EMPLOYER BRAND MANAGEMENT AND EVALUATION

INTRODUCTION

Employer branding is an important part of talent acquisition, engage and retention strategies for organizations. But it is important to manage and evaluate the employer brand to ensure its success. One of the challenges is that there is no universal model for employer brand management. Assessments of the employer brand are often subjective and untrue.

The level of development of an employer brand is core related to the level of development of the company’s business process as a whole. With a robust employer brand, the Company's competitiveness increases, the number of candidates for its vacancies increases, the duration of employee employment in the company increases, and staff turnover decreases. 

The target audience of the employer brand requires new approaches to management from the employer. This is due to a change in the generation of candidates in the labour market. Most of the companies are loosing potential employees due to EVP mismatch and Employer Brand immaturity.  The current development of employer brand, especially for the current generation, is relevant due to the growth of these jobseekers in the labour market. Nowadays, most of the companies are creating about active corporate socially responsible strategies. A large part of communication with candidates is done by them.

After this pandemic, the approach of brand development and evaluation was changed, which is  formed in the online space. The most common job search channels are social networks, especially corporate website of the company and job search websites. 

In the above context, it is a challenging process to develop a model for management and evaluation of the employer brand as component of the effectiveness. With a positive development of the employer brand in the target audience, the company reduces entrepreneurial risks when searching for talent. A significant indicator of the company’s competitiveness is its intellectual potential. The risk of difficulties with recruitment affects the growth of recruitment costs.  The low level of wages entails an increase in staff turnover and a decrease in labour productivity. A low level of employees increases the number of errors and failures at work, the growth of defective products or low-quality services.  These risks are social and weighty in appearance.

EMPLOYER BRAND MANAGEMENT

Employer brand management is the process of developing a positive reputation as an employer. Here's a breakdown of key aspects:

Define the brand identity: 

The distinctive identity and value proposition that an organization presents to both current and prospective employees. Ambler, T., & Barrow, S. (1996). In the current context, defining the employer brand involves considering several key factors  that influence the perception of an organization as an employer. Ensuring that the employer brand aligns with the organization's overall mission, values, and corporate brand. Backhaus, K., & Tikoo, S. (2004).

Employer Brand Communication:

Consistency is important in how the brand is communicated across all touchpoints, including career sites, social media, and employee interactions Ambler, T., & Barrow, S. (1996). Communicating the benefits and rewards of working for the organization to attract and retain top talent (EVP).

Employee Experience:

Focus on creating a positive employee experience at every stage, from recruitment to offboarding. Happy employees are the best brand ambassadors.DeCenzo, D. A., & Robbins, S. P. (2002). By providing opportunities for professional growth and advancement, we aim to enhance employee engagement and retention. 

Engagement Initiatives:

Implement programs and initiatives that foster employee engagement, such as professional development opportunities, wellness programs, and diversity initiatives. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002)

EVALUATION EMPLOYER BRAND

Surveys and Feedback : 

Assess the employer brand and identify areas for improvement by conducting regular surveys and gathering feedback from current employees.Cable, D. M., & Turban, D. B. (2001)

Candidate Experience:

Evaluate the candidate experience during the recruitment process through feedback and analysis to identify strengths and weaknesses.Van Hoye, G., & Lievens, F. (2007)

Social Media Monitoring:

Monitor social media channels to gauge public perception of the employer brand and address any negative feedback or misconceptions.Brown, M. E., & Treviño, L. K. (2006)

Retention Rates and Employee Satisfaction:

Track retention rates and measure employee satisfaction to assess the effectiveness of the employer brand in retaining top talent.P., Cho, S., & Meurs, J. A. (2016)

CONCLUSION

Organizations can attract, retain, and engage top talent in today's competitive job market by implementing effective employer brand management strategies and continuously evaluating the employer brand.

REFERENCE

Ambler, T., & Barrow, S. (1996). The Employer Brand. Journal of Brand Management, 4(3), 185-206.

Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5), 501-517

Ambler, T., & Barrow, S. (1996). The employer brand. Journal of Brand Management, 4(3), 185-206.

DeCenzo, D. A., & Robbins, S. P. (2002). Fundamentals of human resource management. John Wiley & Sons.

Reference: Cable, D. M., & Turban, D. B. (2001). Establishing the dimensions, sources, and value of job seekers’ employer knowledge during recruitment. Research in Personnel and Human Resources Management, 20(1), 115-163.

Van Hoye, G., & Lievens, F. (2007). Investigating web-based recruitment sources: Employee testimonials vs. word-of-mouth. International Journal of Selection and Assessment, 15(3), 371-386.

Guchait, P., Cho, S., & Meurs, J. A. (2016). Effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. International Journal of Hospitality Management, 55, 33-41.