Employer branding is an important part of the value proposition of the employee and it is encompassed the mission, business value, culture, and personality of the business organization. Employer branding affects the recruitment of new applicants, retention and engagement of the existing employees and the entire perception of the business (Martin, 2020). In today’s employment environment, employer branding is becoming a significant factor for business success. It positively influences recruitment, employees’ loyalty, differentiation, retention and satisfaction (lles and Zhang, 2013).
In order to evaluate implications of the employer branding on employee resourcing, it is required to understand the terms. Verbeke and Ciravegna (2018) defined employer branding as a process to manage and influence the reputation as an employer among the job seekers, key stakeholders and employees. It is the reputation of the organization as an employer. The stronger the employer branding is, the better the business can gain a brand image, value, and market presence. Harzing and Ashley (2014) determined that positive image and brand equity enable the existing employees to stay in business, which can compete in the global marketplace for talent. Employee resourcing focuses on recruitment and dismissal of the talent and capacity to manage employees effectively (Jacobs, 2017). In the organizational context, employer branding sells the company to the employees. It expands the organization’s society since an employer is in the market.
The implications of employer branding on employee resourcing is not overstated; the employer branding is connected with the brand of the business, values and HRM policies. Idrees et al. (2018) determined most of the recruiters are argued that power is shifting from the employers to the candidates, like the value of the business, work-life balance, peer reviews on the job sites, corporate social responsibility are important for the new applicants before selecting the organization (Shams et al. 2021).
According to Muller-Camen, Croucher and Leigh (2008), good employer branding offers clear messages about the business and constantly interact with the stakeholders, raising awareness. For example, the employer branding of Apple is good and valuable to the employees as the employer is identifying traits of types of people that will fit in the business. The employees desire to work for Apple as the employer sets beliefs that match their own. The “Think Different” campaign of Apple creates a vision and builds emotional connections. The employees of Apple drive person race are self-assured. With the Think Different message of Apple, there is a close alignment of marketing as well as employer branding (Vinuesa et al. 2020). The employees of Apple are true to what they are promised to deliver to equally brilliant and determined customers.
Schroeder (2020) mentioned that strong employer branding is likely to link to the job considerations compared to the company’s strong brand. It means developing employer branding as it helps to acquire the best talents. It helps to attract talent using offering the candidates an up-close look at what the business is about to offer to the customers. It enables the candidates to self-assess for fit in the business that can increase employee retention and engagement rate over time (Luo and Tung, 2018). Employer branding helps in employee resourcing by ensuring that it aligns with the ideal aspirations of the new candidates. Building good culture, positive experience, performance review, promoting flexibility and leverage in advanced technology are the strategies used to retain more talent (Jackson, 2002).
Kipper et al. (2021) mentioned that the HRM policy builds psychological relations among employees and brands by providing the new applicants with a good working culture. The advantages are also provided to the employees in conducting training sessions, promotion, development of business opportunities, workplace tours and others (Boon, Den Hartog and Lepak, 2019). The disadvantage is ff the company has not fulfilled the promises they make to the employees; it affects the brand image of the business and hiring procedures of new employees. For example, Pepsico is a business organisation providing an annual bonus to their employees and has a yearly plan for their promotions that help increase brand image plus reputation (Whysall, Owtram and Brittain 2019). Creating an ethical workplace is a significant international HRM policy by holding challenging ethical codes to keep the good manners of the workplace. Advantages are that the ethical aspects are included a moral code of conduct, professional behaviour of the employees, proper dress code, and efficient communication. According to Hewett et al. (2018), to sustain in the changing market, the company maintains ethics to meet the modern workplace culture. Disadvantages are required to have a high cost and high overheads for the training and communication of this ethical policy.
According to Collins (2021), the international HRM policies are essential as they ensure that the business employees are looked after, their needs are respected, and benefits are completed obtainable to them for their effort. The policies mentioned above provide guidance, efficiency, and accountability on operating the business organisation (Pistrui, 2018). There are some limitations of the above mentioned HRM policies when there is a lack of support from the top-level management, improper actualization, inadequate information and inadequate development programme. The negative attitude of the top management is not bringing good outcomes while implementing HRM policies (Lee, 2021). The international policies are implemented by assessment of training plus development needs of the employees. Therefore aspirations and requirements of the employees are explained while implementing them in the company (Jo et al. 2019). HRM policies are required to implement programmes like career planning and on the job training; therefore, if those are not developed properly, it impacts the implementation of the policies.
Conclusion
The essay study concluded that employer branding is worth it as it is a must for a business strategy as it helps the business recruit better candidates, reduces hiring cost, and improves business productivity. It is worth money as it saves money on the recruitment by faster time to hire, low employee turnover, savings on the salaries, and low cost-per-hire. If employer branding is not done, it is difficult for the company to offer the promise of performance, and the employees are not feeling happy and satisfied.
References
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