Employer branding orientation: effects on recruitment performance under COVID-19

In this study we examined the impact of employer branding orientation (EBO) on recruitment performance. The study is based on a sample of 153 knowledge-intensive firms operating on the Russian labor market. Partial least squares structural equation modeling was used to test the research model. Our results revealed that EBO positively related to employer branding strategy and employer value proposition (EVP) which, in turn, impact the recruitment performance. We also identified the moderating effect of COVID-19 influence on employer branding programs. This study contributes to the debate on the role of EBO in HRM practices of companies and provides practitioners with evidence on importance of EVP formulation.

Addressing employee turnover in retail through CSR and transformational leadership

PurposeEmployee turnover, a reality that Indian retail organizations cannot ignore, is the central theme of this paper. The authors have aimed to empirically establish corporate social responsibility initiatives (CSRI) and transformational leadership (TL) as rather unconventional predictors that can potentially influence retail employees' intention to stay (ITS) through sequential mediation by employer branding (EB) and organizational identification (OI).Design/methodology/approachData collected using a structured questionnaire from three hundred and five frontline employees working with twenty-nine Indian retail outlets in the Delhi-National Capital Region (NCR) region was tested using structural equation modelling.FindingsFindings confirmed the impact of both CSRI and TL on ITS, with sequential mediation by EB and OI. While OI partially mediated the effect of EB on ITS, TL exerted more influence than CSRI in enhancing EB.Originality/valueThis study enhances retail literature by empirically testing a unique fusion of organization and individual-level predictors that influence ITS as an individual-level outcome. Having TL and a firm corporate philosophy of CSR spending can enhance a retailer's image as a preferred employer brand and generate OI to successfully address employee turnover

Is my employee still attracted to me? Understanding the impact of integrated communication and choice of communication channels on employee attraction

Purpose: The study attempts to extend the current scholarship in the field of employer branding. Integrated communication is about consistent communication that is synergistic through multiple communication channels. Employer branding activities that involve multiple internal communication channels aim to attract employees. The study proposes that the perceived impact of effective integrated communication in employer branding shapes employee attitude and hence employee attraction. Employee perception of the choice of communication channels is also proposed to have an impact on employee attraction. Design/methodology/approach: An exploratory qualitative study in the form of interviews and a preliminary survey was conducted in the first phase. The main study involved a questionnaire survey to empirically test the proposed hypotheses. The respondents were information technology-business process management (IT-BPM) employees (n = 520) in India. Findings: The direct and interaction effects of integrated communication and usefulness of communication channels on employee attraction within the organization were empirically validated to suggest a positive impact on employee attraction. Originality/value: The study extends the current body of knowledge on talent attraction to include present employees. Similarly, the study on integrated communication and its impact on employee attraction is an important addition to the literature on employer branding, internal communication and talent management, given the present coronavirus disease 2019 (COVID-19) situation. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Internal communication and employer branding within a humanistic model – a case study of IKEA (Spain, 2019–2021)

PurposeThe study aims to establish that a humanistic model is a necessary context for efficient employer branding (EB) and to identify the characteristic features of a humanistic model in IKEA.Design/methodology/approachThis study included a review of the scientific literature and a narrative case study via semi-structured interviews with top management leaders and middle managers.FindingsThe research demonstrates that the effectiveness of EB depends on the implementation of a humanistic model and that IKEA uses a business paradigm that involves EB through a humanistic management model. In addition, the pandemic has enhanced prosocial management and revealed the need for this model in companies. Through the analysis of the humanistic model used by IKEA, the authors provide an example of how other organizations and business leaders can develop communities and society not based on profit maximization. However, further research is needed to contrast the quantitative information provided by the company itself and by external sources. What is offered in this article is the starting point for future studies on this topic.Originality/valueThis is one of the first studies on EB in the context of a humanistic model and the first to use IKEA as a paradigmatic example.

The role of CSR in high Potential recruiting: literature review on the communicative expectations of high potentials

PurposeThe purpose of this paper is to identify what attention science pays to CSR communication for the process of career orientation and employer decision-making by the critical sought after top talent.Design/methodology/approachThe review is structured as a systematic literature review of the CSR–HRM intersection. In 11 EBSCO online databases one of several "CSR-terms” was combined with one of several "HRM-terms”.FindingsAlthough CSR has long been recognized as a relevant factor for organizational attractiveness (Greening and Turban, 2000) and talent attraction and its importance is reflected in the ongoing "war for talent” (Chambers et al., 1998) in which (prospective) leaders are considered a critical human resource for corporate success (Ansoff, 1965), few contributions are focusing on successfully recruited future leaders/high potentials.Practical implicationsThere is a knowledge gap about the importance of CSR in high potential recruiting, which influences both resource-strong decisions on the company side and the communication behavior of applicants. Companies only know about a general CSR relevance for employees and applicants. Accordingly, no attention-optimized CSR communication can take place. In the highly competitive battle for the attention of high potentials, this leads to undifferentiated communication formats. At the same time, high potentials may not receive the CSR information of interest to them from an employer at the relevant time and therefore cannot present an optimal fit in the cover letters and thus cannot prove themselves as ideal candidates.Originality/valueCSR is not only an obligatory field of communication for companies, but also a special opportunity in recruiting the young value-oriented generations Y and Z. The research on CSR communication in the course of their career decision has not been covered in a review so far, the research situation is thus explicitly addressed for the first time and practical implications for the post COVID-19 employer brand and recruiting communication are addressed.

