers

to be respectful of employee issues. A company that does not make an attempt to

recognize the individuality of employees runs the risk of high turnover.

Knowledge worker retention

(drucker, 2001,)

Knowledge is always embodied in a person; carried by a person; created,

augmented, or improved by a person; applied by a person; taught and passed on by

a person; used or misused by a person. The shift to the knowledge society

Therefore puts the person in the center.

(delong, 2004; frank, finnegan, & taylor, 2004; jamrog, 2004; ready & conger,

2008; somaya & williamson, 2008)

Retaining employees whose knowledge has high competitive value is becoming a

critical and well-recognized challenges.

(davenport 2005)

Such employees are known as knowledge workers in that they “have high degrees

of expertise, education, or experience, and the primary purpose of their jobs

involves the creation, distribution or application of knowledge”

RESEARCH METHODOLOGY

Significance of study:

It is to enhance attraction increases retention and greater engagement with

the staff that can only be done by good hr branding.

Employer branding provides an effective bridge between hr, internal

communication and marketing, recruitment, retaining and developing right

people is important aspect of internal branding.

The way to attract and retain skilled and able employer who prefer to their

but of their abilities is through proper approaches for the study of role of hr

in employer branding is must.

OBJECTIVES OF THE STUDY:

Primary objective:

To find out the dimensions of employer branding of organizations.

Secondary objective:

To find out the relationship between employer branding and retention

strategies of employees of the organizations.

To find out the relationship between employer branding and motivation of

employees of the organizations.

HYPOTHESES:

H01: There will be no correlation between perceived organizational prestige

and employer branding.

H02: There will be no correlation between transparency and leadership and

employer branding.

H03: There will be no correlation between employer branding and

organization fit.

H04: There will be no correlation between employer branding and individual

motivation factor.


organizational motivation factors.


comparative evaluation.

H07: There will be no correlation between employer branding and customer

perspective as perceived by employees.

H08: There will be no correlation between perceptions outside the

organization.

RESEARCH DESIGN:

The types of research carried out for this study is descriptive and explorative

research.

Descriptive research

Descriptive studies are concerned with describing and characteristics of particular

such as role of hr in employee retention and employer branding for employee

attraction and retention in selected manufacturing sector.

Explorative research

Explorative research type of research conducted for 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 utilize explorative design to study the role of employer branding retention.

Universe:

Total number of employees selected from selected manufacturing industries.

Sample size :

The sample size taken for the study is 67 employees (top and middle level) from

selected organization.

SAMPLE TECHNIQUE

The sampling technique: convenient sampling as well as random sampling.

Tools of data collection

Primary data

Questionnaire

Data collection instrument

The primary data will be collected with the help of questionnaire.

The questionnaire will be closed depending upon the nature of the research.

Secondary data

research papers

articles

magazine

Tools and techniques used for analysis tools:-

1. Personal information,

2. General awareness on branding,

3. Employer branding,

4. For potential employees,

5. Employer branding for current and existing system,

6. How do you measure the effectiveness,

7. What are the benefit with a branded organization,

8. What are the key things you expect from a company,

9. Hr branding, strategic role, personal administration,

10. Training & development,

11. Performance management,

12. Employee benefits and welfare,

13. Internal work environment,

14. Employee internal communication,

15. Employee-industrial relations,

16. Corporate social responsibility (csr)

17. Employer branding for current and existing system

Data treatment:-

The data collected was coded edited; tabulation was done by spss - statistical

package of social sciences.

Limitations:

1. Sample size: the present study is carried out for academic purpose, so sample

size is restricted as the organization selection for data collection.

2. No generalization: the study restricted to an organization under study so it can

be generalized for all employees in other organization.

3. Employer branding is a complex problem and researcher has attempted to study

most appropriate factors but chances cannot be ruled out that some areas may have

been untouched or not adequately touched.

LITERATURE REVIEWS

A review of literature is must for scientific approach and regarded to be by & large

important for scientific research, it gives the investigator an understanding of the

previous work having been done related to present study.

One cannot develop as insight into the various facts of a problem unless & until

one has learnt the previous theories. Research is concerned with the systematic

gathering of information. Its purpose is to help in the research for truth.

The purpose of this chapter is to provide a brief & initial review & appraisal of the

related studies & to see what present study contributes more knowledge further in

the area under study.

1. Vinokur-Kaplan D, Jayaratne S, Chess WA., 1994, “Job satisfaction

and retention of social workers in public agencies, non-profit agencies,

and private practice: the impact of workplace conditions and

motivators”, School of Social Work, University of Michigan, Ann

Arbor, pg. 93-121.

Abstract The authors examine a selected array of agency-influenced work and employment

conditions and assess their impact upon social workers' job satisfaction,

motivation, and intention to seek new employment. The study makes correlations

with past empirical studies on job satisfaction and retention, with staff

development concerns as stated in social work administration textbooks, and with

conditions subject to administrators' influence. Some specified motivational issues

included are salary, fringe benefits, job security, physical surroundings, and safety.

The analysis demonstrates the contribution of certain contextual and motivational

factors to a prediction of job satisfaction or of intent to leave the organization.

2. Edie V. Slugoski, 2008, “Employee Retention: Demographic

Comparisons of Job Embedded ness, Job Alternatives, Job Satisfaction,

And Organizational Commitment”, A Dissertation Presented in Partial

Fulfillment of the Requirements for the Degree Doctor of Management

in Organizational Leadership, University of Phoenix, September.

Abstract

The purpose of this cross-sectional quantitative research study was to explore the

factors, by demographic variable that may contribute to employee retention in

Saskatchewan's Crown corporations. The population for the study included 4,131

permanent employees employed in six Crown corporations geographically located

within 69 of the 298 municipalities in Saskatchewan, Canada. The four factors

explored were job embeddedness, job alternatives, job satisfaction, and

organizational commitment. The demographic variables included age, gender,

level of education, national descent, race, ability, organization, organizational

level, employment status, hours of work, base wage, pension plan, union status,

union participation level, type of community, home ownership, spousal living

arrangement, spousal working arrangement, and dependents living arrangements.

The dependent variable was intent to stay. Nineteen hypotheses were used to test

for differences in the effects of the four factors on intent to stay, within the

demographic variables. Multiple regression analysis was used to determine the

strength and direction of the relationship between the four factors and intent to

stay. ANOVA and t-tests were used to test for differences among factor means. All

19 null hypotheses were rejected. The findings showed that overall, organizational

commitment had the greatest effect on intent to stay, followed by job satisfaction,

job alternatives, a job embedded ness. Important for Crown leaders, a

comprehensive list of factors significantly related to intent to stay, by demographic

category, was produced from the results. Focusing on the factors ranked high in

their effect on intent to stay, but rated low by employees may assist Crown leaders

in the development of more effective employee retention programs. The findings

also showed job embedded ness added to the employee retention equation,

explaining a small but significant amount of intent to stay variance. Further

research into the six sub-factors of job embedded ness is needed to improve the

overall contribution of the construct to employee retention. The model used in this

study may provide the foundation for a more comprehensive understanding of

employee retention.

3. Sharma Gagandeep, mahendrumandeep, Singh Sanjeet ,manageriares

(2010), “Study Of Employee Retention In ites Industry: A Case Of

North India”, Vol. 1, No. 1,

Abstract

The retention of knowledge worker has become extremely critical for the success

of a business organization in the present scenario especially in the service sector

with lot of people interface. HR department has to play a key role in designing the

policies, practices and strategies, which can enable an organization to retain the

human resources contributing significantly to the business. The present study

examines the phenomenon of Employee Retention in the ITeS sector in the Tri-

City of Chandigarh, Mohali and Panchkula in order to develop appropriate

strategies, which can help the organizations in this sector to retain their valuable

talent. The major objectives of the research are to study: employee retention

strategies followed in the ITeS industry in the Tri-city of Chandigarh, Mohali and

Panchkula; significance of select HR practices in the attainment of job satisfaction

amongst the employees of the industry; extent of employee attrition prevalent;

significance of individual, organizational and industry related factors in

determining employee retention; correlation between job satisfaction and

employee retention; prevalence of Talent Management System and identify

different strategies adopted to reduce the monotony of work for the executive

positions. The t-test, chi square test and correlation test is used for evaluation of

the data.

4. Gberevbie ED (2010), “Organizational retention strategies and

employee performance of Zenith Bank in Nigeria”, African Journal of

Economic and Management Studies, March, Volume 1, Pg. (61-74)

Abstract

The purpose of this paper is to empirically examine employee-retention strategies

and performance in the Nigerian banking sector over the period 2000-2005, with

focus on Zenith Bank in Nigeria. The sector is unique in terms of its contribution

to Nigeria's gross domestic product. Design/methodology/approach – The survey

research design involving the use of questionnaire and structured interview to

obtain primary and secondary data from relevant books, journals and the internet

were adopted. The paper also adopted the? 2-analytical technique to test for

significant relationship between variables. Findings – The study revealed that it is

more profitable for organizations to put in place appropriate employee-retention

strategies such as good organization's image, staff participation in decision

making, enhanced and regular salary package, and humane treatment of employees

as strategies for organizational performance. Practical implications – Particularly,

organizations are likely to experience frequent employee turnover for as long as

they fail to put in place appropriate employee-retention strategies, which is

capable of preventing enhanced performance. Originality/value – This paper

provides insight into what could enhance the performance of organizations in their

quest for quality service delivery and profitability. Its findings could also be a

source of motivation to organizations in other sectors in the area of employee

performance.

5. Chiboiwa M, Samuel M andChipunza C ., (2010),“An examination of

employee retention strategy in a private organization in Zimbabwe”,

African Journal of Business Management, August, Vol. 4(10), pp. 2103-

2109,

Abstract

Worldwide, a number of factors have been attributed to the increase in the level of

employee turnover. The way people are paid, recognized and achieve salary

advancement are critical factors in attracting, retaining, and motivating employees.

The challenge for most organizations today is the formulation of an effective

employee retention strategy that will help in retaining employees that are

considered critical in attaining organizational goals. The prevailing hostile

economic environment in Zimbabwe has made the formulation of a realistic

retention strategy particularly difficult for managers in the face of an ever

changing economic environment that is characterized by hyperinflation with a

depleted labour market occasioned by skill emigration. This research was a case

study of a major private sector medical laboratory company in Zimbabwe and was

aimed at achieving the following objectives: identify the causes of employee

turnover in the organization, examine the current retention practices in the

organization, establish the effectiveness of the practices, and attempt a workable

retention practice that could reduce the high rate of employee turnover in the

organization. Qualitative research design was employed using structured

interviews as well as administering research questionnaire to all category of

employees. The total population of the organization nationwide comprised of 3820

employees with a sample size of 2240 respondents. The result of the research

showed that labour turnover is higher amongst non-managerial employees.

Similarly, majority of the employees would soon quit the organization and lastly,

the high rate of employee turnover in the organization is largely attributed to poor

reward system administration.

6. Armstrong-Stassen M., Schlosser F. (2011), “Perceived organizational

membership and the retention of older workers”, Journal of

Organizational Behavior, February, Vol. 32, PP : (319-344)

Abstract

Drawing on the perceived organizational membership theoretical framework and

the group-value justice model, we developed and tested a model predicting older

workers' intention to remain with their organization. We hypothesized that human

resource practices targeted to older workers would be related to perceive insider

status through how older workers perceived their supervisor managed these

practices (perceived procedural and interpersonal justice). We also hypothesized

that perceived insider status would mediate the relationship between perceived

contribution and intention to remain. We conducted two studies to test the

hypothesized model. Study 1 participants (N = 236) were a diverse group of older

workers and Study 2 participants (N = 420) were older registered nurses. Using

structural equation modeling, we found support for the hypothesized model. All of

the hypothesized relationships were significant in Study 2 and all except one were

significant in Study 1. Older workers will want to remain a member of their

organization when their organization engages in practices tailored to the needs of

older workers, their supervisor implements these practices fairly, and their

organization conveys that it values the contribution of its older workers thereby

fostering a strong sense of belonging.

