THE EMPLOYER BRAND. Tim Ambler and Simon Barrow. PAN’AGRA Working Paper. No. August Tim Ambler is Grand Metropolitan Senior. Employer branding applies marketing techniques to the process of recruiting and retaining employees. Ambler and Barrow saw the opportunity to attract. The employer brand Tim Ambler* and Simon Barrow * Address: London BusinessSchool, Regents Figure 1 Link between quality ot employees.
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Employer branding – Wikipedia
Employer brand describes an employer’s reputation as a place to workand their employee value propositionas opposed to the more general corporate brand reputation and value proposition to customers. The art and science of employer branding is therefore concerned with the attraction, engagement and retention initiatives targeted at enhancing your company’s employer brand.
Just as a customer brand proposition is used to define a product or service offer, an employer value proposition also sometimes referred to as an employee value proposition or EVP is used to define an organization’s employment offering.
Likewise the marketing disciplines bfand with branding and brand management have been increasingly applied by the human resources and talent management community to attract, engage and retain talented candidates and employees, in the same way that marketing applies such tools to attracting and retaining clients, customers and consumers.
Within this paper, Simon Barrow and Tim Ambler defined the employer brand as “the package of functional, economic and psychological benefits provided by employment, and identified with the employing company”. Now it’s absolutely integral to business strategy—resonating well beyond the doors of the HR department”. Similar recognition of the growing importance of employer brand thinking and practice has also been recently in evidence in the USA,  Australia,  Asia,    and Europe,     with the publication of numerous books on the subject.
A candidate’s market, combined with new consumer behavior, has lead to the rise in importance of employer branding as a Human Resources and Marketing Discipline. The market has shifted since the great recession in qmbler of candidates given low unemployment. Brad means that employers are fighting over the same small pool of candidates to fill their open roles, especially in hard to brane areas like data scientist and other STEM based roles.
Moreover, consumer behavior has changed the way that people look for jobs. The candidate journey isn’t simply a job seeker finding your job and applying. This is especially true of the best candidates – they want to research a company and build a teh with it over months before applying for a job.
This creates a dynamic where companies who invest in employer branding are seeing lower cost per hire and time to fill. Just as sites like Yelp and TripAdvisor have sprung up to review restaurants and hotels, there is a menagerie of brrow dedicated to allowing current, past, and future employees to review employers.
While companies can encourage their employees to leave reviews, the reality is that many of these sites are populated by former employees who’ve had a bad experience. This is evidenced by the average Glassdoor rating of 3. This difference is driven by everyone rating in the case of Uber, versus a more biased group reviewing employers.
Beyond encouraging employees to leave reviews, employers can also pay a fee to have sponsored profiles on each of these review barrrow which allows them to post job ads, and add employer branding related content, amongst other ways of controlling their profile. Similar to brand advertising, the return on investment from employer branding efforts can be hard to measure. Many companies struggle with ways to measure the money saved or earned from efforts such as creating a culture video, having a better career site, or developing talent pipelines.
However, more sophisticated HR teams have been able to see a decrease in their spend on executive recruiters, the time it takes to fill a role, and the overall cost of hiring. Given the state of employer branding is still quite nascent, companies have found low hanging fruit and ways of measuring their return such as EricssonVirginGEREIThe US Military and many more. There are now an emerging group of tools that ambleer assist HR and Marketing teams in their employer branding efforts.
Some of these tools were originally designed for marketing purposes such as MailChimp, Canva, Hootsuite, Wistia, etc. Others are existing HRTech that have evolved to have employer branding capabilities such as the newer generation of applicant tracking systems and job boards.
There is also a small group of software providers that focuses explicitly on employer branding such as NextWave Hire, Ongig, LinkedIn Elevate, or Smashfly.
Employer brand management expands the scope of this brand intervention beyond communication to incorporate every aspect of the employment experience, and the people branv processes and practices often referred to as “touch-points” that shape the perceptions of existing and prospective enployer.
By doing so it supports both external recruitment of the right kind of talent sought by an organisation to achieve its goals, and the subsequent desire for effective employee engagement and employee retention. As for consumer brands, most employer brand practitioners and authors argue that effective employer branding and brand management requires a clear Employer Brand proposition,  or Employee value proposition.
This latter aspect of the employer brand proposition is often referred to in the HR hrand as the “psychological contract”. Internal marketing focuses on communicating the customer brand promise, and the attitudes and behaviours expected from employees to deliver on that promise. Successful Habits of Visionary Companies ‘ study published in the mid’s.
While brand-led culture change is often the stated desire of these programmes their focus on communication-led, marketing methods however, involving or experiential has been prone to the same failings of conventional internal marketing.