Employer Branding in the Fashion Industry: CSR Actions by Fashion SMEs

Little is known about SMEs' perceptions of CSR, sustainability, and business ethics, particularly in the fashion industry. We have even less information on the relationship between SMEs' CSR actions and employer branding. This important knowledge gap is addressed in this study. We intend to focus on how small and medium-sized enterprises that are operating and considered sustainable in the fashion industry interpret the concept of sustainability, corporate social responsibility (CSR), and business ethics, which CSR elements appear in relation to employees, and how they contribute to employer branding. In the course of our qualitative research, we conducted semistructured, in-depth interviews with the owners and managers of 10 European businesses, bearing sustainability in mind. Our results show that the organisational culture and the reputation perceived by a wide range of stakeholders are the most essential elements of employer branding, which promotes employees' commitment to sustainable fashion enterprises.

Employer branding under COVID-19 pandemic in Russian companies

An integrated approach to employer branding during COVID-19 pandemic based on employer branding orientation is considered in this article. The empirical study in employer branding was conducted in Russian companies in 2020. The research object was the HR professionals from Russian medium-sized and large companies. Using the data from the descriptive survey, the number of strategic (employer branding orientation, employer branding strategy, employer value proposition) and operational (communication programs, communication channels and content) features in employer branding in Russian companies during COVID-19 pandemic were identified.

Investigating the influences of employer branding attributes on turnover intentions of hospitality workforce in the COVID-19 in Vietnam

PurposeThis study aims to develop a comprehensive understanding about employer branding dimensions as well as the dimension's possible links with turnover intentions through the lens of existing hospitality employees.Design/methodology/approachA survey was conducted based on a sample of 200 hospitality employees in order to examine relationships between employer branding dimensions and turnover intentions. Structural equation modeling (SEM) was used for data analysis and hypothesis testing.FindingsThe findings found that economic, social, development and security values had negative impacts on turnover intentions;however, the impact of application and interest values on turnover intentions were not confirmed.Practical implicationsHospitality managers can prioritize actions and strategies that influence their staff's intentions to quit, subsequently reducing employee turnover.Originality/valueGiven the lack of studies on employer branding dimensions from the perspective of current employees, especially the employees' relationships with employee turnover intentions, this study points out employer branding factors that impact employee turnover intentions in the settings of coronavirus disease 2019 (COVID-19). The findings add to the literature on employer branding and employee turnover management and provide insights for hospitality managers in the context of the New Normal.

Evaluating the Impact of Coronavirus Disease-2019 Pandemic on Employer Branding, Employee Engagement and Employee Performance: A Moderation Study of Indian Information Technology Firms

Anchored in job demands-resources (JDR) theory and event system theory, this research investigates the impact of employer branding on employee engagement and employee performance in the backdrop of the Coronavirus Disease 2019 (COVID-19) pandemic. COVID-19 caused unprecedented changes in the workplace dynamics of the information technology (IT) firms in India, affecting employee engagement levels. Therefore, the moderating role of COVID-19 event strength is examined on the relationship between employer branding and employee engagement. The proposed hypotheses were examined by performing structural equation modelling on the data gathered from 791 employees of IT firms in India. Data were collected through a self-report survey using a questionnaire instrument consisting of measuring items adapted from the existing literature. The research findings suggest that significant affirmative relationships exist among employer branding, employee engagement and employee performance. Organizational commitment demonstrated a partial mediating effect on the relationship between employer branding and employee engagement. Further, the COVID-19 event strength positively moderated the relationship between employer branding and employee engagement, suggesting that employer branding practices are more crucial in organizations, which were heavily affected by the pandemic. This research offers significant insights for academic and human resource (HR) practitioners regarding the role of employer branding in enhancing employee engagement and employee performance during times of crisis.

