ORGANIZATION DEVELOPMENT

ASSIGNMENT -2
TOPIC - EMPLOYER BRANDING

SUBMITTED TO Mr. SUSHANTA BOSE

SUBMITTED BY NITISH ARORA ROLL NO – 21 REG -10806134 LALTHALMUANA ROLL NO – 15 SECTION – RQ1809

it has become widely adopted by the global management community. engage and retain talented candidates and employees.INTRODUCTION The term employer brand was first used in the early 1990s to denote an organization‘s reputation as an employer. employer branding has been defined as the sum of a company‘s efforts to communicate to existing and prospective staff what makes it a . While the term ‗employer brand‘ denotes what people currently associate with an organization. customers and consumers. in the same way that marketing applies such tools to attracting and retaining clients. chairman of People in Business. Origin and adoption of the employer brand concept: The term ‗employer brand‘ was first publicly introduced to a management audience in 1990. employee value proposition or EVP) is used to define an organization‘s employment offer. 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. Likewise the marketing disciplines associated with branding and brand management have been increasingly applied by the human resources and talent management community to attract. in the Journal of Brand Management in December 1996. an employer brand proposition (otherwise referred to as an employer value proposition. Since then. and defined by Simon Barrow. Senior Fellow of London Business School. The art and science of employer branding is therefore concerned with the attraction.

France and Singapore revealed similar findings in 2003. As stated by States Woltzen." or truly disaffected with their workplaces. In other words. and the subsequent desire for effective employee engagement and employee retention. Gallup surveys in Great Britain. The surveys revealed that more than 80% of British workers lack any real commitment to their jobs. Gallup estimates that actively disengaged workers cost the British economy . and all invest heavily in employee training and development. REVIEW OF LITERATURE: 2001 American Express. be less financially successful than those who are. with a quarter of those being "actively disengaged. Cisco Systems. and the active management of a company‘s image as seen through the eyes of its associates and potential hires . Amgen. in the long run. and the people management processes and practices (often referred to as ‗touch-points‘) that shape the perceptions of existing and prospective employees. Companies who don't invest in developing an effective Employer Brand will. costing the US economy $300bn (and £50bn in the UK) per year. By doing so it supports both external recruitment of the right kind of talent sought by an organisation to achieve its goals. EMPLOYER BRAND MANAGEMENT Employer brand management expands the scope of this brand intervention beyond communication to incorporate every aspect of the employment experience.desirable place to work. "They will not be able to recruit or retain the high-performing‖ 2002 Gallup survey reported that less than a quarter of American workers are fully "engaged" in their work. Starbucks. "They all share the common trait of treating employees better than their peers in industries. all of which have received recognition on The List of 100 Best Companies to Work for in America are leaders in Employer Branding as well." states Horning. employer brand management addresses the reality of the employment experience and not simply its presentation. and Intel.

9 and $6. CEO.S. CEO of Harish Bijoor Consults Inc. with approximately 2. TVA Infotech. . costing between $4. An opinion that is also influenced by parental views.8 billion U.) and £38. unless of course they have specialized in niche subjects like robotics which big brands may not offer. says the brand name is the most important factor at entry level." 2001 Gautam Sinha. "If you are not a first-mover like Infy or Wipro. he says. this figure is up five percentage points from 2002. then where is your USP?" asks Mr. Gallup estimates that the lower productivity of actively disengaged workers penalizes Singapore's economic performance. In Singapore's workforce. most students would place brand name on top. one of the largest IT recruitment firms in the country. parental consent plays a critical role. high absentee levels.1 billion U. and low productivity. On a scale of 1-10. At 17%. a Bangalore-based IT recruitment firm. "Internal branding is all about activation of solutions that can be seen. 2002 Mr. CEO. the percentage of actively disengaged employees is on the rise.7 billion annually. touched. Gautam Sinha. Most candidates choose big brands because of this. calls this a cusp activity between HR and marketing. Gallup survey results in 2003 also showed that only 12% of French workers are engaged in their work.5 times as many workers (31%) being actively disengaged. TVA Infotech. Internal branding is a very bottom-up process. "At campus placements.between£37.S. Thus as per the organization requirements employer brand or the Trust generating factors should be culminated in the system.9 billion ($66. Branding from the external perspective is all about top-down branding. he says. felt and literally smelt by the employee every single day. Recruiters in IT/ITES sectors are increasingly advising companies to hire expert help for employer branding.2 billion ($64. Harish Bijoor.) per year due to low employee retention. or disconnected from their jobs.

