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“Employer branding” is an emerging discipline with its roots in classical marketing and HR principles. Its aim is to develop an image of the organisation as an “employer of choice” in the minds of existing and potential employees, as well as other stakeholders including customers and recruiters. The objective is not only to offer these tangible benefits, but to also develop an emotional link with them. A strong employer brand should connect an organization’s values, people strategy and HR policies and be linked to the company brand. Definitions: Sartain and Schumann (2006) defined employer brand as: "how a business builds and packages its identity, from its origins and values, what it promises to deliver to emotionally connect employees so that they in turn deliver what a business promises to customers." Brett Minchington (2005) defines employer branding as “the image of your organization 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).” Sullivan (2004) defines employer branding as "a targeted, long-term strategy to manage the awareness and perceptions of employees, potential employees, and related stakeholders with regards to a particular firm." Ambler and Barrow (1996) define employer brand in terms of the benefits it conveys on employees. Why Employer Branding important for HR? HR professionals continue in the search for credibility and strategic influence. Embracing the language and conceptual tools of brand power seems an obvious choice. This direction reflects continuity with earlier iterations of HR, for example with organizational development and culture change.
Employer Branding Process
•Developing an employer brand •Discovery •Analysis, interpretation and creation
•Implementation and communication •Measurement. maintenance and optimisation .