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INTRODUCTION OF THE PROJECT
Few years ago at the time of recession the comments from the companies represented were everywhere the same: “We do not hire at the moment, but please check out our webpage and remember us for later!” B ut now the attitude was different. The bigger companies were still rather neutral, but the attitudes among the smaller companies were the total opposite. They seemed to have realized that hard times are ahead of them, when it comes to possibilities in recruiting. However, this will not be an issue only for smaller companies.
Most studies show that we are entering a longer period of lack of competence, and more people are showing interest in the matter. The demand for qualified working capacity is increasing faster than the offering, both in India and internationally. (Talent Talk, 2003).
As competition in the labour market has intensified, companies have shown an everincreasing interest in strategies to different themselves. Strong demand for specific skills, in addition to ever tighter labour markets generally, is making it much more difficult both to retain current employees and to recruit new employees. (Corporate Leadership Council, 1999)
“The hottest strategy in employment”, to use words of Dr. Sullivan, is gathered under the international concept Employer Branding. It is the work with making the identity clear as employer. The result is the companies’ images as employer, both internally and externally (Talent Talk, 2003). According to The Corporate Leadership Council a strong Employment Brand is one of the best weapons on a competitive labour market.
In this project, I aimed to study the relationship of Employer Branding with the productivity of the employees where Employer branding has emerges as a strategic HR tool. Main work of the project was to understand the relation of concept of Marketing with that of Human Resource.
FUNCTIONAL AREA OF THE PROJECT
The functional area of my proposed study is Human Resources. I intend to study how employer branding impacts employee retention. The concept of Employer Branding clubs human resource management and brand management principles. It is more of a need than a trend. Through my study I want to analyze and highlight the importance of Employer Branding, even during the slack periods. It is actually this time when an organization can emerge as a ‘good’ or a ‘bad’ Employer Brand.
1.3 PURPOSE OF THE STUDY
To Investigate This research is to investigate on the relationship between employer branding, employee productivity and employer attraction by various companies and industries in India. It is also to find out what are the suitable characteristics in an employer image that can attract potential employees as well as employer brand loyalty that can improve employee productivity.
To Explore The research is done in order to explore on how organizations in India deals with the issues of high employee turnover by using the concept of employer branding that deal with employer image and employer brand loyalty.
2.1 Employer branding
“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.
2.1.1 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.
2.1.2 The Employer Brand Experience
Employer brand experience framework
An employer brand is the full physical, intellectual, and emotional experience of people who work there, and the anticipated experience of candidates who might work there. It is both the vision and the reality of what it means to be employed there. It is both the promise and the fulfillment of that promise. The employer brand radiating out of our organization’s name inspires loyalty, productivity, and a sense of pride.
In marketing terms, a brand’s image is grounded in three dimensions:
Functional benefits. What the product does, for example: “this Canon digital camera takes good pictures” and “this particular model is great for portraits, video, and long-distance shots.” Emotional benefits. How a product makes the customer feel, for example: “I feel happy when I see this beautiful shot of my kids” and “I feel loving and fun when I e-mail these pictures to their grandparents.” Reasons to believe. Validation of the product’s claims, for example: “Canon means reliability and ease of use” and “reviewers on CNET.com rate the Canon digital camera as excellent.”
A solid employer brand is grounded in the same dimensions:
Functional benefits. Tangible rewards of working at the employer: salary, health care, a clean, safe workplace, and a convenient location; for example: “XYZ Co. has great compensation and has a beautiful office near my home.” Emotional benefits. Intangible rewards: mission, pride, and status, and job satisfaction, companionship/collegiality, belonging to a “winning team,” and so on; for example: “I’m proud to work for XYZ Co.—my pals and I make the best widgets in the world.” Reasons to believe. Validation of the employer’s claims; for example: “my friend says XYZ Co. is a great place to work” and “the local news station calls XYZ Co. a hot company for talented people.”
The functional and emotional benefits are used for “positioning,” which means defining the unique combination of attributes that define the product (or employer). XYZ Co.’s positioning says that it has a winning culture combined with strong tangible rewards, which in combination with other attributes creates a unique identity. XYZ’s competitors will have different cultures, locations, compensation packages, and so on. Branding includes deliberate messages about the company. For example, PepsiCo, which employs 153,000 employees worldwide, promotes the tag line “PepsiCo—Taste the Success!” to candidates to convey the excitement of working at this global company. On its corporate recruiting Web site, PepsiCo says its workplace experience is a combination of “Powerful Brands, Passion for Growth, Culture of Shared Principles, Commitment to Results, Ability to Make an Impact and Quality People.” Employees absorbed those qualities in ones behavior.
Candidates form powerful impressions of employers based on what one sees and hear. “I work for PepsiCo” means something different from “I work for Microsoft,” “I work for Fox News,” and “I work for the city council.” The employer brands at these organizations are crafted to attract certain kinds of temperament, and values in candidates. Their positioning is unique and distinctive.
Every organization big or small has an employer brand whether they know it or not. It touches all moments of the candidate and employee experience, from the first time a candidate hears the name until the day he or she retires from the company. It’s the reputation outside and inside the organization. It’s there for the organization to neglect or manage. And it’s the cornerstone of finding, hiring, and holding keepers up and down the organization. In other words, it’s fundamental to the all stages of the Engagement Cycle. The idea of an employer brand has gained currency in the last few years among business leaders, but the average manager doesn’t have a developed view of what it is and its importance to the organization. The Economist magazine found that executives defined an employer brand as the expression of a company’s distinctive employment experience. More than 70 percent of respondents in the United States and United Kingdom expected that developing a strong employer brand leads to employees recommending organization to others as an attractive place to work, and also to higher employee retention The employer brand is an authentic description of an experience, similar to a consumer brand. It includes pay, working conditions, culture, job title, intangible rewards, and the emotional connection employees have with the organization and manager. It tells candidates who you are, what you want, and what you stand for. As a marketer attracts customers with a compelling product brand, a company attracts candidates with a compelling employer brand. Think an employer brand is more than a one-way description of “what it’s like to work there.” It’s a multidimensional conversation among the company’s leadership, its employees, and candidates in the marketplace, alumni, and even outsiders such as the press, bloggers, and anyone else who has an opinion. The employer brand includes: The Company’s professional reputation
• • • • •
A description of company culture. News reports about the company, both good and bad. Word-of-mouth statements about the company. A description of the company’s future. How the employer’s brand compares to the competition.
