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Jump to: navigation, search This article is an orphan, as few or no other articles link to it. Please introduce links to this page from related articles; suggestions may be available. (April 2010) This page is a new unreviewed article. This template should be removed once the page has been reviewed by someone other than its creator; if necessary the page should be appropriately tagged for cleanup. If you are the article's creator, you can seek feedback on your new article. (March 2010) The term employer brand was first used in the early 1990s to denote an organisation’s reputation as an employer. Since then, it has become widely adopted by the global management community.  Minchington (2005) defines your employer brand as “the image of your organisation as a ‘great place to work’ in the mind of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders). 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 brand proposition (otherwise referred to as an employer value proposition, employee value proposition or EVP) is used to define an organisation’s employment offer. Likewise the marketing disciplines associated 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.
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1 Origin and adoption of the employer brand concept 2 Employer branding 3 Employer brand management 4 Employer brand proposition 5 Relationship between employer branding and internal marketing 6 Role of employer brand management in brand-led culture change 7 References 8 External links
 Origin and adoption of the employer brand concept
In 2008. most employer brand practitioners and authors argue that effective employer branding and brand management requires a clear Employer Brand proposition. with the publication of numerous books on the subject. and Europe. and the second in 2006 . of 138 leading companies surveyed by the Conference Board in North America. In other words. The first book on the subject was published in 2005. Within this paper. Jackie Orme. Australasia. with the observation that: “When I started out in the profession. employer brand management addresses the reality of the employment experience and not simply its presentation. and identified with the employing company. chairman of People in Business. Simon Barrow and Tim Ambler defined the employer brand as: the package of functional. Asia. Similar recognition of the growing importance of employer brand thinking and practice has also been recently in evidence in the USA. This academic paper was the first published attempt to ‘test the application of brand management techniques to human resource management’. 40% claimed to be actively engaged in some form of employer branding activity. Now it's absolutely integral to business strategy . and the active management of a company’s image as seen through the eyes of its associates and potential hires. an employer brand survey conducted by the Economist among a global panel of readers revealed a 61% level of awareness of the term ‘employer brand’ among HR professionals and 41% among non-HR professionals.   Employer brand management Employer brand management expands the scope of this brand intervention beyond communication to incorporate every aspect of the employment experience.The term ‘employer brand’ was first publicly introduced to a management audience in 1990. This serves to: define what the organisation would most like to be associated with as an employer.  Employer branding While the term ‘employer brand’ denotes what people currently associate with an organisation. Senior Fellow of London Business School. nobody talked about employer branding. and the subsequent desire for effectiveemployee engagement and employee retention. highlight the attributes that differentiate the organisation from other employers. the Director General of the UK Chartered Institute of Personnel Directors confirmed the growing status of the discipline in her opening address to the CIPD annual conference. also regularly referred to as an Employer value proposition or Employee value proposition (EVP). and the people management processes and practices (often referred to as ‘touch-points’) that shape the perceptions of existing and prospective employees. employer branding has been defined as the sum of a company’s efforts to communicate to existing and prospective staff what makes it a desirable place to work. economic and psychological benefits provided by employment. in the Journal of Brand Management in December 1996. . and clarify the ‘give and get’ of the employment deal (balancing the value that employees are expected to contribute with the value from employment that they can expect in return). and Tim Ambler. and defined by Simon Barrow. In 2003. By 2001. This latter aspect of the employer brand proposition is often referred to in the HR literature as the ‘psychological contract’.  Employer brand proposition As for consumer brands. By doing so it supports both external recruitment of the right kind of talent sought by an organisation to achieve its goals.resonating well beyond the doors of the HR department”.
^ Ambler. M. Routledge. 4. (2010). Harrogate. 6. This sought to demonstrate that companies with consistent. As Amazon’s founder. R. following the lead of the highly influential ‘Built to Last: Successful Habits of Visionary Companies’ study published in the mid-90’s. ‘Turning recruitment advertising into a competitive weapon’. 4. ^ Barrow. (1996). Paper delivered at the CIPD Annual Conference. . pp185-206.  References 1. which is one of the primary reasons many organisations have turned from the short term engagement focus of internal branding initiatives to more long term focus of employer brand management. While brand-led culture change is often the stated desire of these programmes their focus on communication-led. S. pp 252.5-23 5. value-based approach to shaping employee perceptions and behaviours. asserts: “One of things you find in companies is that once a culture is formed it takes nuclear weaponry to change it”. The employer brand. ^ Minchington. S. ^ Edwards. The Employer Brand. (1990). and the attitudes and behaviours expected from employees to deliver on that promise. UK. No. The Journal of Brand Management.1. distinctive and deeply held values tended to outperform those companies with a less clear and articulated ethos. T and Barrow. S. G (2009) Employer Branding and corporate reputation management. no more can you assert your way to a strong brand. Personnel Review Vol. pp. ^ Barrow. An integrative review of employer branding and OB theory. London. Chichester. it needs to be consistently and continuously shaped and managed. B (2010) Employer Brand Leadership – A Global Perspective.. Jeff Bezos.  Role of employer brand management in brand-led culture change Compared with the more typically customer centric focus of Internal marketing. ^ Martin. The Peak Performing Organisation. While it is clearly beneficial to the organisation for employees to understand their role in delivering the customer brand promise. John Wiley & Sons. R.39. ^ Minchington. 3. Collective Learning Australia. 2. 7. B (2010) Employer Brand Leadership – A Global Perspective. Collective Learning Australia. internal branding / brand engagement takes a more ‘inside-out’. and Mosley. the effectiveness of internal marketing activities can often be short-lived if the brand values on which the service experience is founded are not experienced by the employees in their interactions with the organisation. Bringing the Best of Brand Management to People at Work. Relationship between employer branding and internal marketing Internal marketing focuses on communicating the customer brand promise. involving or experiential) has been prone to the same failings of conventional internal marketing. You cannot simply assert your way to a new culture. Chapter 13. marketing methods (however. This is the gap that employer brand thinking and practice seeks to address with a more mutually beneficial employment deal / Psychological contract. Vol.