Maintenance of core competencies. Shorter Recruitment time.Benefits Of Employer Branding The major benefits of employer branding include:           Increased Productivity and Profitability. Employees recommending organization as a ―preferred ―place to work. Increased level of staff engagement. Highly ranked for Employer Attractiveness. Minimized loss of talented employees. Increased Employee Retention. Employees committed to organizational goals. Lower Recruitment Costs. Ensured long term competitiveness. .

and anyone else who has an opinion. Word-of-mouth statements about the company. How the employer‘s brand compares to the competition. What emerges in the candidate‘s imagination is a fuller story than any recruiting slogan can capture: it‘s an experience.‖ It‘s a multidimensional conversation among the company‘s leadership. The employer branding is an authentic description of an experience. Beyond conversation. culture. similar to a consumer brand. services. job title. . Interviewing for a position. its employees. It tells candidates who you are. Talking to employees and walking through the workplace sites. and what you stand for. News reports about the company. As a marketer attracts customers with a compelling product brand. Decreased time from hire to productivity. bloggers. a company attracts candidates with a compelling employer brand. candidates in the marketplace. Candidates pay attention to an organization‘s reputation and compare it to other reputations. it’s also a set of subjective candidate experiences. Employees are asked what it‘s like to work there. In the quest for quality. It includes pay. intangible rewards. The company‘s impact in the candidate‘s community. Think an employer brand is more than a one-way description of ―what it‘s like to work there. what you want. such as      Applying for a job on your Web site or via e-mail. or customer help. and even outsiders such as the press. both good and bad. Using products. and the emotional connection employees have with the organization and manager. working conditions. The employer brand includes: The Company’s professional reputation      A description of company culture. alumni. A description of the company‘s future.  Improved employee relations.

This is where the thought is given to the new candidate comes together with the urgent need to bring great talent into the organization. gets a call from a recruiter. and other devices respond to the brand‘s hip image. One will capture the candidates who share values and will succeed. already employed at a bank. and start with the employer brand. and are they happy to work there? Also might even think of their advertising. The new candidate. An employer brand is a standard against which one can judge whether all the tasks around attracting. Those who use Apple computers. A thought of how hard it is for organizations in crisis to attract talent (except for turnaround specialists) conveys about the power of employer branding. charity affiliations. as noted. A typical hiring situation in which the employer branding makes a difference: A mortgage broker. and take a pass on candidates (even talented ones) who won‘t . is empowered to compare the organization to others. and location — all relevant factors in trying to judge the experience of working there. It‘s a grim but true reminder that reputation matters. one might not even be receptive to the recruiter‘s pitch. create the right employment advertising. People have affinities for brands. iPods. ―Come work for this leading financial services firm and make a lot of money. Instantly the mortgage broker begins to weigh the reputation of the firm against current employer. If the answers aren‘t right. and advancing talent are working together. the company will look for the right people. acquiring. A reputation as ―a lousy place to work‖ is part of the death spiral that afflicts failing companies.‖ says the recruiter. People feel different driving a BMW than a Hyundai in part because they associate themselves with the brand and that colors their experience. do the right networking and other outreach programs. and explain the advantages of working for the company versus competition. Are they prestigious or unknown? Are they thought of as a sweatshop or a fun place to work? Will one be proud to approach customers with that name on his business card? Does he know people at the firm.employer branding is the foundation of attracting the right people. If an organization‘s efforts are unified by the right employer brand.

Jenner and Taylor explain their importance in the following extracts from the Research Insight. influential and profitable reputation management. It‘s that important. and why you work here and not someplace else. It‘s really an articulation of why you exist. Brand power The past 20 years have seen the rise of the brand as a central concept in organizational and social life. Jenner and Taylor explain their importance in the following extracts from the Research Insight. PR. Why Employer Branding important : In Research Insight Employer branding: fad or the future ? Dr Shirley Jenner and Stephen Taylor of Manchester Metropolitan University Business School suggest there are four main reasons why the concept of employer branding has become prominent in recent years. The past decade has seen unprecedented growth in the importance of corporate social responsibility (CSR) for investors.work out. They identify these as:     Brand power HR‘s search for credibility Employee engagement Prevailing labour market conditions. HR search for credibility HR professionals continue in the search for credibility and strategic influence. This means employees know who they‘re joining. Branding underpins a growing. to manage daily work according to a set of values and standards that identify the company. This direction reflects . employees and other stakeholders. The employment brand is in fact the heart and soul of the company. consultancy and recruitment advertising industry. Embracing the language and conceptual tools of brand power seems an obvious choice. why you work. what they‘re expected to do. and how they will be judged. an authentic employment brand is a challenge to the organization‘s management to walk the talk. Furthermore.