The role of CSR in high Potential recruiting: literature review on the communicative expectations of high potentials

Purpose The purpose of this paper is to identify what attention science pays to CSR communication for the process of career orientation and employer decision-making by the critical sought after top talent. Design/methodology/approach The review is structured as a systematic literature review of the CSR-HRM intersection. In 11 EBSCO online databases one of several "CSR-terms" was combined with one of several "HRM-terms". Findings Although CSR has long been recognized as a relevant factor for organizational attractiveness (Greening and Turban, 2000) and talent attraction and its importance is reflected in the ongoing "war for talent" (Chambers et al., 1998) in which (prospective) leaders are considered a critical human resource for corporate success (Ansoff, 1965), few contributions are focusing on successfully recruited future leaders/high potentials. Practical implications There is a knowledge gap about the importance of CSR in high potential recruiting, which influences both resource-strong decisions on the company side and the communication behavior of applicants. Companies only know about a general CSR relevance for employees and applicants. Accordingly, no attention-optimized CSR communication can take place. In the highly competitive battle for the attention of high potentials, this leads to undifferentiated communication formats. At the same time, high potentials may not receive the CSR information of interest to them from an employer at the relevant time and therefore cannot present an optimal fit in the cover letters and thus cannot prove themselves as ideal candidates. Originality/value CSR is not only an obligatory field of communication for companies, but also a special opportunity in recruiting the young value-oriented generations Y and Z. The research on CSR communication in the course of their career decision has not been covered in a review so far, the research situation is thus explicitly addressed for the first time and practical implications for the post COVID-19 employer brand and recruiting communication are addressed.

Restructuring Interlinked With Employer and Corporate Branding Amidst COVID-19: Embodying Crowdsourcing.

The COVID-19 pandemic is an unprecedented time in history. Surrounding this pandemic are many enormous uncertainties across the globe. Severe consequences have assessed for the incomes of almost 84% of employers and 68% of self-employed who are working and living in countries that are or have went through a phase of closing workplaces. Similarly, the global rate of unemployment is also expected to be increased in the coming years as 54% of employers worldwide are running their businesses in the hardest-hit sectors. All of these clearly show the uneven impact of the Coronavirus crisis (COVID-19) which will remarkably compound already present inequalities, difficulties, and vulnerabilities. The economic ramifications for 186 countries under the crunch of the COVID-19 pandemic is also considered tremendous for Pakistan. The core aim of this research was to test a new conceptual framework depicting the ramifications of restructuring processes carried out by management for their organizations amidst the COVID-19 pandemic on an Institute's reputation as an employer brand. It also investigates the impact of perceived restructuring on a corporate brand promise made by the university or institute from the viewpoints of other key stakeholders and potential job seekers. The current study had proposed four hypotheses and according to the results of Structural Equation Modeling, the direct hypothesis based upon the relationship between restructuring and employer branding has been rejected. This study shows that restructuring and employer branding has a negative and insignificant effect on each other. The second direct hypothesis of the study that measures the effect of restructuring on corporate branding has been accepted. A corporate brand is a kind of a hub and it considers how an institute treats and deals with all of its stakeholders. It is different from employer brand as the perceptions of employees were the main focus. So, according to the results restructuring did not cause massive damage to the overall outlook of the institute. Furthermore, for the purpose of mediation analysis, the maximum likelihood method by bootstrapping was adopted to test the indirect hypotheses of the study. Crowdsourcing was introduced as a mediator in this study with restructuring, employer, and corporate brand all together in one framework, which is the novel aspect of this study. There are two indirect hypotheses and according to the results both of them did not show any insignificant results. Firstly, the study analyzed mediation among crowdsourcing, restructuring, and employer branding which was fully accepted as the results showed full mediation between these constructs. Secondly, the study analyzed mediation among crowdsourcing, restructuring, and corporate branding which was partially accepted as results showed partial mediation between these constructs.

Brand orientation, employer branding and internal branding: Do they effect on recruitment during the COVID-19 pandemic?

Over the last twenty-five years, employer branding has been a subject of increasing attention among HRM scholars and practitioners. However, very limited research has explored the link between employer branding and HRM performance. To address the gap, in this study we explored how employer branding orientation impacted recruitment outcomes during the COVID-19 pandemic. In addition we combined both the brand orientation and internal branding concepts to better empirically explain their impact on building employer brand orientation. Based on cross-sectional data collected from 233 companies operating on Russian labor market, we found the positive relationships between brand orientation and employer branding orientation, between employer branding orientation and the employer branding programs, which are positively related to recruitment outcomes. However, the moderating effect of internal branding was negative. We also found moderating effects of COVID-19 in the relationship between employer branding orientation, employer branding programs, and recruitment outcomes.

Impact of Employer Branding on Employee Attraction and Retention

The prime purpose of this study was to understand what is perceived as employer branding and how employer branding influences talent attraction and retention in the IT industry. When employees join or apply to an organisation, they always look for a unique set of benefits (Employee Value Proposition or EVP) and the brand, apart from the compensation and rewards offered. Employer branding helps organisations in spending less on recruiting and retaining quality employees. Considering the growing importance of employer branding, existing research on the subject covering similar concepts/topics is not extensive – and is majorly confined to marketing literatures. Data were collected and analysed both quantitatively and qualitatively. For quantitative analysis, a suitable survey questionnaire was floated, containing 16 questions spanning the critical areas discussed in the paper, to employees of different IT sector firms, and a few other companies in the metropolitan as well as other cities in India. For qualitative analysis, a few in-depth interviews were conducted with a select set of employees – primarily from various IT sector companies. So, the study was a nested complimentary mixed method study. This research will be useful to HR executives in general, and to those working for IT companies in particular.