Conceptualizing and researching employer branding

Abstract

Employer branding represents a firm's efforts to promote, both within and outside the firm, a clear view of what makes it different and desirable as an employer. In recent years employer branding has gained popularity among practicing managers. Given this managerial interest, this article presents a framework to initiate the scholarly study of employer branding. Combining a resource-based view with brand equity theory, a framework is used to develop testable propositions. The article discusses the relationship between employer branding and organizational career management. Finally, it outlines research issues that need to be addressed to develop employer branding as a useful organizing framework for strategic human resource management.

Employer Branding in Selected Companies in United Arab Emirates

“…The process of employer branding begins by creating a brand image for the employer, conveying an honest and accurate message as to its 'functional, economic and psychological beneCits' (Martin, 2007:19); (see section 4.0). This supports Edwards (2006:273) and Backhaus and Tikoo (2004) who suggest that an organization needs to begin with developing its 'value proposition'.…”

“…One of the underlying assumptions of employer branding coincides with the resource-based view (Backhaus and Tikoo, 2004). This theory suggests an alternative to implementing universal 'best-practices', an organization can derive its own competitive advantage by developing a set of unique 'internal resources' (Armstrong and Baron, 2002:9) that are rare and non-substitutable (Barney, cited in Backhaus and Tikoo, 2004;Armstrong and Baron, 2002:9).…”

“…According to the literature, communication is an essential element in establishing 'value proposition' (Backhaus and Tikoo, 2004) in the branding activities the employer undertakes (Edwards, 2006:273). The 'value' is communicated to the sought-after potential hires through the activities of external marketing.…”

“…The 'value' is communicated to the sought-after potential hires through the activities of external marketing. The 'value' is also communicated within the organization through its internal marketing efforts; aiming to embed the proposed value in the organization's culture, thereby enabling congruence between what has been 'promised' to what is actually carried out (Backhaus and Tikoo, 2004). In turn, this increases the commitment of the workforce (Edwards, 2006:273).…”

“…This theory suggests an alternative to implementing universal 'best-practices', an organization can derive its own competitive advantage by developing a set of unique 'internal resources' (Armstrong and Baron, 2002:9) that are rare and non-substitutable (Barney, cited in Backhaus and Tikoo, 2004;Armstrong and Baron, 2002:9). This theory is based on economic foundations of competitive advantage and scarce resources (Mankiw, 2004:4), supporting the claim that employer branding is a means to win the war for talent.…”