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Employer branding

Attracting employees to the area of GGV

Written by S. Gummesson

Paper category

Master Thesis

Subject

Business Administration>Human Resources

Year

2017

Abstract

Master Thesis: Employer Brand—Future Employees The recruitment market is a group of Payne and Holts (2001) relationship value management strategies, which will be studied in detail in this paper. One aspect of this research is to examine how the company attracts employees, and on the other hand, how to retain employees, which will be explained in Section 2.3. Gummesson (1999) explained that the employer brand should be used to attract employees, so the employer brand is one of the driving factors of this article. Falonius (2010) explained that attracting and retaining employees is one of the biggest challenges facing companies, because for many companies, the attitude, personality, and experience of employees are critical to the company. According to Falonius (2010), for many organizations, this problem is being solved by developing plans for how to become attractive employers. 2.2.1 Definition of Employer Brand Employer brand refers to the development of brand strategy for potential employees. Brand includes the psychological, economic and functional benefits provided by employers to employees (Thorne, 2004). According to Falonius (2010), employer branding includes answering the following questions "Why should I look for a job in this company? Why should I stay in this company as an employee? What does employment bring not just salary but also?". Employer brand work must be long-term and have a clear strategy for success (Falonius, 2010). According to Dyhre and Parment (2013), most companies know many attributes of their dream customers, but not the employees they dream of. Nilsson and Stjerna (2011) interpret dream jobs as idealized imaginations of jobs that people want to have someday in their lives. An important part of employer branding is not only attracting the right people, but also being able to provide dream employees with their dream jobs, because this will increase the chances of employee retention (Dyhre & Parment, 2013). Attractive employers provide strong development opportunities for employees they hope to attract, as well as personal assessments based on weaknesses, strengths, desires, attitudes, and values ​​(Parment & Dyhre, 2009; Heilmann, Saarenketo, and Liikkanen, 2013). GE’s Jack Welch (as quoted by Kotler, 2003) said that “customers are the only ones who can fire all of us.” This idea is that a well-functioning employer brand will attract more and hopefully better employees, while internal marketing will Make employees stay and work together to create greater customer value. Falonius (2010) described employee challenges as including long-term efforts to retain, motivate employees, and provide promotion opportunities within the company. Later, when employees leave, they still play an important role as company ambassadors (Falonius, 2010). 2.2.2 Reasons for using an employer brand Dyhre and Parment (2013) describe three reasons why an employer brand should be considered:-The scope of qualified workforce does not match the current or future demand for highly educated people. Without the right people, companies cannot achieve orgrow (Dyhre & Parment, 2013). Knowledge is the key to organizational success, because knowledge and education can promote ideas and concepts related to development, so being able to attract and retain the right people becomes more and more important (Davis & Schroeter, 2003). -The needs of the new generation of labor are different from previous generations (Dyhre & Parment, 2013). A generation of employees want to be seen and heard, and want to know why they should work for a particular company (Dyhre & Parment, 2013). If the company cannot provide what they want, they will only get a new job. Previous generations, including Baby Boomers and Generation X, have become more loyal to their employers (Dyhre & Parment, 2013; Reisenwitz & Iyer, 2009). However, as long as Gen Y employees are developing, creative, and work suitable for their social life, they will remain loyal (Reisenwitz and Iyer, 2009). By 2025, nearly 75% of the global workforce will be made up of millennials. Understanding what future generations are looking for is important to be able to attract them (Evans, 2016). Different generations are attracted to different things, so the employees the company is looking for need different advertisements and products (Eversole, Venneberg & Crowder, 2012). As new communication methods through social media have brought greater transparency, and by being attractive to some people, the company has become attractive to others. Current employees have a great influence on other people's perceptions of the company, which makes it even more important to have a strong employer brand from the inside out (Dyhre & Parment, 2013). Dyhre and Parment (2013) showed that companies with a successful employer brand strategy increase the chances of obtaining job candidates without even searching, thereby increasing the cost of evaluating applications, but it reduces recruitment costs, such as advertising and time, but it also reduces The possibility of a company needs to retain and attract workers with increasingly higher wages and benefits (Dyhre & Parment, 2013; Gultekin, 2011; Evans, 2016). Kotler (2003) explained that people with higher education lowered the cost of education within the company because employees were educated in previous research. High salaries attract people and therefore reduce employee turnover (Kotler, 2003; Rynes, Gerhart, and Minette, 2004). Educated employees usually demand higher salaries, but because lower employee turnover rates are accompanied by higher salaries, higher salaries often keep people in the company, which is still money-saving (Kotler, 2003). Read Less