7. Employer branding: Suman Kumar Dawn, Suparna Biswas, A new

strategic dimension of Indian corporations. (2004)

Abstract

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 (Sullivian, 2004). This includes

direct and indirect experiences of dealing with the firm. Like actual product

branding, organizations have started to invest employer branding as employees are

the internal customers of the firm. The employer brand builds an image confirming

the organization as a good place to work. Today, an effective employer brand is

essential for competitive advantage. With the liberalization of the Indian economy

in 1991 and subsequent economic reforms, Indian companies are becoming

internationally strategic to utilize the employer brand to attract and retain talent

which leads to expand and growth of the business. This paper gives some concept

on employer branding and also to examine how Indian organizations with a

positive corporate reputation can attract and retain employees. It also focuses to

explain the importance, applicability, outcome and creating an effective employer

branding strategy of Indian companies.

8. Khurram Shahzad Corresponding Author, (2004)

Relationship between Perceived Employer Branding and Intention to Apply,

Abstract

The present study revolves around two major dimensions of the recruitment

function i.e. perceived employer branding and the intention to apply from the

potential candidates. Data was gathered through questionnaires from 101 students

of different universities who were near to start their career. To test the employer

branding, questions were asked about the telecom companies of Pakistan. Students

provided answers by perceiving the image of these companies in their minds.

Results indicated that employer branding is positively associated with applicants’

intention to apply. If organizations want to attract more qualified people they need

to be attractive as an employer by focusing on different factors which contribute

towards employer branding, in this way they can increase the applicants’ intention

to apply.

9. A Future for Employer Branding? Dealing with Negative Capabilities

in Strategic Human Resource Management (SHRM) Graeme Martin

University of Glasgow,(2005)

Abstract

Employer branding has become an increasingly important topic for private and

public sector organizations because it plays directly into the increasingly important

talent management and Engagement agendas of organizations. In this conceptual

paper we argue the potential impact of Employer branding has still to be fully

understood or elaborated because current theory and Practice have failed to link

this internal application of marketing and branding to the strategic Dilemmas faced

by organizations in their quest to be both different and yet similar and legitimate at

the same time.

This paper begins by (1) setting out these dual logics of Distinctiveness and

similarity and links them to current ideas in the strategy and Strategic

Human Resource Management (SHRM) literature to develop a new framework of

SHRM, Highlighting the ‘negative capabilities’ expressed in them; (2) next, we

discuss three sets of Tensions created by following these contradictory logics; (3)

we then raise the possibility of HR strategy-as-practice as a way of resolving these

tensions by drawing on the emerging Strategy-as-practice literature; (4) finally, we

apply these ideas to employer branding by Defining what it is, the dilemmas it

faces in complex organizations, and how it might be used To resolve the negative

capabilities of differentiation and legitimacy.

10. Kristin Backhaus and Surinder Tikoo (2005)

Conceptualizing and researching employer branding

Abstract

Employer branding represents a firm’s efforts to promote, both within and outside

the firm, a clear view of what makes it different and desirable as an employer. In

recent years employer branding has gained popularity among practicing managers.

Given this managerial interest, this article presents a framework to initiate the

scholarly study of employer branding. Combining a resource-based view with

brand equity theory, a framework is used to develop testable propositions.

The article discusses the relationship between employer branding and

organizational career Management. Finally, it outlines research issues that need to

be addressed to develop employer branding as a useful organizing framework for

strategic human resource management.

11. Ed Newman, the Newman Group(2007) How Do We Develop an

Employment Brand? Historically, an employer branding exercise meant

calling in your advertising agency to conduct a brainstorming session to

develop a new slogan. Thanks to the increasing competition for talent, this

discipline has evolved into a much more sophisticated process. Branding

isn’t just about slogans, logos and design; it’s about defining what’s known

as your ‚employment value proposition,‛ or EVP, and developing a focused

communications campaign with your target labor market. So where do you

begin? It all starts with your EVP.

The EVP is the collection of attributes that people value in an employment

relationship. Generally, there are five main categories of attributes that drive an

individual’s satisfaction with their employer: the organization’s success and

reputation, rewards and compensation, development and advancement

opportunities, work/life balance and, most important, the quality of the people who

work there. There are two main requirements for initiating an effective employer

branding effort. First, you need to understand what attributes in each category of

the EVP are most important to your employees and the people you are trying to

attract. This can be determined by conducting surveys or focus groups involving

employees and job seekers. Identify the top five to 10 attributes that employees

(and prospective employees) rank as important. Against this information, you will

need to determine how well your organization delivers on those attributes.

Typically this information is also collected using surveys or focus groups. Once

you have this information, compare the desired company attributes to the actual

attributes conveyed by your organization. In effect, you are now able to conduct a

gap analysis to identify your strengths and weaknesses.

For example, you may discover that your target labor market has ranked work/life

balance as a top-five attribute; however, your organization ranks low in delivering

a work/life balance (weakness). You may also discover that development and

advancement opportunities are very important, and you rank high in this area

(strength). This is common in fast-paced, high-growth organizations.

The next step is to apply what you’ve learned about your company’s strengths and

weaknesses, and decide on the message you want to send to those you are

recruiting. Here is where you should engage your communications department or

advertising agency for creative expertise. Your messaging must be accurate and

truthful if it is to have credibility. Don’t sell work/life balance if your company

cannot deliver it. Developing an employment brand will help you attract the

people who will feel at home in your corporate environment. As such, you should

find it easier to retain them. A focused employer brand development effort takes

patience and commitment. Given the competition for talent, the results are more

than worth the effort.

12. Lara Moroko and Mark D Uncles (2008) Characteristics of successful

employer brands

Abstract

Based on the analysis of data gathered from industry experts, a typology of the

characteristics of successful employer brands is presented. Depth interviews were

carried out with senior industry participants from the fields of internal marketing,

human resources, communications, branding and recruitment. Transcripts were

analyzed using formal interpretive procedures. Member checking was undertaken

to confirm interpretations. Analysis of the transcripts shows there are two key

dimensions of success for an employer brand: attractiveness and accuracy. As with

customer-centric brands, attractiveness is underpinned by awareness,

differentiation and relevance. For employer brands, however, the accuracy with

which the employer brand is portrayed is also critical to success. This emphasis on

accuracy highlights the importance of consistency between the employer brand

and employment experience, company culture and values. General implications for

the strategic management of employer brands are presented as well as marketing

and human resource management strategies for each of the four states of employer

branding success in the typology. It is proposed that researchers and firms should

assess employer brand success according to the typology, using commonly

collected human resources metrics. More generally, a case is established for

studying employer branding as a context distinct from consumer and corporate

branding and conceptualizing the employment experience of a firm as a product

produced by the culture, policies and processes of the firm.

13. Employer Branding –The other side of the coin, Stin wolf homma and

Sanne Greve hommer (2008)

Abstract

The thesis is based on an interest in the phenomena ‚employer branding‛ and how

an employer branding strategy affects employees either positively or negatively.

Considering the examinations within this field during the past years, we have

observed that the overall approach to employer branding theory primarily focuses

on the benefits.

The findings of this thesis will hopefully serve as inspiration for future research

within employer branding strategies in Danish companies. Furthermore, the

findings may strengthen the awareness of potential negative consequences of

implementing an employer branding strategy. By observing and relating to this,

companies may in the long run enhance the overall benefits of an employer

branding strategy.

Hence, the main focus in this thesis is to identify to which degree an employer

branding strategy influences the employees’ identities. In other words, is there

another side of the coin?

To answer this question, selected critical managerial theory and literature on

identity as well as employer branding theory are analysed and discussed in relation

to our case study on the Danish company KMD. This approach enables us to

examine the limitations and possibilities of employer branding from a practical

perspective.

In this thesis, we evaluate employer branding theory from a critical perspective by

using the critical managerial theory. Our case study exemplifies our theoretical

discussion in order to identify how and to which degree the implemented employer

branding strategy affects the employees at KMD.

In order to examine our primary research area, the analysis is structured in four

themes: the visibility of the employer branding strategy, the concept of person

organization fit, the core values of the company, and the employer branding

strategy as a control mechanism.

Our case study indicates that employees at KMD do not have a clear idea of what

the employer branding strategy contains, thus they feel its impact in their everyday

life at KMD. Considering the concept person-organization fit we find that there is

a rather high degree of identification with the core corporate values at KMD and

consequently a high fit between the employees and the company. On the other

hand, this high fit can have negative impacts, as employees tend to change their

personal identity in order to fit the overall identity at KMD as it is expressed in the

employer brand. The risks of these negative effects can be identified as lack of

creativity, homogeneity, as well as employee burn out. Based on our analysis we

find that an employer branding strategy creates specific discourses inside the

company that potentially affects the identity of the employees.

Also, an employer branding strategy causes specific norms and a strong corporate

culture, which eventually affect the employees in a certain direction, however

unconsciously done. On the other hand, our case study shows examples of

employee control as a result of the employer branding strategy. Therefore, we

argue that our analysis can help companies become aware of the risks of employee

control and thereby create a more effective employer brand. We incite that future

work on employer branding theories will take our findings and perspectives into

consideration.

14. Employer Branding at McDonald's: Redefining McJobs, McDonald's

Corporation, UK; Europe; USA, 2009

Abstract

This case is about the employer branding strategies adopted by McDonald's

Corporation, one of the largest fast food chains in the world. Since the 1980s,

entry-level jobs at McDonald's had come to be associated with low-paying dead

end jobs. The term 'McJobs' had become synonymous with low-prestige, low-

benefit, and no-future jobs in the service or retail sector particularly at fast food

restaurants and retail stores. Though the term was coined to describe jobs at

McDonald's, it was later used to refer to any low-status job where little training

was required and workers' activities were strictly regulated. Because of its

common usage, the term appeared in the online version of the Oxford English

Dictionary (OED) in March 2001 and the Merriam-Webster Collegiate Dictionary

(Merriam-Webster Dictionary) in 2003.

The case discusses how McDonald's systemically tried to redefine the term

'McJobs' and improve its employer brand since the early 2000s. According to

McDonald's, this negative interpretation of McJobs was not only inaccurate but

also demeaning to the thousands of people working in the service sector. As

employer branding was a critical management tool for companies to attract the

right talent, McDonald's decided to try and revise the image associated with

McJobs. This it did by taking various initiatives that also included advertising

campaigns aimed at showcasing the benefits of working at McDonald's and

bridging the divide between people's perceptions of the McJob and the real

employment experience of people actually working for the fast-food chain.

Experts felt that these were some of the best examples of a company successfully

planning and implementing an employee branding strategy. However, the case

also highlights the challenges faced by McDonald's in attracting new talent as

derogatory comments continued to be made about McJobs and this could

discourage prospective employees from taking up such jobs.

15. Evan Sokro ,Impact of employer Branding on employee attraction and

Retention, Europen journal of business and management ISSN 2222-

1905(paper) ISSN 2222-2839(online) Vol,4 no.18,2012.

Abstract

Employer branding has captured considerable attention in recent times.

Academicians and practitioners have

reported evidence of organisations expending considerable resources on

development of employer brand programme indicating its value (Backhaus &

Tikoo, 2004). Employer branding as a concept is an extension of relationship

marketing principles (Christopher, Payne & Ballantyne, 1991; Kotler, 1992;

Morgan & Hunt, 1994) which identify the need to build acquisition and retention

strategies across a number of critical stakeholder markets through closer

relationships. One of the most basic understandings about brand comes from the

definition provided by the American Marketing Association which defines a

brand as "a name, term sign, symbol, or design, or combination of them which is

intended to identify the goods and services of one seller group or group of sellers

and to differentiate them from those of competitors" (Backhaus & Tikoo, 2004).