Beyond conversation, it’s also a set of subjective candidate experiences, such as
• • • • •
Applying for a job on your Web site or via e-mail. Interviewing for a position. Talking to employees and walking through the workplace sites. Using products, services, or customer help. The company’s impact in the candidate’s community.
What emerges in the candidate’s imagination is a fuller story than any recruiting slogan can capture: it’s an experience. Candidates pay attention to an organization’s reputation and compare it to other reputations. Employees are asked what it’s like to work there. In the quest for quality, employer branding is the foundation of attracting the right people. This is where the thought is given to the new candidate comes together with the urgent need to bring great talent into the organization. The new candidate, as noted, is empowered to compare the organization to others, and start with the employer brand.
Brand matters for beginners
In an employee-driven job market where companies vie with one another to offer the 'biggest and the best' to the prospective candidate, employer branding has shot up in priority, sometimes even surpassing critical factors such as compensation and job role.
2.2 Employer Branding is for Whom?
Potential employees – to persuade more and better applicants to apply and accept offers Current employees – to reduce turnover, increase employee motivation, a sense of belonging and align behaviour to the organisation’s needs Consistency of messages across both groups is vital as the organisation has to deliver what it promises Projecting an unrealistic image may improve recruitment but can increase attrition
2.3 Why Employer Branding important for HR?
In Research Insight Employer branding: fad or the future of HR? 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. They identify these as:
power • HR’s search for credibility • Employee engagement • Prevailing labour market conditions. Jenner and Taylor explain their importance in the following extracts from the Research Insight.
The past 20 years have seen the rise of the brand as a central concept in organizational and social life. Branding underpins a growing, influential and profitable reputation management, PR, consultancy and recruitment advertising industry. The past decade has seen unprecedented growth in the importance of corporate social responsibility (CSR) for investors, employees and other stakeholders.
HR’s search for credibility
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.
Recent years have seen an increased interest in promoting employee engagement. This includes attempts to recruit, socialize and retain a committed workforce. From a branding perspective, the recruitment proposition forms the basis for workplace satisfaction and identification with organizational goals and values.
Labour market conditions
The final driver identified by Jenner and Taylor was prevailing labour market conditions. At the time of writing (2007) they pointed out that for an extended period of time unemployment remained low and skills shortages continued. 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, while also being severely constrained in the extent to
which they could pay higher salaries in order to do so. 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. Since the time of writing, there has been a change in labour market conditions with the economic downturn and rising unemployment. However, in uncertain economic times, 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. 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.
2.4 How can organisations benefit from developing an employer brand?
An employer brand can be used to help organisations compete effectively in the labour market and drive employee loyalty through effective recruitment, engagement and retention practices. All organisations have an employer brand, regardless of whether they have consciously sought to develop one. Their brand will be based on the way they are perceived as a ‘place to work’, for example by would-be recruits, current employees and those leaving the organisation. To be effective, the brand should not only be evident to candidates at the recruitment stage, but should inform the approach to people management in the organisation. For example, the brand can inform how the business tackles:
• induction • performance
management and reward • managing internal communications • promoting effective management behaviors • exist from the organisation. To deliver benefits, it is important that the employer brand is not merely rhetoric espousing the organisation’s values, but is reflective of the actual experience of employees. As our Guide on employer branding points out ‘People who like the job they do and the place they work become advocates for it’. The potential that can be unlocked from this advocacy is evident from findings from our research report working life: employee attitudes and engagement 2006. The survey on which the report was
based reveals that half of respondents would encourage friends and family to do business with their organisation and just over half would recommend it as a place to work, with only 19% prepared to do so without being asked. An employer brand approach involves research with employees to understand their attitudes and behaviour, for example, through a staff attitude survey. This employee insight data can inform metrics on ‘people performance’ in the organization, providing an opportunity to demonstrate links to organization performance.
2.5 The Psychological Contract
The ability of the business to add value rests on its front-line employees, or 'human capital'. Organizations that wish to succeed have to get the most out of this resource. In order to do this, employers have to know what employees expect from the work. The psychological contract offers a framework for monitoring employee attitudes and priorities on those dimensions that can be shown to influence performance. The employer brand can be seen as an attempt by the employer to define the psychological contract with employees so as to help in recruiting and retaining talent.
2.6 Employer branding as the" Right Fit" model
Effective employer branding also helps in hiring, retaining the right stuff. Considering that 85% of job changes are attributed to organizational incompatibility, and one quickly recognizes employer branding as a critical factor in effective recruitment, says Donald DeCamp, COO of Comp Health Group, a health-care staffing firm. "Employer branding goes beyond a company's reputation," says Kurt Mosley, vice president of business development says that." Becoming an employer of choice and increasing retention rates means that an organization's branding message truly aligns with the reality that exists for its workers because loyalty is no longer the dominant paradigm of the employer/employee relationship, attracting and retaining talent relies much more on being able to fulfill a different promise, and that promise varies from organization to organization, depending on its culture, mission and ability to achieve its goals.
