Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Martin, Graeme; Gollan, Paul J.; Grigg, Kerry

doi:10.1080/09585192.2011.560880

Cited by 151 publications

(154 citation statements)

References 65 publications

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“…The emphasis placed on them has been increasing from year to year, required performance, success and achievement of set goals (Jenkins, 2009;Saxena, Jain, 2012). For this reason, the importance of a relatively new discipline, namely HR marketing, has been increasing (Martin et al, 2011;Ng et al, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

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Benefits of Employer Brand and the Supporting Trends

Urbancová

Hudáková

2017

Economics &Amp; Sociology

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ABSTRACT. Shortage of qualified staff and constant struggle for talents along with the retention of most valuable employees belong to the hottest personnel issues for the majority of organizations nowadays. HR marketing can significantly help in these areas. Within HR marketing human resources officers become those marketers who strive to keep their organization's name in the minds of all stakeholders, thus drawing their attention to organization's qualities as an employer, and in such a way winning by taking care of the most talented employees. The aim of this paper is to determine and evaluate the benefits resulting from employer branding and also to identify the trends conducive to the strengthening of an employer's brand. The data were obtained using a questionnaire survey (n = 492) in the selected Czech organizations. The results show that employer branding is an important element in all economic sectors and businesses can build their brands by focusing primarily on the stability of their current employees, their continuous development and their retaining of the most valuable knowledge. The article focuses on new strategic trends in building employer's good brand and attracting the most knowledgable workers. JEL Classification: M12, M14, M54

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Section: Literature Reviewmentioning

confidence: 99%

“…Likewise, the 4Ps (product, price, place, and promotion) or its extended modification of 6Ps are used. Also the customer relationship cycle can be taken over from marketing and adapted for employees (HR Forum, 2016;Martin et al, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

Benefits of Employer Brand and the Supporting Trends

Urbancová

Hudáková

2017

Economics &Amp; Sociology

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“…Indeed, if talent management is not defined as an exclusive and distinctive strategic process then there seems little to set it apart from human resource management. However, the talent literature also contains tantalising but passing reference to a contrasting 'inclusive' talent management approach (Bjorkman et al 2013;Martin, Gollan and Grigg 2011). If inclusive in this context means an alternative to exclusive, the basic idea of inclusive approaches is simple and appealing; rather than just focus on the talents of a small proportion of high potential employees, why not focus on the talents of everyone?…”

Section: Introductionmentioning

confidence: 99%

Conceptualising inclusive talent management: potential, possibilities and practicalities

Swailes

Downs

Orr

2014

Human Resource Development International

109

129

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This paper explores the possibilities and potential surrounding inclusive talent management in contrast to conventional normative treatments. By closely examining the meaning of 'inclusive' in relation to talent, the paper moves towards a definition of inclusive talent management which is contextualised in a four-part typology of talent management strategies which offers greater conceptual clarity to researchers working in this field. Our conceptualisation of inclusive talent management is further located in the traditions of positive psychology and the Capability Approach.The practical implications of introducing inclusive talent management strategies are considered.

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“…While these studies have brought attention to processes of colonisation of employee selves, research has yet to explore how the organizational brand, specifically, facilitates the management of call centre employee's disillusionment and alienation, and specifically how employees' use of the brand helps them negotiate their self in relation to their work and their social environment. Our contribution responds directly to Spicer's (2010) call to take the brand, and its consequences for employees, seriously and we distance ourselves from claims that a focus on the brand within an organizational context might easily be seen as just another management fashion (Martin, Gollan & Grigg, 2011).…”

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confidence: 99%

Brands at Work: The Search for Meaning in Mundane Work

Brannan

Parsons

Priola

2014

Organization Studies

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Brand scholarship traditionally resides within the marketing literature and focuses on organizations' external relationships with customers. However, increasing critical attention in organization studies has focused on the brand in order to understand its impact on the internal dynamics of employment relations in contemporary organizations. Drawing on an ethnography of frontline service work in an IT consultancy call centre, we explore the brand as an internal organizational resource sustaining the process of employee meaning-making activities. Documenting the 'work of the brand', we outline what the brand offers both employees and employers and, in doing so, we theorize the brand at work as a connecting mechanism between processes of identity formation/re-formation and regulation. While employees are encouraged to internalize particular brand meanings (in this case prestige, success and quality), we found that they often willingly buy into these intended brand meanings as a palliative to 'cope' with mundane work. In this way brand meanings are central to producing a self-disciplining form of employee subjectivity. Keywordsbrand, call centres, employee branding, ethnography, identity, organizational control 'All I want in life is a little bit of love to take the pain away.'Ladies and Gentlemen, We Are Floating in Space 'In ev'ry job that must be done, there is an element of fun.You find the fun and snap! The job's a game. And ev'ry task you undertake becomes a piece of cake. A lark! A spree! It's very clear to see that a spoonful of sugar helps the medicine go down.'

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Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Cited by 151 publications

References 65 publications

Benefits of Employer Brand and the Supporting Trends

Benefits of Employer Brand and the Supporting Trends

Conceptualising inclusive talent management: potential, possibilities and practicalities

Brands at Work: The Search for Meaning in Mundane Work

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