The term employer branding is used for the application of branding principles to

human resource management. The concept is being increasingly used for

attracting prospective employees while engaging the present employees to the

organisation. There is no one definition for employer branding. Various attempts

have been made by several individuals to define employer branding. According to

Steve Gilliver (2009) employer brand identifies an organisation in themarketplace

and makes it unique. It gives everyone in the organisation a handle on what we

are, and everyone interested in joining the organisation a clear picture of what to

expect. It infuses the firm’s recruitment process and the interaction among people

in the organisation. Brands are among a firm’s most valuable assets. Although

firms commonly focus their branding efforts toward developing product and

corporate brands, branding can also be used in the area of human resource

management. The application of branding principles to human resource

management has been termed “employer branding.” Increasingly, firms are using

employer branding to attract recruits and ensure that current employees are

engaged in the culture and the strategy of the firm. Ambler & Barrow (1996, p.

187), first applied the concept of brand to HRM, viewing the employer as the

brand and employees as customers.

They define the employer brand as “the package of functional, economic and

psychological benefits provided by employment, and identified with the

employing company”. Employer brand Therefore provides both economic and

psychological benefits to employees.

16. pallavi srivatsava and jyotsana bhatnagar(2011), employer brand for

talent acquisition:an explorationtowards it s measurement

Abrasct

This paper addresses the concerns associated with talent acquisition and how

employer brand can overcome some of them. Based on the literature review and

supported with the first stage sequential mixed method exploratory research, the

paper summarises and aggregates the results of a pilot study conducted on a

section of prospective employees of India. The study contributes to the sparse

academic and empirical work on employer branding. The empirical results are

initial steps towards the development of a scale for measuring employer brand in a

later stage. The current study will further facilitate development of the unique

employee value proposition based on the person-need fit of talent. The research is

based in an Indian setting which makes it all the more relevant in current

economic scenario. The paper concludes with theoretical and practical

implications followed by directions for the future research.

Knowledge workers

17. (Despres & Hiltrop, 1995 ). Historically, knowledge work was the

province of intellectuals, who were dissociated from private enterprises

“Intellectual workers enrich human knowledge both as creators and as researchers;

they apply it as practitioners, they spread it as teachers, and they share it with

others as experts or advisers. They produce judgements, reasonings, theories,

findings, conclusions, advice, arguments for and against, and so on.” (Cuvillier,

1974, p. 293). The 20th Century witnessed the transformation of the nature of the

workplace, which is featured by the complexity and variety of tasks, the

reproducibility of expertise, the creative undertakings, and the intensive training

and development required (Scarbrough, 1993). The workplace has emerged with

knowledge work and the trend is that knowledge work will comprise the majority

of tasks by the end of the 21st Century.

Knowledge work is defined as “systematic activity that traffics in data,

manipulates information and develops knowledge. The work may be theoretical

and directed at no immediate practical purpose, or pragmatic and aimed at

devising new applications, devices, products or processes. On an abstract level,

however, it is less obvious that the knowledge thus produced becomes an

assembled set of specialised information which: responds to needs and problems,

frequently defining these by its existence; functions in a context to reduce

ambiguity and inject a sense of order, progress or direction; and has the self-

referential quality of legitimising those who claim to hold it, thus making rhetoric

and impression management crucial.” (Despres & Hiltrop, 1995, p. 12).

These characteristics of knowledge workers are interrelated (see Figure 1). Each

knowledge worker may give priority to different factors identified in the AI model.

Theoretically, management should endeavour to understand each individual’s

specific needs and devise reward and motivation methods. However, practically, it

is difficult to reward and motivate each one on an individual basis. The solution

here lies in designing a motivation and reward system based on these generic

characteristics and needs of knowledge workers, simultaneously allowing

flexibility and free choices within the reward system. Another aspect that is worth

mentioning is that these above needs and motivators belong to a higher level of

motivational factors, which are more intrinsically related. Those lower level

motivation factors such as financial reward and security etc are not excluded from

motivational factors of knowledge workers. But these lower level motivators must

be systematically considered and used only when they are positively related to this

higher level factors or intrinsic motivators, avoiding the crowding-out-effect.

FIGURE 1

18. Babar Yaqub, Dr. Muhammad Aslam Khan The role of Employer

branding and Talent Management for Organizational Attractiveness

ABSTRACT

Organizations all around the world always try to hire those people who can be an

asset for the organization but it is important to know the efforts of these

organizations to become employer of choice. Employer branding has a significant

role for the hiring of human capital. This empirical study will investigate the role

of employer branding and talent management for organizational attractiveness.

The purpose of this study is to know about the perception of the university

students about employer branding and different ways through which employers

hire and manage the future talent. This study will also help to know about the

importance of talent management and student‟s approach for the potential

employer. The sample size of this research study consists of 100 respondents from

three universities of Rawalpindi and Islamabad. The results of this study indicate

the relationship of employer branding talent management for organizational

attractiveness. The findings of the study show that students are well aware of

organizations recruitment techniques and they prefer to join those organizations

where they can find better career growth. The practical implications of this study

are helpful for both students and organizations. Students can make a better choice

by the knowing the employer brand image of the organization and HR professional

of organizations can make their techniques better to hire the new talent from the

leading universities. The combination of talent management and employer

branding can make any organization the employer of choice.

In the current competitive era many organizations try to get different advantages

but the importance of employer branding has its own significance. The term

“Branding” can also be used in the human resource management and it is known

as “Employer Branding”. Employer branding is the science of branding and its

principles are applicable on the human resource management. The core job of

employer branding is to make company attractive for the potential employees to

get the maximum benefit of the market. Employer branding is defined by the many

authors and organizations. According to CIPD (2009) employer branding is the set

of intangible attributes and qualities which attract the potential employees to offer

the services for the particular organization. Backhaus and Tikoo (2004) argue that

employer branding suggests unique aspects of the organization‟s employment

offerings which distinguishes it from other organizations. On the other hand King

and Grace (2008) consider the employer branding as an identity of the

organization as an employer. Similarly they described that employer branding is

an image of the firm as a good place to work. Employer branding needs both

internal and external marketing. Internal marketing of the employer branding helps

the organizations to become as an employer of choice and to attract the best

people. The internal marketing of the employer branding helps to develop a

workforce which is difficult to imitate. For good employer branding the

organizational effectiveness is important and Malik et al (2011) indicate several

techniques of HR to achieve purpose. In the views of King and Grace (2008) the

employer branding is considered as the applicant‟s knowledge and feelings for the

brand. Applicants normally decide about the job according to their knowledge of

the employer brand. Davies (2008) explores, the concept of Employer Branding

(EB) actually determines the attraction of job seekers towards the brand according

to economic conditions, employment opportunities and brand trust. Some

researchers like Martin and Beaumont (2003) consider the employer brand as the

value preposition but in each case the recruitment of employees and to retain them

for a long time is very important.

Allen et al (2007) suggests that employer branding activities must be design to

enhance the employer brand image. Employer branding needs some other

techniques to help for the effective organizational attractiveness. Supornpraditchai

et al (2007) and Heger (2007) say that normally organizations focus those

employees who work in the best interest of the organization and try to achieve the

organizational goals. In the recent competitive era, the company brand and

corporate ethics are very important because organizations continually try to

educate their employees about the engagement initiatives and sustainability of the

organization. Dell and Hickey (2002) had identified the importance of talent

management for the employer branding. Chapman et al (2005) adds that the

concept of EB is directly related to talent management because talent management

is combination of various HR practices which determine the future reputation of

the organization as an employer. Morton (2005) and Fernon (2008) had also

mentioned the retention and search of the talent. It is worth mentioning to discuss

the key features of talent management as given by various researchers. Talent

management is important for the organization and in the views of Lewis and

Heckman‟s (2006) talent management consists of HR practices like recruitment,

selection, development and career management. Bhatnagar (2007) said that

employee engagement and a better talent management and retention can play an

important role for organizational success. Vaiman (2008) said that talent

management is the name of developing the workforce according to organization‟s

future needs but it requires the appropriate potential employees to search. In the

views of Joo and Park (2009) HRD professionals can manage the talent by

searching and retaining them. Hughes and Rog (2008) and Gberevbie (2010) have

mentioned that the core job of talent management is to arrange the best performers

in such a way that they should highlight the brand image in the employee market

which makes the organization attractive for the potential employees. Baptiste

(2008) mentioned techniques of talent management which mainly include talent

retention and talent acquisition or talent hunt. Jenner and Taylor (2009) argue that

the concept of talent management is a useful tool for the employers to strengthen

the brand of the organization which can make it attractive for the potential

employees. Different organizations in the world are using different ways for

acquiring the talented staff. TESCO is using different techniques for recruitment

and retention for the school students, college students and university graduates.

The combination of Employer Branding and talent management can make the

organization attractive not only for the internal employees but for the external

employees also.

Organizational attractiveness (OA) is another key feature for any organization to

make future growth. Cable and Turban (2001) considered the OA as competitive

advantage for the employer due to its general attractiveness because it can attract

the job seekers to join the applicant pool with the required skills and competency

level. In the views of Robertson et al (2005) OA serves as mediator between

recruitment message and intentions to accept the job offer. Albinger and Freeman

(2000) had stated that growing influence of the media had made job seekers more

vigilant and any positive or negative news of the organization directly influence

the recruitment process and potential employees made their mind accordingly.

Carless and Imber (2007) said that organizational attractiveness is the name of

certain policies which attract the candidates and in this regard several theories are

presented by the researchers. Potential employees always consider those

organizations where they have the chances to grow. Lievens (2007, p62) advocates

that normally organizational attractiveness is considered to attract the external or

potential employees but in this regard the internal employees are also worth

mentioning. Lyness and Kropf (2005) and Nadeler et al (2010), further add that

HR department should consider the current issue of flexible working hours. In the

views of Gomes and Neves (2011), OA is measured by new job seekers and

experienced job seekers differently due to the prestige of the organization but in

the both cases the employer branding serves as basic attribute of the organization

to attract new employees. Jiang and Iles (2011) considered the OA as the power

which draws the attention of potential employees to focus on the employer brand

and the current employees to stay for long time to enhance the self image. They

further divide the OA in to two categories, one is known as internal organizational

attractiveness and the other is known as external organizational attractiveness.

Jiang and Iles (2011) used the term “Employee-Based Brand Equity” along

“Employer Brand Equity” and “Employer Branding” in their research work and

they highlighted the five dimensions of the EBBE which include economic value,

social value, interest value, developmental value and brand. As they had proved

that these values have a close relationship with the organizational attractiveness

but in this regard the role of talent management cannot be ignored which helps to

retain the employees. In the light of their future research where they have

suggested that a research should be made to determine how university graduates

value the relationship of employer branding and organizational attractiveness.

19. Yi-Hui Wang Recruitment and Retention of Knowledge Workers in

Taiwan’s High Technology Industry

KNOWLEDGE WORKER RETENTION

Abstract

Organization need to have the ability to recruit and retain appropriate knowledge

workers in order to create an inflow of knowledge and skills to develop and

maintain their competitiveness. High technology organization, particularly, rely on

knowledge

workers to transfer human capital into intellectual capital by turning technological

knowledge into products. Taiwan is renowned for information and communication

technology (ICT) product design and manufacture. This research uses Taiwan’s

high technology industry as a sample to examine the recruitment, selection and

retention practices for knowledge workers.

Three organisation ownership types exist in Taiwan’s context: Taiwanese-owned,

foreign-owned and non-private. This study asks: what are the current recruitment,

selection and retention practices for knowledge workers in Taiwan’s high

technology industry? Are There any differences in the three types of ownership

group? Do ownership groups influence knowledge workers’ decisions to join or

stay in their organization? To answer these questions, a quantitative survey was

conducted from September 2009 to March 2010, and two hundred valid

questionnaire responses were

collected (a response rate: 67%). Additionally, interviews were conducted with

human resource managers in 10 organization under various ownerships to collect

information that was unobtainable in the questionnaire survey.

This research contributes empirical evidence about the current

recruitment/selection and retention practices for knowledge workers in Taiwan’s

high technology industry.