At the time of writing (2007) they pointed out that for an extended period of time unemployment remained low and skills shortages continued. . This includes attempts to recruit.continuity with earlier iterations of HR. the recruitment proposition forms the basis for workplace satisfaction and identification with organizational goals and values. for example with organizational development and culture change. Tight labour market conditions were combined with a tough trading environment. Employers were thus obliged to compete more fiercely with one another to recruit and retain effective staff. Labour market conditions The final driver identified by Jenner and Taylor was prevailing labour market conditions. However. there has been a change in labour market conditions with the economic downturn and rising unemployment. A strong employer brand was being promoted as the key to winning this ‗war for talent‘ by establishing organizations‘ unique selling point in employment terms. employer brand appears still appears to be a relevant concept as organisations seek to motivate and engage existing employees and need to tempt candidates for key positions away from roles they perceive as ‗safe‘ in their current organisations. Employee engagement Recent years have seen an increased interest in promoting employee engagement. in uncertain economic times. socialize and retain a committed workforce. From a branding perspective. while also being severely constrained in the extent to which they could pay higher salaries in order to do so. Businesses making employees redundant will need to consider how they minimize damage to their reputation as an employer and consider the impact on ‗survivors‘ still with the company. Since the time of writing.

more recently. it is not just a question of managing our communication channels. People . we need to manage every significant operational and interpersonal 'touch-point' with the customer. namely if we want to deliver a consistent on-brand service experience. This is now being addressed through an adoption of the same thinking that has driven recent developments in management of the customer brand experience. there is a recognition that organizations would benefit from adopting a similar approach. internal branding and. While the employee experience is far more complex than any service experience.EMPLOYER BRAND MANAGEMENT Employer brand experience framework The inherent weakness of IM. employer branding has been the over-emphasis placed on communicating brand promises at the expense of longer term management of the employee experience.

generate distinctive brand behaviours and ultimately reinforce the kind of distinctive customer service style that will add value to the customer experience and differentiate an organization from its competitors.management involves a wide range of ritualized processes and HR 'products' that can be described as employee touch-points. and that experience depends heavily on interpersonal interactions. measurement (eg employee engagement surveys). The term 'customer corridor' used to describe a relatively predictable sequence of 'touch-points' can equally be applied to the recruitment process. but it is equally important to ensure that our people processes are also distinctively in tune with our brand ethos. To ensure our culture is aligned with the desired customer brand experience. core values and competencies can be seen as a framework for governing the everyday experience of employees through the communication and behaviour of their immediate line managers and corporate leaders. These 'signature' employer brand experiences will help to engender a distinctive brand attitude. it clearly helps to have a distinctive 'brand of leadership'. If we want to deliver a distinctive customer brand experience. Formal employer brand programs will help attract. Likewise. being consistent is good. performance management and employee development. employee communication. These vast sums are meant to entice the consumer to buy and continue buying throughout the product and company life cycle. . reward. As for the customer experience. Beyond Employer Brand: Companies spend billions every year on their consumer brands to attract new customers and open new markets. but being both consistent and distinctive is even better. retain and motivate top talent in a market in which the talent pool is shrinking and recruiting costs are growing. shared services (including HR and facilities management). then we need to ensure our employer brand attracts the right kind of people and our employer brand management reinforces the right kind of culture (from the customer-facing frontline to the deepest recesses of every support function). Leading organizations may suffer if the employees itself don't understand or can't articulate company value to the marketplace. orientation.

Tom Glocer described the aims of ‗Fast Forward': ―I believe that we need to become a much more competitive company. Subscriptions to its information services fell 4% in 2002 and the Group posted a record loss of £493m for the year. sharpened its competitiveness and created a more robust platform for future growth. a more service-oriented company. But in 2001 Reuters was hit by the global economic downturn. there was an apparently insatiable appetite for Reuters' trading systems and information products. Fast Forward The 2002 results prompted Reuters to accelerate its business transformation by launching a three-year change programme called ‗Fast Forward'. but more than 90% of its revenue comes from its financial services business.Reuters Case Stud: The Reuters Fast Forward programme demonstrates how internal values can be used to provide an effective focus for business and cultural transformation. Reuters had experienced significant growth through the 1980's and 1990's on the back of stock market deregulation around the world. Reuters is best known as the world's largest international multimedia news agency. Over the last two years Reuters has undergone a dramatic process of internal change. While stock markets boomed. a more efficient company. Nearly half a million people in the financial markets worldwide use information and analytical and trading tools supplied by Reuters. and a . which has taken it back into profit.