2.6.1 Knowing Employees expectation: - The foundation for employer branding
When properly planned and executed, an employer branding initiative can generate lively dialogue between an employer and its employees, build a rationale for a 'mutual working arrangement', and establish compelling reasons to commit to the arrangement. Whatever is a corporate or an employer an employee expects the following from employer 1) Fair treatment 2) Trustful and open channeled communication 3) Ability to provide security and benefits in present and future 4) Planned and systematic career and succession planning 5) Motivating and morale building team and management 6) Smooth Disciplinary procedure and I.R 7) Employee benefit oriented culture and practices 8) Adequate talent acquisition , management, retention and utilization 9) Proper advancement and up gradation of employees 10) Participatory management 11) Industrial democracy 12) Clarity in roles and goals 13) Clearly defined authority responsibility charting 14) Timely decision making 15) Impartial , fair and growth promoting organization structure
2.6.2 Creating the Right Mix: Defining the Employment package
The Employment Package includes those that often "close the deal" for the Prospective employee, such as financial compensation, work/life balance, the Employee's role in organization and professional development. Every organization as per its need , workforce , level of competition and forecasted demand or business plan should match its expectation – Requirement matrix in such a way so that it becomes easier for both employer and employee to create a perfect brand name resulting in satisfaction. It includes the following – 1) Focus on Culture and Environment: - It includes items such as the physical working environment, the size of the organization, and the organization's approach to work. 2) Brand Image and Reputation: - It helps in establishing integrity.. The consequence of a lack of integrity is the employee does not stay with the organization for long, contributing to the organization's well being. To attract people to something you cannot deliver is a waste of your time and money. 3) Management Performance: - It is a vital part in the Employer Branding process. Senior management must be committed and involved in recruitment or the Employer Branding process or it will be a failure. 4) A combination of Functional, psychological, and Economic benefits which a new entrant expects. Thus by creating a need based employment package an organization is benefited in twoway. 5) It also helps in Attracting and recruiting "the right" candidates attending to shortages within the organization Advancing retention rates and reduce turnover Amplifying employee engagement, commitment, and performance
2.7 Employer Branding Process
The employment brand architecture as suggested by Ryan Estis the chief talent strategist for NAS Recruitment Communications, an agency of the McCann World Group for becoming an employer of choice includes the following steps 1) Understand your business objectives 2) Identify your talent needs. 3) Determine the employment brand attributes. 4) Look for synergy with the corporate brand. 5) Develop a communications plan. 6) Develop the messaging and creative content. 7) Establish metrics. 8) Execute and evaluate. Taking these as the basic objectives and criterion the process of Employer branding can be summarized as following – Step 1 CONCEPT PHASE 360 degree employer brand audit to determine the strength of your current employer brand and to determine its level of synergy with your corporate brand and business objectives. Step 2 DESIGN PHASE The Design Phase is the process to formulate your employer brand strategy. It includes (i) Defining your Employer Value Propositions (EVP's) (ii) Defining your EBI The EBI is made up of two components – the Employer Brand Employee Platform which includes
* Recruitment & induction * Compensation and benefits * Career development * Employee research * Reward and recognition * Communication systems * Work environment Employer Brand Strategic Platform
* Your firm's mission, vision & values * Corporate Social Responsibility (CSR) * Leadership * Corporate reputation and culture * People management policies and practices * Performance management * Innovation iii) The Corporate brand- the employer branding process and procedures should be aimed towards corporate branding so that betterment could be created not only among internal customers but also among external customers and all stakeholders. iv) Market forces - Employer branding process and techniques should be aimed towards building a positive image of the organization in external and internal environment equally.
STEP 3 - INTEGRATION PHASE These may include: * Career website * Company intranet * Careers fair brochures * Company newsletters * Policy and procedures templates * Recruitment advertising * Sponsorship STEP 4 - EVALUATION PHASE The Evaluation Phase involves measuring the impact of the Employer Brand program Above all the success of any employer brand program depends on the efficiency with which the need, situation for designing, implementing and monitoring an employer brand program has been made. Not only a good understanding between the need, process, and inputs are required but the full utility comes when full workforce is benefited by it.
2.8 Implementing Employer Branding Concept in Organization
Following steps help in fruitful implementation of employer branding process
Set measurable and attainable target for employer branding which should be development oriented. Hire professional services if needed for better and result oriented activities Identify the needs of employees and design program as per the requirements. Undergo survey either attitudinal for gathering information of employees satisfaction and Needs. Design a full proof need based support oriented and growth focused strategy which will Help both employee and employer for development and promotion. Validate the strategy with key constituencies.
2.9 Supportive factors in employer branding
Active employee involvement. Clear understanding of what employees of choice want in an employer. A clear, honest, ongoing feedback loop with employees that will enable to continuously Gather information about organizational strengths and weaknesses. A clear understanding of what needs to be address well, and what ones don't. A list of organizational practices and policies that weaken employer brand and Those that strengthen it. A list of moment of truth experiences that help shape employees' overall work Experience and a clear picture of how well it’s done in each area.
2.10 HR Challenges
The biggest challenge in employer branding is ownership. As it is often not clear who should sponsor it, the responsibility can fall down the middle between marketing, corporate communications, and HR. "To succeed, it needs an integrated process linking all departments and with endorsement from the highest level within the organization," explains Minchington. "The biggest obstacles HR often faces when trying to implement changes include clarity, resources and capability. Employer brand projects can be very complex, and more so if a company has a globally dispersed workforce that operates across diverse cultures. Having the appropriate resources - including both personnel and funding available - is going to require a
greater understanding at Board and shareholder level for companies to accept that the labour market is only going to get tougher, and that an increased level of investment must be allocated towards employer branding initiatives," Minchington says. It is also noted that HR often plays a key role in helping frame the employer brand - via developing the EVP- it sometimes falls short in terms of publicizing the employer brand. Hence we need to make sure our HR programs are actually supporting the employer brand, but we also need some PR to get the message out. Our website, brochures, and advertising program must reinforce the message. For example, on our website, we could have employees talking about what it means to work in the organization: Is it a fun place to work? Are there opportunities for advancement?" HR department must be consistent in its approach and continuously remind employees to keep the company's culture and values alive, "through activities, training, our newsletters, or simple email." Hence HR must also lead by setting a good example.
2.11 Benefits of Employer Branding
The major benefits of employer branding include • • • • • • • • • • • • • Increased Productivity and Profitability. Increased Employee Retention. Highly ranked for Employer Attractiveness. Increased level of staff engagement. Lower Recruitment Costs. Minimized loss of talented employees. Employees recommending organization as a “preferred “place to work. Maintenance of core competencies. Employees committed to organizational goals. Shorter Recruitment time. Ensured long term competitiveness. Improved employee relations. Decreased time from hire to productivity.