The results showed that organization within various ownership groups preferred to

use different practices. Taiwanese-owned firms predominantly used on-line agents

to recruit knowledge workers and relied on employee ownership bonus

programmers to attract and retain knowledge workers. Foreign-owned firms,

significantly, used head hunters. They provided their knowledge workers with

high base salaries, challenging and interesting work, and influential power over

work-related decisions. Non-private

organization were significantly different in their adoption of company websites.

They offered good training programmes, opportunities to access new technology,

and attractive work-life balance, reflecting their research-oriented ethos.

20. Suman Kumar Dawn, Suparna Biswas (2004) Employer branding: A

new strategic dimension of Indian corporations.

Abstract

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 (Sullivian, 2004). This includes

direct and indirect experiences of dealing with the firm. Like actual product

branding, organizations have started to invest employer branding as employees are

the internal customers of the firm. The employer brand builds an image confirming

the organization as a good place to work. Today, an effective employer brand is

essential for competitive advantage. With the liberalization of the Indian economy

in 1991 and subsequent economic reforms, Indian companies are becoming

internationally strategic to utilize the employer brand to attract and retain talent

which leads to expand and growth of the business. This paper gives some concept

on employer branding and also to examine how Indian organizations with a

positive corporate reputation can attract and retain employees. It also focuses to

explain the importance, applicability, outcome and creating an effective employer

branding strategy of Indian companies.

21. Khurram Shahzad Corresponding Author, (2004) Relationship

between Perceived Employer Branding and Intention to Apply,

Abstract

The present study revolves around two major dimensions of the recruitment

function i.e. perceived employer branding and the intention to apply from the

potential candidates. Data was gaThered through questionnaires from 101 students

of different universities who were near to start their career. To test the employer

branding, questions were asked about the telecom companies of Pakistan. Students

provided answers by perceiving the image of these companies in their minds.

Results indicated that employer branding is positively associated with applicants’

intention to apply. If organizations want to attract more qualified people they need

to be attractive as an employer by focusing on different factors which contribute

towards employer branding, in this way they can increase the applicants’ intention

to apply.

22. A Future for Employer Branding? Dealing with Negative Capabilities

in Strategic Human Resource Management (SHRM) Graeme Martin

University of Glasgow,(2005)

Abstract

Employer branding has become an increasingly important topic for private and

public sector organizations because it plays directly into the increasingly important

talent management and Engagement agendas of organizations. In this conceptual

paper we argue the potential impact of Employer branding has still to be fully

understood or elaborated because current theory and Practice have failed to link

this internal application of marketing and branding to the strategic Dilemmas faced

by organizations in their quest to be both different and yet similar and legitimate at

the same time.

This paper begins by (1) setting out these dual logics of Distinctiveness and

similarity and links them to current ideas in the strategy and Strategic

Human Resource Management (SHRM) literature to develop a new framework of

SHRM, Highlighting the ‘negative capabilities’ expressed in them; (2) next, we

discuss three sets of Tensions created by following these contradictory logics; (3)

we then raise the possibility of HR strategy-as-practice as a way of resolving these

tensions by drawing on the emerging Strategy-as-practice literature; (4) finally, we

apply these ideas to employer branding by Defining what it is, the dilemmas it

faces in complex organizations, and how it might be used To resolve the negative

capabilities of differentiation and legitimacy.

23. Kristin Backhaus and Surinder Tikoo (2005) Conceptualizing and

researching employer branding Abstract

Employer branding represents a firm’s efforts to promote, both within and outside

the firm, a clear view of what makes it different and desirable as an employer. In

recent years employer branding has gained popularity among practicing managers.

Given this managerial interest, this article presents a framework to initiate the

scholarly study of employer branding. Combining a resource-based view with

brand equity theory, a framework is used to develop testable propositions.

The article discusses the relationship between employer branding and

organizational career Management. Finally, it outlines research issues that need to

be addressed to develop employer branding as a useful organizing framework for

strategic human resource management.

24. Ann Elizabeth Schulte (2006) The role of learning and development in

employer brand practices

Abstract

Employer brand represents a unique value proposition about what individuals

might receive as a result of working for a particular employer. This proposition, if

delivered as promised, also contributes to a firm's positive reputation as a

workplace.

However, much of the literature on employer brand focuses on the attractiveness

of an organization in the eyes of potential employees. The importance of engaging

existing employees and influencing their commitment to advance organizational

objectives can be argued as an equally critical purpose of employer brand. In

practice, this notion of applying employer brand management to the employee

experience is a more recent focus and may be considered under explored.

Building organizational commitment and influencing workplace behaviours that

drive employee engagement and high performance are often addressed by the

learning and development function in a firm. Using a cross-case comparison

method, this qualitative research study examined how learning and development

activities are leveraged in firms with strong workplace reputations to fulfill the

employer brand expectations of both individuals and companies in the employee

phase of the employment. Life cycle. Three significant roles for the learning and

development function emerged from the data in this study. First, learning and

development stimulates engagement by providing promised opportunities for

professional development and career growth. Learning and development also

builds required workplace behaviors, including the Knowledge and skills

necessary to deliver customer satisfaction {on brand training) and the management

skills necessary to create and sustain the working conditions promised as the

employee experience (manager training). The third role for learning and

development that emerged from the data was that of a reinforce of the identity and

values of the Organizational culture.

25. Khilnani and Kanisha Raina, (2006 ) Building Employer Brand on

Campuses.

Abstract

In the current era of globalization and immense competition, employees have a

wide number of employment options to choose from. The employers cannot be

choosy while hunting talent if they themselves do not enjoy the ‘Employer of

choice’ status. The article aims at providing organizations a one stop solution to

brand themselves as ‚Employer of choice‛ on campuses by the use of the

‘company branding model’, both within and outside the corporation.

Exposition:

In the current era of globalization and immense competition, employees especially

the high performing ones have a wide number of employment options to choose

from. The best talent never looks for a job; they look for a career advancement

opportunity. In other words, even the most passive of prospects will consider

another position if they believe it will enable them to do their best work and feel

comfortable doing it. They want to stand out and fit in. Therefore, the culture of an

employer as well as the vision and values of its leadership are just as important to

great talent as the information that details a specific position with that employer.

It's these factors that touch the right side of their brain and establish an emotional

link between them and the organization. This link assures them that their

employment experience will aid and abet their career success.

Organizations can no longer afford to sit back and loose their prospective

employees to other competitors. Similarly they can’t satiate themselves by what is

available to them as a matter of chance. But have to thrive to attract the right

candidate i.e. candidates which fit into their job roles perfectly. The employers

cannot be choosy while hunting talent if they themselves do not enjoy the

‘Employer of choice’ status. Most sought after employees naturally prefer the

most sought after companies. Hence it is very essential for the employer to create

the desired brand image among prospective employees.

The objective of this research paper is aimed at providing organizations one stop

solution to brand themselves as ‚Employer of choice‛ on campuses. It consists of

two main parts- Company Branding Model- This is a generic model that can be

used by an organization to create desired brand image on college campuses. It

consists of two primary parts, the first one deals with the activities the company

has to undertake within the organization. These are geared towards developing the

ideal employee profile and the company’s USP.

The second part deals with the activities to be implemented outside the

organization in order to gain visibility and turn into the most sought after company

on campuses.

26. Employer branding – source of competitiveness of the industrial plants

(2010)

Abstract

The paper deals with the concept of employer branding, which is very important to

follow, as an employer brand represents the core values of an organization.

Organizations considered good employers have a strong identity and a positive

image in the marketplace. To be successful, organizations need to attract the

employee market. Marketing tools associated with Brand Management have been

applied by the HR (Human Resources) in order to attract, engage and retain

employees in the same way as marketing applies such tools to attract and retain

customers.

27. Johan Bergman and Erik Arnström (2010) Attracting the right

employees A study of successful employer branding, Abstract

Employer branding is an area of growing importance and attention. Though the

concept of attracting and recruiting employees is by no means a new one, the idea

of the employer brand implies a more conscious opinion of companies as

employers by potential employees and as a result a more considered approach by

companies themselves.

One such anonymous company has noticed increased difficulties in attracting

students with the right competence. Therefore, the purpose of this thesis is to

analyze how the attract stage of employer branding could be improved and

formulate suggestions for improvement. The analysis is performed with three

different focuses: formulating an employer branding strategy, organizing a

structure to implement this strategy and communication of the desired image and

brand values.

Results show that the company is lacking in many areas and have potential for

improvement in several key areas. The general analysis is that focus in employer

branding is moving towards a more active dialogue with the target group where

transparency and relations are emphasized. The company could improve their

employer branding management by defining on a more specific target group,

prioritize the opinion of this group over the general student population and use

local brands more in the communication.

DATA ANALYSIS AND INTERPRETATION

1. Table shows the distribution of respondents according to their Gender

MALE 48 71.64179

FEMALE 19 28.35821

TOTAL 67 100

From the above table it can be depicted that majority of the respondents are

male with 48(71.6%) while minority of the respondents with 19(28.4%) are

female.

Thus it can be concluded that most of the respondents are male.

2. Table shows the distribution of respondents according to their Age Group

Parameters Frequency Percentage

Below 21 0 0

21-34 13 19.40299

35-44 9 13.43284

45-54 33 49.25373

55-60 12 17.91045

TOTAL 67 100

72%

28%

Chart : Gender of Respondents

MALEFEMALE

From above table, it can be depicted that majority of the respondents fall

under the age group of 45 – 54 year which is 33 (49.2%). Minority of the

respondent fall into the age group of 35-44 years which is 9 (13.4%). 13

(19.4%) respondents are covered in to 21–34 year age group. 12 (17.9%)

respondents fall in to the age group of 55–60 year age group.

Thus, it can be concluded that majority respondents belong to age group of

45-54 years and minority respondents belong to 35-44 years age group.

19%

13%

49%

18%

Chart : Age of Respondents

Below 2121-3435-4445-5455-60

3. Table shows the distribution of respondents according to their Marital

Status.


MARRIED 58 86.56716

UNMARRIED 9 13.43284

TOTAL 67 100

From the above table it can be depicted that majority of the respondents are

married with 58 (85.6%) while minority of the respondents with 9 (13.4%)

are unmarried.

Thus it can be concluded that majority of the respondents are married.

4. Table shows the distribution of respondents according to their Work

Experience


BELOW 1 YEAR 4 5.970149

1 to 2 YEAR 2 2.985075

2 to 5 YEAR 5 7.462687

5 to 10 YEAR 2 2.985075

10 YEAR & ABOVE 54 80.59701

TOTAL 67 100

87%

13%

Chart : Marital status of Respondents

MARRIEDUNMARRIED

From above table, it can be depicted that that majority of the

respondents i.e. 54(80.59%) have worked for 10 years& above in this

company whereas minority of the respondents 2 (2.98%) worked for 1-2

& 5-10 years in this company. Out of 67 respondents, 5 (7.4%)

respondents have 2-5 years of experience in this company. 4 (5.9%)

respondents have below 1 year experience in this company.

So, it can be concluded that majority of the respondents have worked for

10 years& above in this organization.

6%3%

7%

3%

81%

Chart : Experience of Respondents

BELOW 1 YEAR1 to 2 YEAR2 to 5 YEAR5 to 10 YEAR10 YEAR & ABOVE

5. Table shows the distribution of respondents according to their Annual

Income

From above table tells that annual income of majority of the respondents

47 (70.14%) is 300,000 or more rupees whereas, annual Income of

minority of the respondents 1 (1.4%) is less than 50,000. 14 (20.89%)

respondents earned 200,000 to 300,000 rupees as their annual income. 3

(4.47%) respondents annual income is 100,000 to 200,000. 2 (2.98)

respondents earned 50,000 to 100,000 as their annual income.

Thus, it can be concluded that majority of the respondents earned

300,000 or more as their annual income.

