Brand orientation, employer branding and internal branding: Do they effect on recruitment during the COVID-19 pandemic?

Kucherov, Dmitry; Tsybova, Victoria S.; Lisovskaia, Antonina; Alkanova, Olga N.

doi:10.1016/j.jbusres.2022.06.053

Cited by 18 publications

(10 citation statements)

References 76 publications

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“… Individual-level employee outcomes: Based on employer branding research (Backhaus and Tikoo, 2004; Lievens and Highhouse, 2003, 2016), we propose that new recruits and existing employees who experience attractive industry employee value propositions in their own hospitality workplace will be affirmed in an ongoing manner through feeling a greater sense of belonging, satisfaction and motivation, engagement, morale and job satisfaction. As a result, these employees’ long-term turnover intentions are likely to be reduced. Meso-level organisation outcomes: Extrapolating again from the employer branding literature (Chapman et al , 2005; Kucherov et al , 2022; Theurer et al , 2018; Verčič, 2021), it is likely that hospitality employers will benefit from attracting a larger talent pool of quality applicants in which they can compete, through their own employer brands, with other hospitality organisations. An attractive industry talent brand should result in a greater number and quality of both applicants and new recruits, in addition to fostering greater job satisfaction and engagement in existing staff.…”

Section: Discussionmentioning

confidence: 99%

“…This paper makes a novel contribution to the hospitality management and talent attraction literature via a new concept – industry talent branding. Individual organisations within the industry have been exploring and applying the concept of employer branding over the past few decades (Backhaus and Tikoo, 2004; Davies, 2008; Kucherov et al , 2022; Theurer et al , 2018; Verčič, 2021). However, this has improved access to talent for some organisations over others.…”

Section: Discussionmentioning

confidence: 99%

“…As a result, these employees' long-term turnover intentions are likely to be reduced. Meso-level organisation outcomes: Extrapolating again from the employer branding literature (Chapman et al, 2005;Kucherov et al, 2022;Theurer et al, 2018;Ver ci c, 2021), it is likely that hospitality employers will benefit from attracting a larger talent pool of quality applicants in which they can compete, through their own employer brands, with other hospitality organisations. An attractive industry talent brand should result in a greater number and quality of both applicants and new recruits, in addition to fostering greater job satisfaction and engagement in existing staff.…”

Section: Immediate Proximal Outcomesmentioning

confidence: 99%

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Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Manoharan

Scott-Young

McDonnell

2023

IJCHM

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Purpose The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued, offers industry stakeholders the opportunity to reduce such issues through working more collaboratively and strategically to magnify the pool in which individual organisations compete for talent. Design/methodology/approach This paper proposes a conceptual framework of industry talent branding, based on brand equity theory, signalling theory and the employer branding literature. Findings Industry talent branding opens a potentially new stream of research on how talent attraction and retention issues may be addressed. The authors propose that there is merit in moving beyond the organisational-level phenomenon of employer branding to industry talent branding through articulating a broader collaborative and strategic agenda to increase and widen the talent pool available to organisations. Research limitations/implications The proposed framework offers the hospitality industry and its encompassing stakeholders a means to adopt a more proactive, collective and strategic approach to address long-standing talent challenges. Originality/value This paper combines brand equity and signalling theories to develop the concept of industry talent branding, defined as a strategically curated, yet realistic impression of the employee value proposition (i.e. the benefits and rewards received by employees in return for their work performance) available within the industry, that by design will sustainably attract new employees into the industry and retain existing talent.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Immediate Proximal Outcomesmentioning

confidence: 99%

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Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Manoharan

Scott-Young

McDonnell

2023

IJCHM

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“…Le fait de considérer les employés comme des clients internes peut engendrer une certaine confusion entre deux concepts : la marque employeur et le branding interne (Aurand et al, 2005 ; Mosley, 2007 ; Raj et Jyothi, 2011). Kucherov et al (2022) et Saleem et Iglesias (2016) avancent que l'utilisation interchangeable de ces deux concepts crée une confusion et freine leur développement. Ces concepts diffèrent selon cinq dimensions : discipline, objectif, orientation, composants et rôle de la marque (Aurand et al, 2005 ; Aydon Simmons, 2009 ; Mosley, 2007 ; Raj et Jyothi, 2011 ; Saleem et Iglesias, 2016).…”

Section: Cadre Conceptuelunclassified

Rôle du branding interne dans la transformation sociétale de la marque

Regany¹,

Longo

2023

Recherche et Applications en Marketing (French Edition)

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Résumé La recherche a étudié le contexte organisationnel nécessaire au développement de marques durables sans explorer comment leur transformation s’opère. En adoptant le cadre conceptuel du branding interne, nous étudions la transformation sociétale de la marque gérée par les acteurs internes et les enjeux émergeants. Une étude qualitative révèle des dynamiques de collaboration et de tension entre responsables RSE et marketing, donnant lieu à la co-création de marques durables et visant un positionnement RSE. La figure de l’ activiste, leader œuvrant pour faire de ses collègues des champions de marque en transition vers la durabilité, émerge. En connectant marketing interne et externe, des contradictions alimentent les dilemmes de la marque : communication transparente contre silence opaque, confiance en soi contre doute. Nos apports théoriques s’inscrivent en branding interne, co-création de marque et complexités des marques durables. Des recommandations visant à gérer en interne et à accélérer la transformation sociétale des marques sont proposées.

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“…Treating employees as internal customers while implementing different IB processes gives rise to confusion between the concepts of employer branding and IB (Aurand et al, 2005; Mosley, 2007; Raj and Jyothi, 2011). Kucherov et al (2022) and Saleem and Iglesias (2016) argue that the interchangeable use of these two concepts creates confusion and prevents their development. The concepts differ to a certain extent along five dimensions: discipline, goal, focus, components, and brand role (Aurand et al, 2005; Aydon Simmons, 2009; Mosley, 2007; Raj and Jyothi, 2011; Saleem and Iglesias, 2016).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

The role of internal branding in managing sustainable brand transformation

Regany

Longo

2023

Recherche et Applications en Marketing (English Edition)

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Research has explored the organizational context required to develop sustainable brands, but has ignored how the transformation unfolds. We draw on the internal branding conceptual framework to study how sustainable brand transformation is internally managed and the issues emerging in this transformation. A qualitative study, based on a variety of sources (interviews with managers, observation, secondary data), reveals collaborative and tensed internal branding dynamics between corporate social responsibility (CSR) and marketing managers, inducing a CSR-based positioning and co-creation of sustainable brands. The figure of the activist emerges as a leader who works to turn his colleagues into sustainable brand-change champions. Moreover, when connecting to external branding, managers navigate through two sets of contradictions that feed brand dilemmas: transparent communication versus opaque silence and self-confidence versus doubt. Theoretical contributions in internal branding, brand co-creation, and sustainable brand complexities as well as recommendations to internally manage and accelerate sustainable brand transformation are presented.

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Brand orientation, employer branding and internal branding: Do they effect on recruitment during the COVID-19 pandemic?

Cited by 18 publications

References 76 publications

Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

Rôle du branding interne dans la transformation sociétale de la marque

The role of internal branding in managing sustainable brand transformation

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