2.12 Employer Branding – A New HR Arena
This is a market oriented era. If a company has a good brand value in market, it will get good response if not; it’s very difficult to convince people. From an HR point of view branding is very important. If the organization has a good brand image in the market, it will help in getting right workforce at right time and at the same time will have a control over the employee cost. An organization with no brand name has to shell out lots of money to attract and retain the right candidate. Branding can be done in two ways: (1) External Branding and (2) Internal Branding. Lots of factors may influence the branding strategy of an organization,
2.12.1 Branding Strategy
A) Nature of Business – Branding should be based on the nature of business. Like if An IT company goes for a fashion show; it may not yield the same results as it would have got by going to IT Fair or something similar. A real estate company may go for some road show on property market. B) Nature of Market – It is always recommended to gauge the market before going For any project which involves market risk like if one is targeting to explore a financial market or banking and at the same time it is marred by some other factors like Inflation, one need to design your strategy which could help a company in overcoming the negative trend. C) Reception Target – It’s always good to define the reception target or the audiences. If a company is planning to sell Villas and targeting the middle class, probability is very high that one will end up spending time and resources in wrong direction. D) Budget Flexibility – Budget always plays an important role in deciding the strategies. If budget does not allow to spend a lot, it’s always recommended to partner in any event where other participants are not of field and it has got at least one participant who has got a good market value so that one can attract the crowd. E) Long Term Mission of Organization – Also the long term as well as short term goals of the organization should be kept in mind. If the organization does not have any long term goals in the target market or location, it’s always recommendable not to go for branding or it is very much required go for a small, low budgeted branding event. F) Organizational Structure – Organizational structure is also very vital part for deciding any strategy. Organizational structure is the strength of any organization and any event or branding can be done based on that.
2.12.2 External Branding
External branding refers to branding which is done by using external sources and which may (or may not) require some investment in monetary or other forms. The different means of doing external branding area as follows; (a) Use of Job Sites – As HR the first thing which comes to the mind is recruitment, So Job sites also offer good branding opportunities through different means like Pop ups, pop INS etc. It’s always better to go for pop INS as most of web browsers come with pop-up blockers. (b) Banners – Banners are also a good mean for branding. Banners can be of both types’ means Online Banner and Street banners. By Online banner, an organization name will be flashed on different web pages as per choice and price. Street banners are good for bigger requirements. (c) Road Shows – Road shows are also an important mean for creating brand awareness. One can organize talks, presentations, seminars etc. for attracting people towards ones organization. (d) Corporate Social Responsibility – Corporate social responsibility refers to corporate getting associated with society for some noble cause. The association can be in any mode either getting associated with a Charitable Trust or a NGO or some other public venture. Corporate can align and attach with any of these and share the stage. Always keep in mind that chooses as per organization status. (e) Public Events – Public events are one of the major ways of creating a brand image. An organization can participate in any of the public event and assuring that it does not get disappeared in the crowd of many brands or big names. (f) Newspapers – Branding can be done through newspapers as well. If one targets the local public, and go for advertisements considering the individual day circulation, target readers, rapport of newspaper, type of newspaper etc. Targets can also be to employ people for workforce requirement, one can place job Ads which may seem expensive at the first glance but in terms of attracting the correct workforce, it can do magic. (g) Email – For mail ids related to job portals, one can create an auto reply which can contain brief description of the key aspects of candidate’s and public interest and at the same time introducing company to the public. It should be informative as well as crispy so that the audience reads it and just does not do Shift Delete. (h) Tagline – Create a nice, attractive tagline or a punch line for ones brand and give it a significant visibility in all branding efforts. The tag line should be in accordance with your organization values, goals, work etc. so that it reflects an overall image of the brand everywhere. (i) Align with celebrity – Aligning with a celebrity is also a good way of creating a brand image. But this may cost big bucks and ultimately increasing cost dramatically. This is an expensive method of branding.
2.12.3 Internal Branding
Internal Branding is comparatively a cheaper way of branding. An organization can use it for internal organizational staff for this purpose. (a) Front Office – Always pay attention to front office because first impression is last impression. It should be kept neat and clean with a pleasant receptionist who always maintains freshness and welcomes the guests with courtesy. (b) Stays Interview - HR can always conduct stay interviews in which they can interact with the employee and ask them regarding their career prospects, there alignment with the company, there feedback regarding their concerned departments, etc. These feedbacks can be analyzed and used for different purposes by which one can create an internal brand image of the company. (c) Exit Interview – An exit always carries a fair chance of initiating the chain reaction among the employees so always be very careful in analyzing the exiting reasons so that organization can overcome the justified ones in the future. (d) Employee Satisfaction – Employee satisfaction is always very important for any organization to grow. A satisfied employee is a productive employee. If an employee is satisfied, one can relax because it will create a good and positive rapport for the company in the market outside. (e) Policy Information – Always design policies very strategically. A policy should be designed in such a way that it holds good even after a long period of time. A frequent internal policy change sends a message to the outer world that the company is not consistent and knowledgeable and reliable. (f) Customer Orientation – Customers are always the most important factors. Always keep workforce motivated towards delivery of customer oriented services. Customers can be of either type, internal or external. (g) Employee Participation – Always try to ensure the maximum participation from the employee side, either in terms of internal events participation or external events. (h) Trained Employees – Always ensure proper training of employees before they are engaged in work. The training should be in all the aspects like policies, vision, mission, organization. This will project a good picture of organization on the new employee. These are few to count with but based on the requirement and strategy, the list may increase or shorten.
2.13 The Employer Brand and its Components
In a report from the Corporate Leadership Council, the components of an Employer Brand
are surveyed, as well as the connection between a company’s ‘Product Brand’ and ‘Employer Brand’. The Product and Employer Brands Companies Manage Two Corporations manage two interrelated brands – a product or company brand in the product market, and an employment brand in the labour market. The product and employment brands are related and mutually supportive. A strong product brand can play an important role in the strength of the employment brand. The employment brand, in turn, is instrumental in attracting and retaining employees who can add value to the company and its products – thus reinforcing the product brand. (Corporate Leadership Council, 1999)
The strength of a company’s product brand plays a role in the strength of its employment brand. For a distinctive few, it may actually “carry” the employment brand. For the remaining companies the strength of the product brand must be seen viewed as one of the many elements contributing to employment brand strength. (Corporate Leadership Council, 1999)
Product and Employment Brands Are Mutually Reinforcing The strength of a company’s brand in the product market can play an important role in determining the company’s employment brand.