1% 3%

4%

21%

70%

Chart : Annual income of Respondents

LESS THAN 50,00050,000 TO 100,000100,000 TO 200,000200,000 TO 300,000300,000 OR MORE

6. This organization is interested in employee satisfaction.

Opinion Frequency Percentage

Strongly agree 21 31.3

Agree 24 35.8

Neutral 7 10.4

Disagree 15 22.4

Total 67 100.0

From the above table it can be interpreted that majority of the respondent

24(35.8%) agree on the statement and minority of the respondent is neutral

with 7(10.4%) on the statement, organization is interested in employee

satisfaction.

So, it is concluded that majority of the respondent agree to the statement,

organization is interested in employee satisfaction.

7. I rely on this organization to solve employee problems.



Agree 23 34.3

Neutral 35 52.2

Disagree 7 10.4

Total 67 100.0


35(52.2%) neutral on the statement and minority of the respondent is

strongly agree with 2(3.0%) on the statement, organization to solve

employee problems.

So, it is concluded that majority of the respondent neutral to the statement,

organization to solve employee problems.

8. There is a supportive, open, and approachable management style among

line managers in this organization.



Agree 35 52.2

Neutral 20 29.9

Disagree 9 13.4

Total 67 100.0


35(52.2%) agree on the statement and minority of the respondent is

strongly agree with 3(4.5%) on the statement, a supportive, open, and

approachable management style among line managers in the organization.

So, it is concluded that that majority of the respondent agree to the,

statement a supportive, open, and approachable management style among

line managers in the organization.

9. The organization empowers employees to take their own decision on

matters pertaining to their jobs.



Agree 36 53.7

Neutral 13 19.4

Disagree 12 17.9

Strongly disagree 4 6.0

Total 67 100.0



strongly agree with 2(3.0%) on the statement, organization empowers

employees to take their own decision on matters pertaining to their jobs.


organization empowers employees to take their own decision on matters

pertaining to their jobs.

10. If this organization makes a claim or promise to me, it is probably true.



Agree 24 35.8

Neutral 17 25.4

Disagree 13 19.4

Total 67 100.0



strongly agree and disagree with 13(19.4%) on the statement organization

makes a claim or promise to employee, it is probably true.

So, it is concluded that majority of the respondent agree to the statement

organization makes a claim or promise to them, it is probably true.

11. Creating a transparent work culture, employee’s participation in

management, organization climate, and brand image are the cornerstone of

the retention strategy of the organization.



Agree 33 49.3

Neutral 25 37.3

Disagree 5 7.5


Total 67 100.0



strongly agree and disagree with 2(3.0%) on the statement a transparent

work culture, employee’s participation in management, organization

climate, and brand image are the cornerstone of the retention strategy of the

organization.

So, it is concluded that majority of the respondent agree to the statement a

transparent work culture, employee’s participation in management,

organization climate, and brand image are the cornerstone of the retention

strategy of the organization.

12. Management provides excellent incentives and rewards at all levels for

service quality, not just productivity.



Agree 10 14.9

Neutral 27 40.3

Disagree 12 17.9

Total 67 100.0


18(26.9%) strongly agree on the statement and minority of the respondent

is agree with 10(14.9%) on the statement, management provides excellent

incentives and rewards at all levels for service quality, not just productivity.

So, it is concluded that majority of the respondent strongly agrees to the

statement, management provides excellent incentives and rewards at all

levels for service quality, not just productivity.

13. This organization would be willing to solve a problem i might have with the

work.



Agree 32 47.8

Neutral 9 13.4

Disagree 6 9.0


Total 67 100.0

The above table shows that majority of the respondent 32(47.8%) agree on

the statement and minority of the respondent is strongly disagree with

2(3.0%) on the statement organization would be willing to solve a problem

individual might have with the work.


organization would be willing to solve a problem individual might have

with the work.

14. This organization is honest and sincere in addressing my concerns.



Agree 31 46.3

Neutral 20 29.9

Disagree 7 10.4

Total 67 100.0



disagree with 7(10.4%) on the statement organization is honest and sincere

in addressing employee’s concerns.


organization is honest and sincere in addressing employee’s concerns.

15. I am very satisfied with the organization’s recruiting and selection of




Agree 15 22.4

Neutral 12 17.9

Disagree 7 10.4


Total 67 100.0


30(44.8%) strongly agree on the statement and minority of the respondent

is strongly disagree with 3(4.5%) on the statement very satisfied with the

organization’s recruiting and selection of employees to have the right

people for the right job.

So, it is concluded that majority of the respondent strongly agree to the

statement very satisfied with the organization’s recruiting and selection of


16. I am very satisfied with the manager’s efforts to plan, coordinate, set goals,

and establish routines for giving good service.



Agree 33 49.3

Neutral 23 34.3

Disagree 2 3.0


Total 67 100.0



disagree and strongly disagree with 2(3.0%) on the statement satisfied with

the manager’s efforts to plan, coordinate, set goals, and establish routines

for giving good service.


satisfied with the manager’s efforts to plan, coordinate, set goals, and

establish routines for giving good service.

17. I have the opportunities to do what i do best in my work and i wish to

continue with the job and remain loyal to the organization.



Agree 32 47.8

Neutral 13 19.4

Disagree 6 9.0

Total 67 100.0



disagree with 2(9.0%) on the statement opportunities to do what employee

do best in their work and they wish to continue with the job and remain

loyal to the organization.


opportunities to do what employee do best in their work and they wish to

continue with the job and remain loyal to the organization.

18. Management in this organization provides freedom and authority to

employees to act independently in order to provide excellent service.



Agree 26 38.8

Neutral 13 19.4

Disagree 6 9.0


Total 67 100.0



strongly disagree with 2(3.0%) on the statement organization provides

freedom and authority to employees to act independently in order to

provide excellent service.


organization provides freedom and authority to employees to act

independently in order to provide excellent service.

19. Employees would like to associate themselves with the organization as it

demonstrates a brand of success, unique leadership quality, employees.

Engagement initiatives that instill a deep sense of pride and commitment.



Agree 26 38.8

Neutral 15 22.4

Disagree 18 26.9


Total 67 100.0



strongly disagree with 3(4.5%) on the statement organization as it

demonstrates a brand of success, unique leadership quality, employees.

Engagement initiatives that instill a deep sense of pride and commitment.

So, it is concluded that majority of the respondents agree to the statement

organization as it demonstrates a brand of success, unique leadership

quality, employees. Engagement initiatives that instill a deep sense of pride

and commitment.

20. I have a great feeling about contributing worthwhile for the organization

and facilitating Thereby towards creation of organization’s image.



Agree 32 47.8

Neutral 15 22.4

Disagree 3 4.5

Total 67 100.0



disagree with 3(4.5%) on the statement, employee have a great feeling

about contributing worthwhile organization and facilitating Thereby

towards creation of organization’s image.


employee have a great feeling about contributing worthwhile for the

organization and facilitating Thereby towards creation of organization’s

image.

21. HR department motivates employees to communicate their ideas to

management for improvement.



Agree 19 28.4

Neutral 17 25.4

Disagree 16 23.9


Total 67 100.0


19(28.4%) agree on the statement and minority of the respondent is agree

with 2(3.0%) on the statement HR department motivates employees to

communicate their ideas to management for improvement.


HR department motivates employees to communicate their ideas to

management for improvement.

22. HR department conducts various activities to reduce stress for enhancing

their mental abilities.



Agree 19 28.4

Neutral 33 49.3

Disagree 11 16.4

Total 67 100.0


33(49.3%) neutral on the statement and minority of the respondent is

strongly agree with 4(6.0%) on the statement HR department conducts

various activities to reduce stress for enhancing their mental abilities.

So, it is concluded that majority of the respondent neutral to the statement

HR department conducts various activities to reduce stress for enhancing

their mental abilities.

23. HR department encourages staff to use technologies to keep up to date with

issue in their field.



Agree 43 64.2

Neutral 10 14.9

Disagree 11 16.4

Total 67 100.0



strongly agree with 3(4.5%) on the statement, . HR department encourages

staff to use technologies to keep up to date with issue in their field.

So it is concluded that majority of the respondent agrees to the statement .

HR department encourages staff to use technologies to keep up to date with


employee rely on organization to solve problems.

The organization empowers employees to take their own decision on matters pertaining to their jobs.

cornerstone of the retention strategy of the organization.

organization would be willing to solve a problem

satisfaction among recruiting and selection procedure.

opportunities to do in which best.

Employees would like to associate themselves with the organization.

People in community think highly of this organization.

This organization has a good reputation with the customers.

0 5 10 15 20 25 30 35 40 45 50

Management of Oranization

SDD N

1-18

24. People in my community think highly of this organization.



Agree 17 25.4

Neutral 22 32.8

Disagree 20 29.9

Total 67 100.0


22(32.8%) neutral on the statement and minority of the respondent is strongly

agree with 8(11.9%) on the statement people in my community think highly of

this organization.

So, it is concluded that majority of the respondent neutral to the statement, people

in my community think highly of this organization.

25. It is considered prestigious in my community to work for this organization.



Agree 32 47.8

Neutral 23 34.3

Disagree 6 9.0

Total 67 100.0


32(47.8%) agree on the statement and minority of the respondent is strongly agree

and disagree with 6(9.0%) on the statement it is considered prestigious in my

community to work for this organization.

So, it is concluded that majority of the respondent agree to the statement it is

considered prestigious in my community to work for this organization.

26. This organization has a good reputation with the customers.



Agree 22 32.8

Neutral 23 34.3

Disagree 3 4.5


Total 67 100.0



disagree with 2(3.0%) on the statement this organization has a good reputation

with the customers.

So, it is concluded that majority of the respondent neutral to the statement this


27. Customers perceives the people who work in this organization are high caliber

people.



Agree 21 31.3

Neutral 15 22.4

Disagree 27 40.3


Total 67 100.0


27(40.3%) disagree on the statement and minority of the respondent is strongly

agree with 1(1.5%) on the statement organization Customers perceives the people

who work in this organization are high caliber people.

So, it is concluded that majority of the respondent disagree to the Customers

perceives the people who work in this organization are high caliber people.

28. This organization is considered one of the best in it’s sector.



Agree 31 46.3

Neutral 21 31.3

Disagree 7 10.4


Total 67 100.0


31(46.3%) agree on the statement and minority of the respondent is strongly

disagree with 2(3.0%) on the statement This organization is considered one of the

best in it’s sector.

So, it is concluded that majority of the respondent agree to the statement this

organization is considered one of the best in it’s sector.

29. This organization does not have good reputation in my community.



Agree 19 28.4

Neutral 15 22.4

Disagree 13 19.4


Total 67 100.0



disagree with 8(11.9%) on the statement organization does not have good

reputation in my community.


organization does not have good reputation in my community.

Customers perceive the people who work in this organization are high caliber people.

This organization is considered one of the best in its sector.

The organization is to be considered as an employer by choice amongst enterprises in India.

This organization does not have a good reputation in my community.

Company recruitment brochures or web site give detailed.

information about job opportunities.

0 5 10 15 20 25 30 35

Perceived organizational prestige

SDD N

19-24

30. Company recruitment brochures or web site gave me detailed.



Agree 26 38.8

Neutral 17 25.4

Disagree 7 10.4

Total 67 100.0


26(38.8%) agree on the statement and minority of the respondent is disagree with

7(10.4%) on the statement company recruitment brochures or website gave them

detailed.

So, it is concluded that majority of the respondent agree to the statement company

recruitment brochures or website gave them detailed.

31. Information about their job opportunities.



Agree 25 37.3

Neutral 29 43.3

Disagree 11 16.4

Total 67 100.0



agree with 2(3.0%) on the statement employees are well informed about their job

opportunities.


employees are well informed about their job opportunities.

32. This organization keeps the employees well informed.



Agree 34 50.7

Neutral 18 26.9

Disagree 5 7.5


Total 67 100.0



disagree with 1(1.5%) on the statement organization keeps the employees well

informed.



33. The employees and management all endeavor to live the brand. Thrive the brand

and survive the brand and facilitate in creation of a unique enterprise.