Bringing the Best of Brand Management to People at Work. Routledge. Vol 24 No 10. D and Ainspan. organisational culture and the employer brand’. J. D. ‘Selling the brand inside’. 27. 10. G. P and Rao.^ Sartain. The Employer Brand. Journal of Brand Management. Principles of Marketing. P. A. B. 22. and Bhatnagar.^ Minchington.^ Barrow. 31.^ Mosley. (2002). Nos 1/2. 赵杰 [Employer Branding]. ‘Using internal marketing to ignite the corporate brand’. G. 23. J. Liu & Zhao (2008) 张学良 / 刘长春. Collective Learning Australia. H and Buchhave. Branding and People Management.^ 8 13.1. and Beaumont. England. Concepts and Cases.^ Engelund. retain. 21. Farnham. et al (2005). pp64-66. Conference Board Report No. P. Gower. engage. 14.^ Petrovic. CIPD Research Report. CIPD. John Wiley & Sons. 20. Engaging employees through your brand. Copenhagen. Business Review Weekly. Hyderbad. Samfunds Litteratur. (2006). B (2006) Your Employer Brand – attract.C. Vol 14. B (2006). R. Munich. and Mosley. ‘Branding from the inside out’. J and Porras. and Beaumont. 11. Vol. No. S. Rainer Hampp Verlag. Bringing the Best of Brand Management to People at Work.^ Collins. Harlow.^ Zhang. Employer Branding Som Discipline.^ Rosethorn.80. CIPD. John Wiley & Sons. The Employer Brand. Employer Branding Survey. . and Mosley. S. M. John Wiley & Sons. 15.^ Papasolomou.^ Budhwar. R. Branding and People Management. S (2002). R-1288-01-RR.^ Martin. Brand from the Inside. (2008) Employer Branding as a differentiator. F and Geschwill. C.^ Lloyd. CIPD Research Report. (2006) Employer Branding.^ Baid. 24. R.^ Barrow. M (2008) Employer Branding. 17. Chichester. Bringing the Best of Brand Management to People at Work. L and Schumann.^ Mitchell. pp177-195. Washington. Pearson. retain. pp99105.^ Barrow. P. Journal of Brand Management. Beijing. The Employer Brand. 25. H (2009) The Employer Brand – Keeping Faith with the Deal.S. 26. 9. (2003). N (2001). San Francisco.R. B (2006) Your Employer Brand – attract. R.^ Schuhmacher. April. Fourth European Edition. 18. 30.^ Minchington. ICFAI University Press. 12. Conference Board. Harvard Business Review. (2009).8. (2003). Random House. Vol 15. ^ The Economist (2003). S. Built to Last.The changing face of people management in India. UK. engage. Collective Learning Australia. 16. London. (2008) Employer Branding – Human Resources Management für die Unternehmensführung’ Berlin. and Mosley.^ Martin. John Wiley & Sons. I and Vrontis.^ Kotler. P. October Issue pp123-134. 29. London. R (2007) ‘Customer experience. (1995). 19. Chichester. 28. ^ Dell. Chichester.
^ Machtiger. organisational culture and the employer brand’.wikipedia. B. (2002). No.org/wiki/Employer_branding" Categories: Employment Hidden categories: Orphaned articles from April 2010 | All orphaned articles | Unreviewed new articles created via the Article Wizard from March 2010 Personal tools • • • • Views New features Log in / create account Article Discussion Namespaces Variants • • • Actions Search Read Edit View history Top of Form Special:Search Search Bottom of Form Navigation • • • • • • Main page Contents Featured content Current events Random article Donate Interaction . J.^ Smith. S. 34. UK. Managing the Customer Experience.32.4. pp21. Journal of Brand Management. Vol. and Wheeler.  External links • Link to useful reference site on employer brand management thinking  Retrieved from "http://en. Vol 15. October Issue pp123-134. 33. ‘A new brand of leadership’. (2004) ‘Beware the pitfalls that kill branding efforts’ Marketing News.38. FT Prentice Hall. R (2007) ‘Customer experience.^ Mosley.
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