Product Brand and Its Components
Quality & Performan Produc t feature Image & Value & Price Innovati on & Design
Employment Brand and Its Components
Compensati on &
Product/Co mpany Brand Strength
Work Environm ent Work life
Much like a product, the employment brand has multiple components; each contributes to the strength of the brand with current and potential employees
Figure 9: The connection between a company’s ’Product Brand’ and ’Employer Brand’
2.14 The Employment Offer – Employment Value Proposition
The Corporate Leadership Council is in their report from 1999 talking about the ‘Employment offer’ as a “Signal of value to the labour market”. At the heart of a strong Employment Brand i s a c o m p e l l i n g e m p l o y m e n t o f f e r – o r e m p l o y m e n t v a l u e proposition. Beyond the opportunity to work for at company with a leading product or company brand, these offers are composed of selected levels of compensation and benefits,
The employment brand attracts the type of employees necessary to build and support the company’s products; it also helps to retain talent, reducing the cost of turnover.
Employees play a critical role in building and supporting the product brand its image; attracting and retaining appropriate talent is important To product development, quality and customer service
work environment, work-life balance and company culture. Over time, the ability of a firm to deliver on its employees will from the foundation of its employment brand image – just as a firm’s ability to deliver on its product offering contributes to the reputation of its brand.
“The offers a firm makes to the labour market…” Job Offer Components/ Dimensions
• • • • • • • Business Travel Location Flex time Childcare Work Hours Vacation Telecommunication
Company Culture and Environment
• • • • •
Product/Company Brand Strength
Reputation (Appeal of Company’s Product or Service)
Compensation and Benefits
• • • • • • Salary (Base pay) External Equity (Pay to market) Internal Equity Bonus Stock Options Retirement Contributions Health Benefits
• • • • • • • Manager Quality Co-worker Quality Recognition Empowerment Work Challenge Cutting-Edge Work International Mobility • Role Clarity • Project Responsibility
Senior Team Quality • Development Reputation Technology Level Risk Taking Environment Company “Fit” Company Size
Large, established firm with sew senior executive team
Industry-Leading product line High base pay & Stock Option
Compensation & benefits Product/Com pany Brand Strength Company Culture Work Environment Work life Balance
Long hours with frequent business travel
Cutting-edge, challenge work
Components of the Employer
The firm’s employment Brand is ultimately based on its actual employment offer (over a broad range of employment offer components) and its ability to deliver on its promises
Name of the Company: Tata Consultancy Services (TCS), India
Name of the Person: Mr. S Padmanabhan Designation: Exe. Vice President (Head Global HR)
Q. Do you think that Employer branding is a fad or something that is very necessary? Employer Branding has been in existence for a long time. It is not a phenomenon peculiar to the IT Industry and in today’s context; it can be an important differentiator to project the uniqueness of the organization. Q. What is the main area of focus of the TCS Employer Brand? Our first milestone is to be among the Top 10 IT companies globally by 2010. All our energies are invested in this direction. The TCS brand as an employer embodies the tremendous opportunities TCS offers to a young professional. These include world class training, right from the initial years as well as an opportunity to work across technology platforms, domains and geographies. We offer careers in more than 5 streams, our reward and recognition program is a unique mix of monetary and non monetary benefits and we continuously engage with our employees beyond the work space with initiatives like MAITREE, to create professionals with a global mindset. These are messages that are conveyed through the brand.
Q. How does the TCS Employer Brand connect to this vision? With the vision of being among the global top 10 by 2010 as the backdrop, TCS is focused on creating a global organization that is multi-cultural and diverse. A company, which operates in an enriched and inclusive atmosphere of collaboration and excellence. This higher brand awareness is attracting talented people to the company, which is increasingly being recognized as the preferred employer in key world markets.
We have a consistent branding message that gets communicated across the organization, across the geographies. We are a global company with global customers, by an increasingly global workforce. Over 6 percent of our company’s employees are non-Indian.
Q. Tell us about the branding exercise at TCS? At TCS the branding exercise is well connected with a two pronged approach based on our Employer Brand and leverages the same with our internal processes. Externally we ensure that the TCS Employer Brand is consistently communicated in all our external interactions. Some of them include our campus presentation, recruitment advertisements, client presentations, and we were the first organization to embark upon an IT quiz concept for schools across the nation for students of 8 to 12 standard. We chose Quiz as medium to enhance the IT awareness and provide a window to the world of IT. The event has also helped us in brand building and besides extending “IT for Schools”.
Q. What are some things that you do in your internal processes to drive this message? Our internal portal Ultimatix is the ‘central nervous system’ op TCS. The portal combines several different applications based on different platforms and is TCS’ ERP, knowledge portal, management information system, CRM, Employee self service system, and much more, all role in to one! Over and above Ultimatix also serves as an in-house communication tool, delivering daily news and information updates to TCSers on a real-time basis. Ultimatix is a very important vehicle for branding internally. It carries all the important news and updates on the happenings in the organization globally. Our HR policies focus on diversity, workplace harmony, work life balance, competency building and flexibility. Some of the HR activities for Employer Branding include sustained employee engagement, rewards and recognition (Best White Paper Awards, Star of the Month, Creative Workspace Awards, Best Project Awards, Best Faculty Awards, and Best Auditor Award etc.) We also offer our employees flexibility of choice of career streams, encouraging a diverse experience through rotations across streams.
Q. What makes TCS different from other IT/ITES Employer Brand?
The TCS brand is a much sought after brand among potential employees. Our learning and development capabilities, number and variety of internal opportunities especially in international environments, a growing world-wide presence where we compete with global IT companies in all markets for large engagements are some of the attractions for professionals. Also ongoing engagement in the work and life space enables employees to have long term careers with us which are evident by our lowest attrition rate which is below 10 percent.
Name of the Company: Google, India
Name of the Person: Mr. Mr. Manoj Varghese Designation: Director for Human Resources
Q. What does your Employer Brand mean to employees and potential hires? Google's mission is to deliver the best search experience by making the world's information accessible and useful. We are all about customer experience, engineering excellence, innovation and freedom to work on projects that impact millions and millions of people. All that we do is to connect people and information. Hence we invest in creating compelling products that meet these needs. Our employer brand hence, means customer experience, access to information, innovation, engineering/customer service excellence and freedom to our employees and potential hires.