Agree 21 31.3

Neutral 24 35.8

Disagree 5 7.5


Total 67 100.0



disagree with 3(4.5%) on the statement employees and management all endeavor

to live the brand. Thrive the brand and survive the brand and facilitate in creation

of a unique enterprise.


employees and management all endeavor to live the brand. Thrive the brand and

survive the brand and facilitate in creation of a unique enterprise.

34. The organization’s dealing with public are transparent and it maintains effective

public recruiting.



Agree 24 35.8

Neutral 21 31.3

Disagree 4 6.0


Total 67 100.0



disagree with 2(3.0%) on the statement the organization’s dealing with public are

transparent and it maintains effective public recruiting.

So, it is concluded that majority of the respondent agree to the statement the

organization’s dealing with public are transparent and it maintains effective public

recruiting.

35. Job postings gave me detailed information about openings for which this

organization is recruiting.



Agree 24 35.8

Neutral 19 28.4

Disagree 15 22.4


Total 67 100.0



disagree with 2(3.0) on the statement job postings gave them detailed information

about openings for which this organization is recruiting.

So, it is concluded that majority of the respondent agree to the statement job

postings gave them detailed information about openings for which this

organization is recruiting.

36. Every employee in this organization receives training that enhances his/her ability

to deliver high quality service



Agree 14 20.9

Neutral 25 37.3

Disagree 8 11.9


Total 67 100.0



disagree with 4(6.0) on the statement in organization receives training that

enhances his/her ability to deliver high quality service.

So, it is concluded that majority of the respondent neutral to the in organization

receives training that enhances his/her ability to deliver high quality service.

37. Management provides excellent leadership.



Agree 26 38.8

Neutral 22 32.8

Disagree 5 7.5


Total 67 100.0



disagree with 1(1.5%) on the statement management provides excellent

leadership.




The employees and management all Endeavour to live the brand,Thrive the brand and survive the brand

organization’s dealings with public are transparent and it maintains effective public relations

Job postings give detailed information about openings.

Every employee in this organization receives training that enhances his/her ability to deliver high quality service.

Management provides excellent leadership.

This organization is convenient as a place to work.

The retention rate of employees is high due to job security, service

0 5 10 15 20 25 30 35 40

Transparency and leadership

SDD N

25-32

38. This organization is convenient for me as a place to work.



Agree 35 52.2

Neutral 18 26.9

Disagree 4 6.0

Total 67 100.0



4(6.0%) on the statement organization is convenient for them as a place to work.

So, it is concluded that majority of the respondent agrees to the statement


39. The retention rate of employees is high due to job security, service.



Agree 22 32.8

Neutral 20 29.9

Disagree 6 9.0

Total 67 100.0



6(9.0%) on the statement retention rate of employees is high due to job security,

service.

So, it is concluded that majority of the respondent agree to the statement retention

rate of employees is high due to job security, service.

40. Benefits, social security measures, and employer’s brand image.



Agree 36 53.7

Neutral 11 16.4

Disagree 5 7.5


Total 67 100.0



disagree with 1(1.5%) on the statement benefits, social security measures, and

employer’s brand image.

So, it is concluded that majority of the respondent agree to the statement benefits,

social security measures, and employer’s brand image.

41. My organization fulfill needs.



Agree 33 49.3

Neutral 17 25.4

Disagree 4 6.0

Total 67 100.0



4(6.0%) on the statement that organization fulfill employee’s needs.

So, it is concluded that majority of the respondent agree to the statement that

organization fulfill employee’s needs.

42. My organization is a good overall match for me.



Agree 21 31.3

Neutral 30 44.8

Disagree 6 9.0

Total 67 100.0


30(44.8%) neutral on the statement and minority of the respondent is disagree

with 6(9.0%) on the statement organization is a good overall match for employee.



43. When compared with other organizations, my organization provides better

employees, benefits.



Agree 38 56.7

Neutral 20 29.9

Disagree 3 4.5


Total 67 100.0



agree, disagree and strongly disagree with 3(4.5%) on the statement compared

with other organizations, their organization provides better employees benefits.


compared with other organizations, their organization provides better employees

benefits.

benefits, social security measures, and employer’s brand image.

organization fulfill needs.


organization provides better employees, benefitswhile compare to others

People from other organizations look down at this organization.

immediate supervisor understands the problem face at work.

0 5 10 15 20 25 30 35 40

Organization fit

SDD N

33-38

44. My immediate supervisor understands the problem I face at work.



Agree 38 56.7

Neutral 16 23.9

Disagree 5 7.5


Total 67 100.0



disagree with 1(1.5%) on the statement my immediate supervisor understands the

problem which they face at work.

So, it is concluded that majority of the respondent agree to the statement satisfied

with, my immediate supervisor understands the problem which they face at work.

45. I am satisfied with my immediate supervisor as a positive role model.



Agree 27 40.3

Neutral 16 23.9

Disagree 6 9.0

Total 67 100.0



6(9.0%) on the statement employee is satisfied with their immediate supervisor as

a positive role model.


employee is satisfied with their immediate supervisor as a positive role model.

46. I feel that my job performance fairly evaluated.



Agree 20 29.9

Neutral 35 52.2

Disagree 7 10.4

Total 67 100.0



agree with 5(7.5%) on the statement that employee’s job performance fairly

evaluated.

So, it is concluded that majority of the respondent neutral to the statement, that


47. My immediate supervisor is concerned about my personal needs and problems.



Agree 41 61.2

Neutral 17 25.4

Disagree 5 7.5

Total 67 100.0



5(7.5%) on the statement employee’s immediate supervisor is concerned about

their personal needs and problems.


employee’s immediate supervisor is concerned about their personal needs and

problems.

48. My department uses employee feedback to make improvements.



Agree 23 34.3

Neutral 23 34.3

Disagree 9 13.4


Total 67 100.0


23(34.3%) agree and neutral on the statement and minority of the respondent is

strongly disagree with 3(4.5%) on the statement, employee’s department uses

employee feedback to make improvements.

So, it is concluded that majority of the respondent agree and neutral to the

statement, employee’s department uses employee feedback to make

improvements.

satisfaction among immediate supervisor as a positive role model.

job performance is fairly evaluated.

immediate supervisor is concerned about personal needs and problems

department uses employee feedback to make improvements.

understand the company’s mission statement, vision, and values.

0 5 10 15 20 25 30 35 40 45

Individual motivation factors

SDD N

39-43

49. I understand the company’s mission statement, vision, and values.



Agree 27 40.3

Neutral 18 26.9

Disagree 5 7.5


Total 67 100.0



with 3(4.5%) on the statement company holds celebrations for success.

So, it is concluded that majority of the respondent agree to the statement company

holds celebrations for success.

50. The company holds monthly or yearly social events.



Agree 21 31.3

Neutral 15 22.4

Disagree 23 34.3


Total 67 100.0



agree and strongly disagree with 4(6.0%) on the statement company holds

monthly or yearly social events.

So, it is concluded that majority of the respondent disagree to the statement

company holds monthly or yearly social events.

51. The company supports frequent contests, celebrations, and team building

activities.



Agree 23 34.3

Neutral 31 46.3

Disagree 8 11.9


Total 67 100.0



disagree with 2(3.0%) on the statement company supports frequent contests,

celebrations, and team building activities.


company supports frequent contests, celebrations, and team building activities.

52. Diverse perspectives are valued within my department.



Agree 19 28.4

Neutral 32 47.8

Disagree 15 22.4

Total 67 100.0



agree with 1(1.5%) on the statement diverse perspectives are valued within my

department.

So, it is concluded that majority of the respondent neutral to the statement diverse


53. My department holds regular team meetings.



Agree 25 37.3

Neutral 28 41.8

Disagree 11 16.4


Total 67 100.0



agree with 1(1.5%) on the statement department holds regular team meetings.



The company holds celebrations for success.

The company holds monthly or yearly social events.

The company supports frequent contests, celebrations, and team building activities.

Diverse perspectives are valued within my department.


0 5 10 15 20 25 30 35

Organizational motivation factors

SDD N

44-48

54. When compared with other organization, my organization provides better

employee benefits.



Agree 23 34.3

Neutral 17 25.4

Disagree 4 6.0


Total 67 100.0



4(6.0%) on the statement compared with other organization, their organization



compared with other organization, their organization provides better employee

benefits.




Agree 24 35.8

Neutral 16 23.9

Disagree 6 9.0


Total 67 100.0



6(9.0%) on the statement organization is convenient for them as a place to work.



56. This organization brand is different for employees when comparing to other

organization.



Agree 41 61.2

Neutral 13 19.4

Disagree 11 16.4

Total 67 100.0



with 2(3.0%) on the statement organization brand is different for employees when



organization brand is different for employees when comparing to other

organization.

57. Employees consider their job more attractive than similar job elsewhere and

intend to work as hard as necessary and continue with the organization.



Agree 34 50.7

Neutral 21 31.3

Disagree 7 10.4

Total 67 100.0



with 5(7.5%) on the statement employees consider their job more attractive than

similar job elsewhere and intend to work as hard as necessary and continue with

the organization.


employees consider their job more attractive than similar job elsewhere and

intend to work as hard as necessary and continue with the organization.

When compared with other organization, my organization provides better employee benefits.

organization is convenient as a place to work.

organization brand is different for employees when comparing to other organization.

Believe of empolyee towards their task and organization.

0 5 10 15 20 25 30 35 40 45

Comparative evalution

SDD NASA

49-52

Customer perceived the people who work in this organization are high caliber people.

Opinion Frequency Percent


Agree 20 29.9

Neutral 28 41.8

Disagree 16 23.9

Total 67 100.0



agree with 3(4.5%) on the statement customer perceived the people who works in

this organization are high caliber people.


customer perceived the people who works in this organization are high caliber

people.

58. People in my community think highly of this organization.



Agree 35 52.2

Neutral 15 22.4

Disagree 5 7.5


Total 67 100.0



and disagree with 5(7.5%) on the statement people in my community think highly

of this organization.

So, it is concluded that majority of the respondent agree to the statement people in

my community think highly of this organization.

59. The organization has good reputation with customers.



Agree 38 56.7

Neutral 10 14.9

Disagree 8 11.9


Total 67 100.0



disagree with 1(1.5%) on the statement The organization has good reputation with

customers.

So, it is concluded that majority of the respondent agree to the statement The


Customer perceived the people who works in this organization are high caliber people.

People incommunity think highly of this organization.

This organization has a good reputation with the customers.

0 5 10 15 20 25 30 35 40

Customer perspective as perceived by employees.

SDD NA

53-55

60. When other organizations are recruiting new staff, they would not want staff from

this organization.



Agree 27 40.3

Neutral 24 35.8

Disagree 6 9.0


Total 67 100.0



with 3(4.5%) on the statement other organizations are recruiting new staff, they

would not want staff from this organization.

So, it is concluded that majority of the respondent agree to the statement other

organizations are recruiting new staff, they would not want staff from this

organization.

61. This organization does not have a good reputation in my community.



Agree 15 22.4

Neutral 21 31.3

Disagree 23 34.3


Total 67 100.0



agree with 2(3.0%) on the statement organization does not have a good reputation

in their community.

So, it is concluded that majority of the respondent disagree to the statement

organization does not have a good reputation in their community.

62. People from other organization look down at this organization.



Agree 14 20.9

Neutral 30 44.8

Disagree 11 16.4


Total 67 100.0



disagree with 4(6.0%) on the statement people from other organizations look

down at this organization.

So, it is concluded that majority of the respondent neutral to the statement people

from other organizations look down at this organization.

other organizations would not want staff from this organization while recruting.

This organization does not have a good reputation in community.

People from other organization look down at this organization.

