countries and cultures but multinationals too havepenetrated the Indian market to a great extent. With theincrease in operations comes the increase in need forskilled labour.The war for talent has reached new heights with HRmanagers and strategists alike, devising innovative andexhaustive approaches to attract talent. But do we havethe infrastructure in place to supply the talent that meetsthe growing demand? Here are some statistics:In essence, India has more than twice as many graduates as the population of Australia. But still, HRprofessionals are always speaking of skill shortage onthe one hand and barely 10% of corporate India is saidto use formal executive search on the other. So wheredo companies recruit employees from and how do they recruit? Campus recruitment is one major source.
The cream concept
The graduates who form the cream of the talent pool(graduates from the IIT's, the IIM's etc) always prefer to work for the best of the organizations.Similarly, all organizations too want to employ preferably the top 20% of the talent pool. Given the factthat the cream of graduates are spoilt on choice when itcomes to choosing an organization to work with, HRprofessionals and strategists have been expending enormous amounts of time, energy and financialresources to earn the 'employer of choice' tag for theirrespective organizations in the face of low unemployment and skill shortages. This is whereemployer branding comes into the picture.
ince the dawn of globalization and the subsequentboom in business, not only have Indian companiesexpanded their range of operations across
Employer branding in the literal sense of the word iscreating or promoting an organizations' 'brand identity'. An employer brand is the emotional connection betweenthe employer and the employee - one that extends itself to the other stakeholders, the community at large andmore importantly, to the potential employees.Employer branding takes shape on the same lines astraditional product branding. While a Unique Selling Proposition or the USP is driven through traditionalbranding, the 'Good Employer Positioning' or GEP isdriven through employer branding.Similarly, while traditional branding puts forth the'why buy me' proposition, employer branding puts forththe 'why work with me' proposition. And finally, whiletraditional branding aims at product positioning,employer branding aims at employer positioning. What's common between some of the most popularbrands like IBM, Nike, Pepsi, Reebok and Microsoft forexample, is the fact that they are not just great brandsbut: people respect them, people want to associate withthem and people want to work with them. Greatconsumer and financial brands do not automatically mean great 'employer brands'. These brands haveevolved through years of employer branding.
The framework for employer branding
One of the effective frameworks that can be employedfor effective employer branding is the 'Good EmployeePositioning' or the 'GEP' framework. 'GEP' is aproprietary term coined by TMI Network, one of India'slargest talent management companies.The GEP philosophy is that successful organizationsare not 'good employers' to everyone. It emphasizes
Engineering in India113 Universities, 2,088 colleges (as on EOY 2004)MBA in India953 institutions (as on EOY 2005)Number of engineers produced in India,401,791(as on EOY 2005)in a yearCompared to India, China is the world leader -producing 600,000 engineers a year, the UnitedStates produces only 70,000 engineers and thewhole of Europe produces only 100,000.Major contributors69% - Tamil Nadu, Andhra Pradesh, Maharashtra,Karnataka and KeralaNumber of graduates in India48.7 million (as on EOY 2004)Technical jobs created in India in 2005125,000 (as on EOY 2005)Technical jobs likely to be created in217,000 (as on Feb 2006)India in 2006