Q. How does your organization approach Employer Branding? What kind of brand building initiatives does your organization plan to sustain your Employer Brand? Our employment brand is an extension of our corporate brand. Google's ultimate goal is to be the Gateway to the Internet for people all over the world no matter where they are located, what language they speak or how they access the Internet (beyond a personal computer and a browser to hand-held devices as well). We work very closely with academic institutions, encourage interns, sponsor and conduct coding
contests, conduct technical talks, sponsor research in specific areas and support activities that encourage creativity, innovation and encourage engineering excellence. Examples of some of the brand building activities will be India Code Jam that we conducted in 2005 and 2006, which is a technical coding contest. Essay Writing Competitions, as for our Ad Words process in Hyderabad we look for superior English writing skills Q. What is the role of HR in sustaining an Employer Brand in your organization? Employer Brand cannot be different from what the employee experiences are inside Google. The culture, the unique work environment that we have, has been put in place by Larry Page and Sergey Bring right from the day they started the company and is practiced and evangelized by our executives. HR's role is to align and nurture HR systems like staffing, induction, performance management, learning and development, rewards and recognition to be consistent with the brand. Q. How do you assess the effectiveness and ROI of your Employer Brand? Continuing to attract the best talent, have world class retention rates, continued innovation and new products will be measures at a high level that we use to assess the effectiveness and ROI of our Employer Brand. Other indications could be the fact that Google is consistently rated as one of the most preferred employer in premier campuses both engineering and non-engineering fields. Q. Do you foresee Employer branding to be important in the future with the increase in attrition and the war for talent heating up? Or is it just a fad that will die quickly? In the crowded market place, where demand-supply gap for employable talent is growing every day, Employer Branding is going to assume greater importance in the years to come in India. The best candidate has a number of choices available to them and the employer needs to differentiate themselves with a great Employer Brand. Organizations that build effective Employer Brands will be able to identify the key sources of talent and the key competencies required in talent that they seek. It is important not only to build a great Employer Brand for attracting people, but for retaining the best talent as well. The sum of experiences that an employee has, or a candidate has defines the Employer Brand rather than any slogan or advertisement.
A survey by Personnel Today reveals that HR believes branding is vital if an organization is to recruit the best candidates.
In the war for talent, HR professionals are not being equipped with one of the most important weapons in the recruitment armoury – employer branding. An exclusive survey of 1,889 Personnel Today readers with responsibility for recruitment reveals that 95% of respondents believe employer branding is ‘important’ (Fig. A), with 80% saying that it will become even more so (Fig. B). And yet only 25% of those surveyed have responsibility for employer branding (Fig. C).
Many senior HR professionals said they were trying to make their organization an ‘employer of choice’ in the face of low unemployment and skills shortages. One said: “There is so much competition for good candidates, those with a good employer brand will be able to pick and choose from the best candidates.” And another added: “People are
becoming more inclined to look for roles where the organization’s values are aligned with their own.” Recruitment remains the preserve of the HR department. Indeed, the number of people in HR with responsibility for recruiting is increasing (Fig. D).
The proportion of jobs being filled by both internal and external recruitment advertising is on the decline, while recruitment consultancies are filling a greater share of the vacancies (Fig. E). But the biggest change to the recruitment landscape has been the development of the internet. Three-quarters of respondents agree that it has changed the way their organisations approach recruitment (Fig. F).
But while much of this can be attributed to the growth of online media and jobs boards, survey respondents claim that the fastest growing medium over the next two years will be their
companies’ own websites. Seventy-six per cent plan to use their company websites more for recruitment purposes. Local and national newspapers will be the losers, with 23% and 37% (respectively) of respondents planning to use them less for job ads. One respondent summed up the general mood: “I intend to get our website working efficiently to attract candidates without agency or advertising fees attached.” Despite respondents’ clear interest in the cost of recruitment; only 6% said their companies had a cost-per-hire target. The average cost-per-hire is measured, however, and stands at £2,773 (£3,175 among organisations with more than 10,000 employees). That investment will be channeled into a number of areas, but principally it will go to employee retention schemes, followed by developing in-house recruitment websites and improving employer branding (Fig. H).
5th EMPLOYER BRANDING AWARDS
( 12th February, 2011 - Taj Lands End, Mumbai )
By - Employer Branding Institute, India
Top 10 Best Employers in India (2010-2011)
1. HINDUSTAN UNILEVER LTD. 2. STANDARD CHARTERED BANK 3. AIRCEL LTD. 4. STERIA (INDIA) LTD. 5. YES BANK LTD. 6. RELIANCE CAPITAL ASSET MANAGEMENT LTD 7. GROUPM MEDIA INDIA PVT. LTD. 8. ICICI LOMBARD GENERAL INSURANCE COMPANY LTD. 9. TATA MOTORS LTD. 10. LARSEN & TOUBRO LTD.
3.1 OBJECTIVES OF THE STUDY
To study the role of Employer branding as an HR tool at various
organizations . Secondary –
To investigate the effect of Employer’s Brand on attracting employees towards its
To know how Employer Branding helps in Retention of employees in an organization.
To explore different factors that contribute in making an organization’s Employer
3.2 RESEARCH PROBLEMS
Research Questions There are questions arise based from the research issues
Do organization brand associations affect the image of the firm as an employer? Does organization brand present information that contributes to formation of a psychological contract between the employer and the employee?
Does employer branding reinforce and change organizational culture? Does organization brand association mediate the relationship between organizational identity and employer attraction?
Does organization brand loyalty mediate the relationship between organizational identity and employee satisfaction and employee productivity?
Research methodology is a way to systematically solve the research problem. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with logic behind them.
4.1 RESEARCH DESIGN
The type of research carried out for this project is DESCRIPTIVE. Descriptive studies are concerned with describing the characteristics of a particular individual or group. They are undertaken in many circumstances. There is a general feeling that descriptive studies are factual and very simple and this is not necessarily true. Descriptive study can be complex, demanding a high degree of scientific skill on the part of the researcher.
4.2 SAMPLING DESIGN
Sampling design may be designed as “the selection of some part of an aggregate or totality on the basis of which a judgment or inference about the aggregate or totality is made”. It is clearly define the set of objects, technically called the universe to be studied.