0 5 10 15 20 25 30 35

Perception outside the organization

SDD NA

56-58

HYPOTHESES

CORRELATION BETWEEN EMPLOYER BRANDING AND MANAGEMENT OF

ORGANIZATION

Employer

Branding

Management Of

Organization

Employer Branding

Pearson Correlation 1 .754**

Sig. (2-tailed) .000

N 67 67

Management Of

Organization

Pearson Correlation .754** 1


N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

There is a positive correlation of 0.754 between Employer Branding and

Management of Organization With 99% confidence level that shows employer

branding greatly affected by management of organization.

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDING

Linear (EM-PLOYER BRAND-ING)

MANAGEMENT OF ORGANI-ZATION

Linear (MAN-AGEMENT OF ORGANIZATION)

MANAGEMENT OF ORGANIZATION

EMPL

OYER

BRAN

DING

CORRELATION BETWEEN EMPLOYER BRANDING AND PERCEIVED

ORGANIZATIONAL PRESTIGE

Employer

Branding

Perceived

Organizational

Prestige

Employer Branding



N 67 67

Perceived

Organizational

Prestige



N 67 67



Perceived Organization Prestige at 99% confidence level.

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDING

Linear (EMPLOYER BRAND-ING)

PERCEIVED ORGANI-ZATIONAL PRESTIGE

Linear ( PERCEIVED OR-GANIZATIONAL PRESTIGE)

PERCEIVED ORGANIZATIONAL PRESTIGE

EMPL

OYER

BRAN

DING

CORRELATION BETWEEN EMPLOYER BRANDING AND TRANSPERANCY

AND LEADERSHIP

Employer

Branding

Transparency

And

Leadership

Employer Branding



N 67 67

Transparency And

Leadership



N 67 67


A positive correlation of 0.746 between Employer Branding and Transparency

and Leadership with 99% confidence level which shows transparency and

leadership within organization has high impact on employer branding.

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDINGLinear (EM-PLOYER BRAND-ING)Linear (EM-PLOYER BRAND-ING) TRANSPARENCY AND LEADER-SHIPLinear ( TRANS-PARENCY AND LEADERSHIP)Linear ( TRANS-PARENCY AND LEADERSHIP)

TRANSPARENCY AND LEADERSHIP

EMPL

OYER

BRAN

DING

CORRELATION BETWEEN EMPLOYER BRANDING AND ORGANIZATION FITEmployer Branding Organization Fit

Employer Branding



N 67 67

Organization Fit



N 67 67



Organization Fit with 99% confidence level

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDING

Linear (EMPLOYER BRANDING)

ORGANIZATION FIT

Linear (ORGANI-ZATION FIT)

ORGANIZATION FIT

EMPL

KOYE

R BRA

NDIN

G

CORRELATION BETWEEN EMPLOYER BRANDING AND INDIVIDUAL MOTIVATION

FACTORS

Employer

Branding

Individual

Motivation

Employer Branding



N 67 67

Individual

Motivation



N 67 67



Individual Motivation with 99% confidence level which shows that employer’s

motivation has a greater impact to build employer branding.

0 2 4 6 8 10 120

2

4

6

8

10

12

MOTIVATION Individual Level factor

Linear (MOTIVATION Individual Level factor )

EMPLOYER BRANDING


INDIVIDUAL MOTIVATION FACTORS

EMPL

OYER

BRAN

DING

CORRELATION BETWEEN EMPLOYER BRANDING AND ORGANIZATIONAL

MOTIVATION FACTORS

Employer

Branding

Organizational

Motivation

Employer Branding



N 67 67

Organizational

Motivation



N 67 67



Organization Motivation with 99% confidence level which represents that

employer branding affected by overall organization motivation.

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDING


MOTIVATION ORGANI-ZATIONAL FACTOR

Linear (MOTIVATION ORGANIZATIONAL FAC-TOR)

ORGANIZATIONAL MOTIVATION FACTORS

EMPLO

YER B

RAND

ING

CORRELATION BETWEEN EMPLOYER BRANDING AND COMPERATIVE

EVALUTION

Employer

Branding

Comparative

Evolution

Employer Branding



N 67 67

Comparative

Evaluation



N 67 67


There is a positive correlation of 0.774 between Employer Branding And

Comparative Value with 99% confidence level which reflect that employer

branding greatly affected by comparative evaluation of an organization with other

organization.

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDING


COMPARATIVE EVALUTION

Linear (COMPAR-ATIVE EVALUTION)

COMPARATIVE EVALUTION

EMPL

OYER

BRAN

DING

CORRELATION BETWEEN EMPLOYER BRANDING AND CUSTOMER

PERSPECTIVE AS PRCEIVED BY EMPLOYEES

Employer

Branding

Customer

Perspective As

Perceived By

Employees

Employer Branding



N 67 67

Customer

Perspective As

Perceived By

Employees



N 67 67



Perception Perceived by Employees with 99%confidence level which state that

employer perception impacts on employer branding.

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDING


CUSTOMER PERSEPCTIVE AS PERCEIVED BY EMPLOYEES

Linear (CUSTOMER PERSEPCTIVE AS PERCEIVED BY EMPLOYEES)

CUSTOMER PERSPECTIVE AS PERCEIVED BY EMPLOYEES

EMPL

OYE

R BR

ANDI

NG

CORRELATION BETWEEN EMPLOYER BRANDING AND PERCEPTION OUTSIDE

ORGANIZATIONEmployer Branding Perception Outside

Organization

Employer Branding

Pearson Correlation 1 .045


N 67 67

Perception Outside

Organization

Pearson Correlation .045 1


N 67 67

o There is a positive correlation of 0.045 between Employer Branding and

Perception outside Organization with 99% confidence interval.

0 2 4 6 8 10 120

2

4

6

8

10

12

EMPLOYER BRANDING


PERCEPTION OUTSIDE THE ORGANIZATION

Linear (PERCEPTION OUTSIDE THE ORGA-NIZATION)

PERCEPTION OUTSIDE THE ORGANIZATION

EMPLO

YER BR

ANDIN

G

Findings1) Personal background

Majority of the respondents are male with 48(71.6%) while minority of the

respondents with 19(28.4%) are female.

Majority of the respondents fall under the age group of 45 – 54 year which is

33 (49.2%). Minority of the respondent fall into the age group of 35-44 years

which is 9 (13.4%). 13 (19.4%) respondents are covered in to 21–34 year age

group. 12 (17.9%) respondents fall in to the age group of 55–60 year age

group.

Majority of the respondents are married with 58 (85.6%) while minority of the

respondents with 9 (13.4%) are unmarried.

Majority of the respondents i.e. 574(80.59%) have worked for 10 years&

above in this company whereas minority of the respondents 2 (2.98%) worked

for 1-2 & 5-10 years in this company. Out of 67 respondents, 5 (7.4%)

respondents have 2-5 years of experience in this company. 4 (5.9%)

respondents have below 1 year experience in this company.

Majority of the respondents 47 (70.14%) is 300,000 or more rupees whereas,

annual income of minority of the respondents 1 (1.4%) is less than 50,000. 14

(20.89%) respondents earned 200,000 to 300,000 rupees as their annual

income. 3 (4.47%) respondents annual income is 100,000 to 200,000. 2 (2.98)

respondents earned 50,000 to 100,000 as their annual income.

2) Management of organization

Majority of the respondent 24(35.8%) agree on the statement and minority of

the respondent is neutral with 7(10.4%) on the statement, organization is

interested in employee satisfaction.

Majority of the respondent 35(52.2%) neutral on the statement and minority of

the respondent is strongly agree with 2(3.0%) on the statement, organization

to solve employee problems.


the respondent is strongly agree with 3(4.5%) on the statement, a supportive,

open, and approachable management style among line managers in the

organization.


the respondent is strongly agree with 2(3.0%) on the statement, organization

empowers employees to take their own decision on matters pertaining to their

jobs.


the respondent is strongly agree and disagree with 13(19.4%) on the statement

organization makes a claim or promise to employee, it is probably true.


the respondent is strongly agree and disagree with 2(3.0%) on the statement a

transparent work culture, employee’s participation in management,

organization climate, and brand image are the cornerstone of the retention

strategy of the organization.

Majority of the respondent 18(26.9%) strongly agree on the statement and

minority of the respondent is agree with 10(14.9%) on the statement,

management provides excellent incentives and rewards at all levels for service

quality, not just productivity.


the respondent is strongly disagree with 2(3.0%) on the statement organization

would be willing to solve a problem individual might have with the work.


the respondent is disagree with 7(10.4%) on the statement organization is

honest and sincere in addressing employee’s concerns.

Majority of the respondent 30(44.8%) strongly agree on the statement and

minority of the respondent is strongly disagree with 3(4.5%) on the statement

very satisfied with the organization’s recruiting and selection of employees to

have the right people for the right job.


the respondent is disagree and strongly disagree with 2(3.0%) on the statement

satisfied with the manager’s efforts to plan, coordinate, set goals, and establish

routines for giving good service.


the respondent is disagree with 2(9.0%) on the statement opportunities to do

what employee do best in their work and they wish to continue with the job

and remain loyal to the organization.


the respondent is agree with 2(3.0%) on the statement HR department

motivates employees to communicate their ideas to management for

improvement.


the respondent is strongly agree with 4(6.0%) on the statement HR department

conducts various activities to reduce stress for enhancing their mental

abilities.

Minority of the respondent is strongly agree with 3(4.5%) on the statement,

HR department encourages staff to use technologies to keep up to date with


3) Perceived organizational prestige


the respondent is strongly agree with 8(11.9%) on the statement people in my

community think highly of this organization.


the respondent is strongly agree and disagree with 6(9.0%) on the statement it

is considered prestigious in my community o work for this organization.


the respondent is strongly disagree with 2(3.0%) on the statement this


Majority of the respondent 27(40.3%) disagree on the statement and minority

of the respondent is strongly agree with 1(1.5%) on the statement organization

customers perceives the people who work in this organization are high caliber

people.


the respondent is strongly disagree with 2(3.0%) on the statement this

organization is considered one of the best in it’s sector.


the respondent is strongly disagree with 8(11.9%) on the statement

organization does not have good reputation in my community.

4) Transparency and leadership


the respondent is disagree with 7(10.4%) on the statement company

recruitment brochures or website gave them detailed.


the respondent is strongly agree with 2(3.0%) on the statement employees are

well informed about their job opportunities.


the respondent is strongly disagree with 1(1.5%) on the statement organization

keeps the employees well informed.


the respondent is strongly disagree with 3(4.5%) on the statement employees

and management all endeavor to live the brand. Thrive the brand and survive

the brand and facilitate in creation of a unique enterprise.


the respondent is strongly disagree with 2(3.0%) on the statement the

organization’s dealing with public are transparent and it maintains effective

public recruiting.


the respondent is strongly disagree with 2(3.0) on the statement job postings

gave them detailed information about openings for which this organization is

recruiting.


the respondent is strongly disagree with 4(6.0) on the statement in

organization receives training that enhances his/her ability to deliver high

quality service.


the respondent is strongly disagree with 1(1.5%) on the statement


5) Organization fit



convenient for them as a place to work.


the respondent is disagree with 6(9.0%) on the statement retention rate of

employees is high due to job security, service.


the respondent is strongly disagree with 1(1.5%) on the statement benefits,

social security measures, and employer’s brand image.


the respondent is disagree with 4(6.0%) on the statement that organization

fulfill employee’s needs.


the respondent is disagree with 6(9.0%) on the statement organization is a

good overall match for employee.


the respondent is strongly agree, disagree and strongly disagree with 3(4.5%)

on the statement compared with other organizations, their organization

provides better employees benefits.

6) Individual motivation factor


the respondent is strongly disagree with 1(1.5%) on the statement my

immediate supervisor understands the problem which they face at work.


the respondent is disagree with 6(9.0%) on the statement employee is satisfied

with their immediate supervisor as a positive role model.


the respondent is strongly agree with 5(7.5%) on the statement that



the respondent is disagree with 5(7.5%) on the statement employee’s

immediate supervisor is concerned about their personal needs and problems.