CEO Tom Glocer. Team (sharing. reward.more aggressive company. challenging and trusting). the desired characteristics of the new organization. Living FAST Early on in the process. responsibilities. learning and development. Service-driven (understanding customer needs and then exceeding expectations through personal commitment). rewards and consequences). recognition. . Reuters also addressed the attitudes and behaviors of employees which it recognized would be key to achieving lasting change. But what would these values mean in practice? A ―Living FAST Framework‖ brought together the key drivers of change into a single coherent plan covering internal communication. urgency.‖ In addition to simplifying its organizational structure and product offering. led a two-day workshop of 20 key managers to identify the values that would underpin ‗Living FAST'. it is much more than just changing our products or changing the architecture: it means changing the Reuters culture as well. However. FAST stands for: Fast (working with passion. talent and performance management. Accountable (being clear on performance. discipline and focus).

Fast Forward targets have been incorporated into bonus awards. and ―Talkback‖ allows employees to raise issues with managers on-line. but there is now much more emphasis on informal performance feedback quarterly. The website established for the event of June 2003 has been maintained as the home for all communications about Living FAST. The working environment . the company's daily electronic newsletter for employee‘s features examples of best practice.Communication Revitalized internal communications. has been vital to the success of the Fast Forward programme. and Tom Glocer committed managers to respond to all of the 3400 feedback messages within the following three weeks. Living Fast was launched on June 11th. ―Daily Briefing‖. 2003. via a global. Reuters has also incorporated FAST principles into its managers' training programmes. with increased participation by employees. which publicly rewards exemplary performance according to FAST values. reward and recognition Tom Glocer is firmly on record as wanting a performance culture. Environment Most of Reuters' London-based staff. Prior to and during this event. In addition. scattered across the city in a number of sites. or even monthly. Reviews are still held formally once a year. FAST values have been integrated into performance review. 24 hour event involving staff in all of the 92 countries in which Reuters operates. Performance development. and into a formal recognition scheme. employees were invited to log issues they felt needed to be addressed. will come together in a new headquarters building in Canary Wharf during 2005.

is being created with the new values firmly in mind. open-plan will be the norm to encourage greater collaboration and teamwork. The reported figures for 2003 have seen the Group back into profit. This confidence in the Fast Forward programme has been borne out by recent results. integrated approach gives it the best chance possible to meet its targets for recovery in the short term. self actualization and true commitment in true words and spirit. CONCLUSION There is not only the need of creating a satisfaction in minds of employees. pride. and the outlook for 2004 is currently looking very positive. over 80% of employees said they understood and supported Reuters' core values. and create an enterprise highly responsive to market challenges and opportunities into the future. The created image has to be monitored and sustained in such a way so that it will help in increasing profits as well as would create belongingness. and significantly greater numbers than six months before expressed confidence that Reuters would change for the better in the year to come. Measuring success In a survey carried out in November 2003. in contrast to Reuters' traditional preference for corridors and offices. Events have dictated that it act decisively. For example. Its coherent. . Culture change of the scale being enacted at Reuters is not for the faint-hearted. but also an urgent need of creating this positivism in the minds of external customers and stakeholders.

Employer brand is the image of an organization as a great place to work in the minds of its current employees and key stakeholders. delivering quality services to clients. creating a corporate culture of trust and providing ample growth opportunities for the employees. Building a brand of oneself in the market is not a one day process. It involves answering the basic question ―how do we live up to the expectations of our stakeholders?‖ . It requires a track record in business leadership. It is important that HR works collaboratively. to share expertise and reap maximum benefits from developing an employer brand. It is the development of such an organizational culture which fosters a sense of belongingness with the company and encourages the employees to share organization‘s goals for success. The goal of employer branding is to create loyal customers. New roles have started to emerge in some organizations which draw on skill sets from both disciplines. the customers here being the employees. Companies that are considered good employers have a strong identity and an image in the minds of its employees and customers. An employer brand represents the core values of an organization.Employer branding presents HR people with an opportunity to learn from some of the techniques of marketing and apply them to people management. for example with colleagues in marketing and in internal communications. In short. it is the value of the company in external marketplace.

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