SAMPLING TECHNIQUE - convenient sampling SAMPLE SIZE - 60 AREA OF STUDY - Employees from various Private Banks operating in our Area i.e.
4.3 DATA COLLECTION
DATA SOURCES • • Primary data Secondary data This research mainly focuses on primary data DATA COLLECTION INSTRUMENT The primary data needed for the study has been collected with the help of questionnaire. The questions are closed ended.
Research Problem for the present study –
What is the impact of Employer Brand in improving the attraction, retention and productivity of the employees which in turn improve the productivity of the organization?
1) Null Hypothesis (H0): There is no significant association of Employer Brand image with Employee’s satisfaction Alternate Hypothesis (H1): There is a significant association of Employer Brand image with Employee’s satisfaction
2) Null Hypothesis (H0): There is no significant difference between factors available to make Employer Brand at different organisation Alternate Hypothesis (H1): There is a significant difference between factors available to make Employer Brand at different organisation
3) Null Hypothesis (H0): There is no significant effect of Employer Brand on Employee Retention Alternate Hypothesis (H1): There is no significant effect of Employer Brand on Employee Retention
CHAPTER – 5
ANALYSIS, RESULTS & DISCUSSION
DATA TABULATION & ANALYSIS Q1. Are you satisfied working with your organization?
Response YES NO
No. of Respondents 42 18
INTERPRETATION The data was obtained from the 60 respondents, and after analyzing the responses from the respondents, the result showed 70% Employees are satisfied, and 30% Employees are unsatisfied with working in their existing organization.
Q2. Does satisfaction of working employees attract potential employees toward an organization?
Respondents YES NO 50 10
INTERPRETATION From the above data it is clearly mentioned that the maximum of the respondents think that satisfaction of existing employee attracts potential employees towards an organization.
Q3. Is your organization aware of factors attracts to the potential employees?
Response YES NO
No. of Respondents 38 22
INTERPRETATION From the above data it is clearly inferred that the 63% of the total respondents says that their organization is aware about the factors that leads to attraction of potential employees towards them.
Q4. What are factor which attract most potential employees towards your organization?
Factors Compensation & Benefits Respondents 14
Career Growth & Development Company Culture Comfortable Work Environment
20 16 10
Comfortable Work Environment Company Culture Career Growth & Development Compensation & Benefits
18% 22% 33% 27% 20%
Factor that contribute to make its Employer Brand
From the above data it is inferred that Career growth & Development in an organization is the factor that contributes the most to make Employer Brand of that organization followed by Compensation and others.
Q5. Does the Employer branding retains the employee in an organization? Particulars Strongly Disagree Respondents 0
Somewhat Disagree Can’t say Somewhat Agree Strongly Agree
2 14 24 20
From the above data it can be observed that maximum of the respondents either fully or partially admits that Employer Brand affects the Retention of employees in an organization, thus reducing the turnover.
Q6. How would you rate your organization’s pay & benefits?
Satisfactory Good Very good
12 28 14
INTERPRETATION From the above data it is clearly inferred that most of the total respondents are almost satisfied with the pay & benefits they are getting in their organizations.
Q7. What employer brand image Organization has among potential employees?
Satisfactory Good Very good
16 30 10
INTERPRETATION From the above data it is clearly inferred that most of the total respondents say that their organizations has a good Employer Brand.
Q8. Based on your overall satisfaction rate and your organization’s image, how would you rate your stay?
Satisfactory Good Very good
10 36 12
INTERPRETATIONFrom the above data it is clearly inferred that most of the total respondents are having good experience of their stay in their organizations.
CHI SQUARE TEST 1) Association of Employee Satisfaction with Employer Branding
Null Hypothesis (H0): There is no significant association of Employer Brand image with Employee’s satisfaction
Alternate Hypothesis (H1): There is significant association of Employer Brand image with Employee’s satisfaction
Table showing Observed frequency for applying the test Organization Attract Potential employees Satisfied Employees Unsatisfied Employees Total 36 14 50 Organization do not Attract Potential employees 6 4 10
42 18 60
Table of Calculation Observe Expected d Frequenc Frequen y(Ei) cy (Oi) 36 35 1 Oi -Ei
14 6 4 60
15 7 3 60
-1 -1 1 0
0.0667 0.1428 0.3339 Total = 0.5714
Calculated Value, χ2 = 0.5714, Degree Of Freedom, d.o.f = 1 Tabulated Value, χ2 = 0.455 (5% level) Since, the calculated value i.e. 0.5714> the tabulated value i.e. 0.455 So, Null hypothesis is incorrect and Alternative hypothesis is accepted. Hence, “There is significant association of Employer Brand image with Employee’s satisfaction”
Different Organization considers different Factor for Employer Branding.
Null Hypothesis (H0): There is no significant difference between factors available to make Employer Brand at different organisation
Alternate Hypothesis (H1): There is a significant difference between factors available to make Employer Brand at different organisation
Table showing Observed frequency for applying the test Compensation Career Corporate Comfortable TOTAL & benefits growth culture work Envt. YES 10 9 11 8 39
Observed Expected Frequency( Frequency( Oi) Ei) 10 9 11 9.1 13 10.4 0.9 -4 0.6
Oi -Ei 0.089 1.23 0.035
8 4 11 5 2 60
13 4.9 7 5.6 3.5 60
-5 -0.9 4 0.6 -1.5 0
1.923 0.165 2.286 0.064 0.643 Total = 6.435
Calculated Value, χ2 = 6.435
Degree Of Freedom, d.o.f = 3 Tabulated Value, χ2 = 2.366 (5% level) Since, the calculated value i.e. 6.435 > the tabulated value i.e. 2.366 So, Null hypothesis is incorrect and Alternative hypothesis is accepted. Hence, “There is a significant difference between factors available to make Employer Brand at different organisation” 3) Effect of Employer Branding On retention of the employees at an Organization
Null Hypothesis (H0):
There is no significant effect of Employer Brand on Employee Retention Alternate Hypothesis (H1): There is a significant effect of Employer Brand on Employee Retention
Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
Observed Frequency (Oi) 0 2 14 24 20 60
Expected Frequency(Ei) 12 12 12 12 12 60
-12 -10 2 12 8 0
12 8.34 0.34 12 3.2 35.88
Calculated Value, χ2 = 35.88, Degree Of Freedom, d.o.f = 4 Tabulated Value, χ2 = 9.488 (5% level)
Since, the calculated value i.e. 35.88> the tabulated value i.e. 9.488 So, Null hypothesis is incorrect and Alternative hypothesis is accepted. Hence, “There is a significant effect of Employer Brand on Employee Retention”
CHAPTER – 6
FINDINGS & CONCLUSION
6.1 OBSERVATIONS & FINDINGS
The employers are now highly aware of the importance of
Employer branding, thus started working on it.
