EMPLOYER BRANDING : EMPLOYER BRAND VS EMPLOYER BRANDING AND PRIMARY OBJECTIVE OF THE EMPLOYER BRANDING.

 

INTRODUCTION

Brands are among the organization’s most valuable assets and, as a result, developing the brand strategy is a key activity in many organizations. Although organizations generally focus their branding efforts towards developing product and corporate brands, branding can also be used in the area of human resource management. The application of the branding principles to human resource management has been termed “employer branding” 

EMPLOYER BRAND VS EMPLOYER BRANDING

As mentioned above, both the terms' employer brand and Employer branding are not interchangeable, and each definition is different. The term employer brand concerns how current and prospective employees perceive the organisation. In other words, establishing the identity of the organisation as an employer, and covers the organisation’s value, policy and behaviour towards the attracting prospective of employees and retaining the current employees of the organisation.  

The employer branding concerns how an organisation brands itself as an attractive workplace towards stakeholders and is centred around the process connected to creating the desired brand image ((Backhaus & Tikoo 2004, 502).

WHAT IS EMPLOYER BRAND?

The term employer brand was introduced in 1996 by Tim Ambler and simon Barrow, Who define it as “the package of functional, economic and psychological benefits provided by employment, and identified with the employing company ”  (Ambler & Barrow 1996, 187) Additionally another definition was made by Berthon, Ewing & Hah, who state that “employer brand aims to communicate and highlight the distinctive features of unique work experience for various categories of employees, both current and potential, to position itself as an employer of choice”

The main purpose of with the employer brand is for organisations to position themselves as an employer of choice towards current and prospective employees by communicating and classifying the organisation’s vision, mission  and values to appear attractive and unique over competitors. The relationship between an employer and employee provides mutual benefits in terms of functional and symbolic attributes to ensure high-quality standard within the workplace  (Backhaus & Tikoo 2004, 505). According to Ambler and Barrow, the benefits of an employer brand can be compared to the benefits of product brands in which the intent is to be functional, economic, and psychological. The functional benefits entail desirable attributes like salary, benefits, and leave allowance, whereas the economic benefits are financially oriented and can entail material rewards. Finally, psychological benefits are closely connected to emotions that Centre around a feeling of belonging, an individual’s purpose, and direction within the organization (Ambler & Barrow 1996, 187)

WHAT IS EMPLOYER BRANDING?

Employer branding is “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” (Kashive & Khanna 2017, 211). 

Employer branding communicates the unique employment position of the organization to prospective hires, current employees, and society by creating a positive image of the organization as a distinct and desirable employer and workplace. By creating this positive image, the organization distinguishes itself from its competitors by clarifying the unique employment experience by considering the totality of tangible and intangible reward features that the organization offers to its employees (Kashive & Khanna, 2017: Ambler & Barrow, 1996). 

PRIMARY OBJECTIVES OF THE EMPLOYER BRANDING 

1. Attracting & Retaining Top talent 

The employer branding serves two primary objectives, such as attracting the potential employee and retaining the current employee. Hence, organizations developing and implementing the effective employment branding strategy can lead to competitive advantage. Thus, external employer branding focuses on the attraction and recruitment of new employees, whereas internal employer branding focuses on retaining current employees with the satisfaction. 

2. Great Work place culture

Employer branding aims to a positive workplace culture where employees feel valued, respected, and motivated to perform at their best. By aligning organizational values with employee experiences, companies can create a supportive and inclusive environment that promotes collaboration and innovation.

3. Enhancing the corporate and product brand reputation

Employer branding contributes to enhancing the corporate and product brand reputation of the organization, both internally and externally. A good employer brand can attract not only top talent but also customers, investors, and other stakeholders who perceive the company as ethical, trustworthy, and socially responsible.

4. Differentiation in the Market: 

Employer branding assists differentiate the organization from competitors by highlighting their unique employer value proposition (EVP) and employer brand identity.

CONCLUSION

The employer brand is the image of the organization as an employer, and employer branding is the deliberate effort to shape and manage that image through strategic actions and communication. Effective employer branding attracts the right talent and enhances the performance of the organisation.  The primary objectives of employer branding, including attracting top talent, enhancing employee retention, fostering a positive workplace culture, enhancing brand reputation, and differentiating the organization in the market.

REFERENCE

Ambler, Tim, and Simon Barrow. 1996. “The Employer Brand.” Journal of Brand

Management. Backhaus, Kristen & Surinder Tikoo. 2004. Conceptualizing and Researching Employer Branding. Career Development international.

Berthon, P., Ewing, M., & Hah, L. (2005). Captivating company: dimensions of attractiveness in employer branding. International Journal of Advertising, 24(2), 151-172.

Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco, CA: Jossey-Bass.

Turban, D. B., & Cable, D. M. (2003). Firm reputation and applicant pool characteristics. Journal of Organizational Behavior, 24(6), 733-751.

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