Majority of the respondent 23(34.3%) agree and neutral on the statement and

minority of the respondent is strongly disagree with 3(4.5%) on the statement,

employee’s department uses employee feedback to make improvements.

7) Organizational level motivation factors


the respondent is strongly agree with 3(4.5%) on the statement company holds

celebrations for success.


of the respondent is strongly agree and strongly disagree with 4(6.0%) on the

statement company holds monthly or yearly social events.


the respondent is strongly disagree with 2(3.0%) on the statement company

supports frequent contests, celebrations, and team building activities.


the respondent is strongly agree with 1(1.5%) on the statement diverse



the respondent is strongly agree with 1(1.5%) on the statement department

holds regular team meetings.

8) Comparative evaluation


the respondent is disagree with 4(6.0%) on the statement compared with other

organization, their organization provides better employee benefits.



convenient for them as a place to work.


the respondent is strongly agree with 2(3.0%) on the statement organization

brand is different for employees when comparing to other organization.

9) Customer perspective as perceived by employees


the respondent is strongly agree with 5(7.5%) on the statement employees

consider their job more attractive than similar job elsewhere and intend to

work as hard as necessary and continue with the organization.


the respondent is strongly agree with 3(4.5%) on the statement customer

perceived the people who works in this organization are high caliber people.


the respondent is strongly agree and disagree with 5(7.5%) on the statement

people in my community think highly of this organization.

10) perception outside the organization


the respondent is strongly disagree with 1(1.5%) on the statement the



the respondent is strongly agree with 3(4.5%) on the statement other

organizations are recruiting new staff, they would not want staff from this

organization.


of the respondent is strongly agree with 2(3.0%) on the statement organization

does not have a good reputation in their community.


the respondent is strongly disagree with 4(6.0%) on the statement people from

other organizations look down at this organization.

11) Correlation


Management of Organization With 99% confidence level that shows employer

branding greatly affected by management of organization.


Perceived Organization Prestige at 99% confidence level.

A positive correlation of 0.746 between Employer Branding and Transparency

and Leadership with 99% confidence level which shows transparency and

leadership within organization has high impact on employer branding.


Organization Fit with 99% confidence level.


Individual Motivation with 99% confidence level which shows that employer’s

motivation has a greater impact to build employer branding.


Organization Motivation with 99% confidence level which represents that

employer branding affected by overall organization motivation.

There is a positive correlation of 0.774 between Employer Branding And

Comparative Value with 99% confidence level which reflect that employer

branding greatly affected by comparative evaluation of an organization with other

organization.


Perception Perceived by Employees with 99%confidence level which state that

employer perception impacts on employer branding.


Perception outside Organization with 99% confidence interval.

Further Perception outside Organization has negative correlation with other

factors:

-0.114 with Perceived organizational prestige.

-0.097 with Individual Motivation.

-0.152 with organization motivation.

-0.041 with Comparative value.

-0.134 with perception perceived by employees.

CONCLUSION

The study can be concluded that majority respondents are male and most of them

are married. Respondent belongs to middle aged group. Majority of the

respondents have experience of 10 years& above in this organization. Majority of

the respondents earned handsome amount as their monthly income. Thus it can

be concluded that respondents of this organization are well experienced in their

field.

This study reveals that majority of the respondents are provided adequate

facilities and freedom to do their job effectively. It can be depicted that majority

of the respondents are knew what was expected from them at work. Their superior

was cared about them as a person and encouraged their development with

supportive approachable and open management style. Large part of the

respondents feels their opinion was seemed to count and purpose of their

company feels them that their job was important.

Majority respondents are proud to tell people that they worked for particular

organization. Company treats their employees well. As the company needs to

improve the incentive policy and retention strategy so that employees feel that it

is best company to work. Considering everything, respondents are satisfied

with their company.

HR department conduct various activities to reduce stress for enhancing

employees’ mental abilities. Majority of the respondent satisfied, HR department

motivates employees to communicate their ideas to management for

improvement. For the development of employee organizations are also use up to

date technology.

Majority of respondents are satisfied with their working conditions and they are

satisfied with their present job. Respondents were understood what was expected

from them in their work. Respondents’ good performance was recognized and

acknowledged by their manager. So it is to be concluded that most of the

respondents are satisfied with the working condition while There is need to

put more efforts for make their job challenging and interesting so that

employees will get more satisfaction from their job and the kind of work they

do.

While working in the company majority of the respondent proud to be at

particular organization because of brand image of the organization and people

think that they are the highly caliber people. So it can be concluded that

employees are work with inner satisfaction and proudly which affect to the

organization’s productivity as well culture.

Majority of the respondent satisfied with communication channels such as

company’s web site, brochure and also managers which are help for them to

inform about the new job opportunities for employee.

Organization regularly measures the effect of their retention strategy. This

particular organization provides a comfortable, safe work environment and has a

good reputation in the community. Organization provided opportunities for

growth and development and management knew that how much it cost to replace

every employee. Employees of the organization have many opportunities to

understand the role their job play and how it contributes to the bottom line of the

company. It can be revealed that management understood why employees stay or

leave their company and what kept them engaged. Managers knew their job

forecast and professional development plan for the next two years.

Organization’s employees are aware that they are an ‘asset’ in which

organization will invest and not a ‘cost’ to be reduced. Management knows the

talents of their employees and utilized them regularly. It can be depicted that

company did what was needed to retain their valuable employees that is why

the rate of turnover in their company was lower than the industry average.

43% of the respondents think that their organization conduct training programs

and various activities for talent acquisition by which retention strategy make a

strong . They also believe that their managers are trained to select, identify, guide,

coach, reward and retain their people. Ultimately it can be concluded that

company retaining their employees by providing adequate facilities, good

working condition, fair salary and fringe benefits and opportunities for

career growth as well employer branding.

SUGGESTIONS

Management provides excellent incentives and rewards at all levels for service

quality, not just productivity.

HR department should be more flexible for motivates employees to communicate

their ideas to management for improvement.

HR department conducts more various attractive activities to reduce stress for

enhancing their mental abilities.

Company should make more strong channels for recruitment brochures or web

site by which different important information gaThered easily.

Every employee in organization receives training that enhances his/her ability to

deliver high quality service.

Organization should allot the tasks which are fit to competencies of employees to

satisfied employees with their current job and the kind of work they do.

Organization should develop such tools like job rotation for making job

interesting and challenging.

Management should know the talents of their employees and utilized them

regularly

Leadership must be accessible that should share the organizational vision and

direction

Managers should be trained to select, identify, guide, coach, reward and retain

their people

Managers should hold regular meetings with their work groups and those

meetings should keep them informed, give them information and enable them to

do a better job .

Promotion should be goes to the deserve candidate not to the senior one .

Organization should provide opportunity for career growth of the employees by

coaching, and by helping employees to achieve their personal goals, by providing

adequate training... Encouragement of staff development, and opportunities for

growth."

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AligningEmployeeAndBusinessLearning

QUESTIONNAIRE

http://www.shrm.org/research/futureworkplacetrends/documents/10-0028%20india_article_employer_brand_v5.pdf

http://www.shrm.org/research/futureworkplacetrends/documents/10-0028%20india_article_employer_brand_v5.pdf

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http://www.mindtools.com/pages/article/newTMM_45.htm

Parul Institute of Management, Ta. Waghodia,

Dist.Vadodara

(Masters of Business Administration)

(2013-2015)

Research Topic: Employer Branding For Knowledge

Worker Retention.

Name of Researcher(s): Mr. Dhaval Prajapati

Mr. Raj Trivedi

Name Of Research Guide: Ms. Alpa Parmar

NOTE: This research is done partial fulfillment of course of

MBA. The data collected here will be confidential and eill be used

purely foe academic purpose only.

Questionnaire on Employer Branding For Knowledge Worker Retention

Background Information

1 Name(Optional)

2 Age

3 Marital status

UNMARRIE

D

MARRIE

D SINGLE

4 Gender FEMALE MALE

5 Department

6 Experience(In Years)WITH ORGANIZATION

OVERALL

7 Income

8 Number Of Working member in family One Two

Above

TWO

SA = Strongly Agree D = Disagree

A = Agree SD = Strongly Disagree

N= Neutral

Management of the Organization SD D N A SA

1. This organization is interested in employee satisfaction.

2. I rely on this organization to solve employee problems.

3.There is a supportive, open, and approachable

management style among line managers in this

organization.

4. The organization empowers employees to take their own

decision on matters pertaining to their jobs.

5. If this organization makes a claim or promise to me, it is

probably true.

6.

Creating a transparent work culture, employee’s

participation in management, organization climate, and

brand image are the cornerstone of the retention strategy

of the organization.

7. Management provides excellent incentives and rewards at

all levels for service quality, not just productivity.

8. This organization would be willing to solve a problem I

might have with the work.

9. This organization is honest and sincere in addressing my

concerns.

10.I am very satisfied with the organization’s recruiting and

selection of employees to have the right people for the

right job.

11.I am very satisfied with the manager’s efforts to plan,

coordinate, set goals, and establish routines for giving

good service.

12.I have the opportunities to do what I do best in my work

and I wish to continue with the job and remain loyal to

the organization.

13.Management in this organization provides freedom and

authority to employees to act independently in order to

provide excellent service.

14.

Employees would like to associate themselves with the

organization as it demonstrates a brand of success, unique

leadership quality, employees. Engagement initiatives

that instill a deep sense of pride and commitment.

15.I have a great feeling about contributing worthwhile for

the organization and facilitating Thereby towards creation

of organization’s image.

16. HR department motivates employees to communicate

their ideas to management for improvement.

17. HR department conducts various activities to reduce

stress for enhancing their mental abilities.

18. HR department encourages staff to use technologies to

keep up to date with key issue in their field.

Perceived Organizational Prestige

19. People in my community think highly of this

organization.

20. It is considered prestigious in my community to work for

this organization.

21. This organization has a good reputation with the

customers.

22. Customers perceive the people who work in this


23. This organization is considered one of the best in its

sector.

24. This organization does not have a good reputation in my

community.

Transparency and Leadership

25. Company recruitment brochures or web site gave me

detailed.

26. information about their job opportunities.

27. This organization keeps the employees well informed.

28.The employees and management all Endeavour to live the

brand. Thrive the brand and survive the brand and

facilitate in creation of a unique enterprise.

29. The organization’s dealings with public are transparent

and it maintains effective public relations.

30. Job postings gave me detailed information about openings

for which this organization is recruiting.

31. Every employee in this organization receives training that

enhances his/her ability to deliver high quality service.

32. Management provides excellent leadership.

Organization Fit


34. The retention rate of employees is high due to job

security, service

35. benefits, social security measures, and employer’s brand

image.

36. My organization fulfill needs.

37. My organization is a good overall match for me.

38. When compared with other organizations, my

organization provides better employees, benefits.

Factor Analysis on Motivation

1)individual level factor

39. My immediate supervisor understands the problem I face

at work.

40. I am satisfied with my immediate supervisor as a positive

role model.

41. I feel that my job performance is fairly evaluated.

42. My immediate supervisor is concerned about my personal

needs and problems.

43. My department uses employee feedback to make

improvements.

2.Organizational Level Factor

44. I understand the company’s mission statement, vision,

and values.

45. The company holds monthly or yearly social events.

46. The company supports frequent contests, celebrations,

and team building activities.

47. Diverse perspectives are valued within my department.

48. My department holds regular team meetings.

3)Comparative evaluation

49. When compared with other organization, my organization



51. This organization brand is different for employees when


52.Employees consider their job more attractive than similar

job elsewhere and intend to work as hard as necessary and

continue with the organization.

4)CUSTOMER PRESPECTIVE AS PERCEIVED BY

EMPLOYEES

53. Customer perceived the people who works in this


54. People in my community think highly of this

organization.

55. This organization has a good reputation with the

customers.

5)perception outside the organization

56. When other organizations are recruiting new staff, they

would not want staff from this organization.

57. This organization does not have a good reputation in my

community.

58. People from other organization look down at this

organization.

Documents

Project 2015