Satisfaction of the employees in an organization is one of the biggest factors that an
employer brand of an organisation. There are various factors that contribute to the establishment of an Employer brand. The factor is different for different organisation.
The organization’s brand association generates an attitude in the minds of the employees,
thus affect the image of the firm as an employer.
The organization brands present information through its products & services offered to the
customers, this contributes to the formation of a psychological contract between the employer and the employees.
The organization’s brand association mediates the relationship between organizational
identity and employee’s attraction. The employers of choice have proven that well-developed employer brands help attract and retain talent. A remarkable reputation, perception and image in the job market builds on both the attractiveness in factors that are of fundamental importance to high performers as well as elaborate efforts, which make this attractiveness visible in the job market. Thus employer branding plays a strategic role in the labour to attract potential and talented employees.
There is not only the need of creating a satisfaction in minds of employees, but also an urgent need of creating this positivism in the minds of external customers and stakeholders. 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, pride, self actualization and true commitment in true words and spirit.
The project says about the prevailing condition and to learn about the needs of employee and an employer. The research shows the challenges faced by many organizations and the strategies adopted. It was also observed that many organizations are still not very much aware of these concepts, though are unknowingly working on employer branding because everyone wants organization to be the best.
It will be comparatively easier to welcome the new world of employment brands. Employer branding is a useful tool to help organisations differentiate what they have to offer in the labour market, and recruit, retain and engage the people they need to succeed. Just as marketers seek to understand their customers, HR people will benefit from gaining ‘employee insight’ through methods such as employee attitude surveys and focus groups. This insight should inform the HR strategy, influence how internal communications are handled and help in the design of effective people management initiatives.
Employer branding presents HR people with an opportunity to learn from some of the techniques of marketing and apply them to people management. New roles have started to emerge in some organisations which draw on skill sets from both disciplines. It is important that HR works collaboratively, for example with colleagues in marketing and in internal communications, to share expertise and reap maximum benefits from developing an employer brand.
Any research or study always has some limitations under which this has to be undertaken. This one too was not an exception. These limitations are poised by the environment some external and some inherent. This study has been conducted with utmost consideration to the adequacy of data and quality of information, though as mention earlier the reliance on the sources cannot be minimized to zero in context of precision. The limitation can be enlisted as here under:-
1. The perception level of the respondents. 2. Availability of documents as sources of secondary information. 3. Reliability of information collected from various public information sources such as magazines and website. 4. Sometimes respondents were not willing to fill the questionnaire. 5. Sometimes the required persons were not available at their place. 6. Very often the respondents do not express their true feelings, in such case their habit, preference, practice, cannot be assessed correctly. 7. Some of the respondents refuse to give the important information best known to them. However in spite of these limitations all efforts have been put to make the report correct, genuine, and fulfilling the objectives of the reports.
1. Simon Barrow & Richard Mosley – The Employer Branding, John Willey & Sons Ltd., Pg 65-72
2. Kothari C. R. – Research methodology, New Age International Publishers 2nd revised
edition, year-2008, Chp – 1(Pg 1-20), Chp – 3(Pg 35-39), Chp - 4(Pg 58-61), Chp – 6(Pg 96-105), Chp – 11(Pg 256-264).
1. http://www.employerbrand.com/ 2. http://en.wikipedia.org/wiki/Employer_branding 3. http://www.employerbrandscan.com/index.html 4. http://www.indianmba.com/Faculty_Column/FC669/fc669.html 5. http://www.scribd.com/doc/28902485/Employer-Branding-N-J 6. http://www.shrmindia.org/employer-brand-india-strategic-hr-tool 7. http://www.contentwriter.in/articles/hr/employer-branding.htm 8. http://www.contentwriter.in/articles/hr/employer-branding.htm 9. http://www.employerbrandingtoday.com/uk/2010/03/25/employer-branding-fivereasons-why-it-matters-five-steps-to-action/ 10. http://brandcoach.typepad.com/branddigest/2009/05/6-steps-to-an-employerbrand-strategy.html 11. http://personalbrandingblog.wordpress.com/2008/11/10/10-employer-brandingstrategies-to-become-the-employer-of-choice/ 12. http://resources.greatplacetowork.com/article/pdf/do_you_know_your_employer_ brand.pdf
1. Business today, vol 3, February -2009, page no.23 2. Marketing Mastermind by ICFAI, vol 1, September – 2010, page no. 17-20
Questionnaire on Employer Branding
Dear Sir/Madam, I am doing a research titled, "Employer Branding". I need your little help for providing the following information by filling the questionnaire. There is no other purpose of this research and information, other than stated.
Name:Designation:Name of the Organization:-
Q1. What is your age? Under 21 21 to 34 35 to 44 45 to 54 55 or older
Q2. What is your total annual income from this job, including bonus? Less than 10,000 10,000 to less than 25,000 25,000 to less than 50,000 50,000 or more
Q3. Are you satisfied working with your organization? Yes No
Q4. Does satisfaction of working employees attract potential toward an organization? Yes No
Q5. Is your organization aware of factors attracts to the potential employees? Yes No
Q6. What are factor which attract most potential employees towards your organization? Compensation & benefits Career growth & development Company culture Comfortable work environment
Q7. Does the Employer Branding retain the employee in an organization? Strongly Disagree Disagree Somewhat Can’t Say Agree Somewhat Strongly Agree
Q8. How would you rate your organization’s pay & benefits?
Q9. What employer brand image Organization has among potential employees?
Q10. Based on your overall satisfaction rate and your organization’s image, how would you rate your stay?