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Employee Branding In HR TABLE OF CONTENTS Sr. No. Chapter Page No. 1 Introduction to Employee Branding 2. Difference between Employee and Employer Branding 3. Employee Branding and Today’s Management 4 5 Role of HR in Employee Branding 6 13 Points on Employee Branding .7 Miles and Mangold’s 6 step process to Employee Branding 8 Conclusion 9 References 1

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Page 1: Employee branding  in hr

Employee Branding In HR

TABLE OF CONTENTS

Sr.

No.

Chapter Page No.

1 Introduction to Employee Branding

2. Difference between Employee and

Employer Branding

3. Employee Branding and Today’s

Management

4

5 Role of HR in Employee Branding

6 13 Points on Employee Branding

.7 Miles and Mangold’s 6 step process to

Employee Branding8 Conclusion

9 References

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CHAPTER-1

INDUSTRY PROFILE

The employment industry in India is influenced by a number of external

factors, like multinational companies and large conglomerates which are

entering the market, so people take these changes into account when shaping

the landscape of recruitment in a way which suits them best. According to a

survey by Linkedin, India has been adopting proactive recruitment methods

and in this aspect the country ranks above the global average. According to

another survey called ‘Antal Global Snapshot’ performed by Antal

International, a multi-national recruitment firm, where 10,000 firms

worldwide were surveyed, the Indian job market is improving with an

increase of 19% since the beginning of this year, with 59% of companies

hiring at the moment.

As a consequence of India’s changing economic environment and its highest

ranked priority, ‘improving the quality of hire’, some trends in recruiting

have emerged. The recruitment industry in India will witness several

inventive hiring paradigms. The techniques of crowdsourcing and referral

hiring will increasingly be used in the coming months. Social recruiting,

which until last year was a new concept has already entered the mainstream

hiring process. Technology solutions make junior and mid-level hiring more

convenient, and thus, insourcing and RPO will become big influencers in the

market.

The outlook for the recruitment industry in India is positive for the coming

months. While there are challenges that the new market environment has

posed, firms which are able to adapt to the new market conditions will thrive

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and flourish. Companies have to offer services that can apply to industries

across the spectrum. They should also consider expanding the basket of their

competence capabilities in order to provide a better service to their

customer.

Readjustments to the service offerings, investments in technology, and

finding new business opportunities will be key to recruitment services

growing in the coming months.

COMPANY PROFILE

Gratitude India is an ISO certified recruitment consultancy in India with

experience of about 8 years. It deals with the leading BPO companies all

over India and is very well known to exceed all its client expectation. They

consider BPO recruitment to be their niche forte. They are currently

operating from around 6 branches and tie-ups with more than 10 recruitment

consultancies.

To empower clients by recruiting exceptionally superior personnel with

passion and professional rigor and intern enhance the net worth of our

client’s human capital &unleash their human potential to the maximum.

They have excellent database of trained professionals and are well equipped

to cater vast range of manpower requirements of our partners. Their value

lies in leadership to have the courage to shape better future, integrity to be

real, accountability and passion.

Gratitude India is a fast-paced growing consultancy which realizes that

employees are the most important asset and hence they strive towards

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providing a conductive work environment which is flexible, professional,

pros aspiring, stable and innovative.

Gratitude India has launched India’s first BPO interview app for android

phones. They have placed around 5000 candidates across India in all major

BPOs insurance airlines ecommerce. They put special focus on empowering

women’s, girls because they think that they hold the key to long lasting

social change in communities .it is a united approach ,a cause that requires

continuous attention and stewardship by all.

PRODUCT PROFILE

Introduction to Employee Branding

Brands need advocates, and a company’s best brand champions are its

employees. These are the people at the front line of a company, building and

maintaining relationships that directly shape how the brand is perceived in

the public sphere. Every time an employee interacts with a customer,

shareholder, suppliers or a fellow employee, they have the opportunity to

reinforce – or break – a brand’s promise.

The key to building and maintaining a strong brand begins internally;

is by building your brand from the inside. Developing a strong culture

of employee branding, or internal brand alignment brings many benefits,

including the ability to attract top talent, and better financial performance.

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So What Is Employee Branding?

Employee branding is all about employees living and breathing the

brand – knowing its brand story, and embodying its brand

values. Employees need to know far more than just their company’s tag line

or latest marketing campaign. They need to embrace and deliver it in action

to customers and each other every day.

Think of Virgin. A company doesn’t become part of the Virgin family

by simply hanging a Virgin logo above their door. What is required are the

values, attitude and way of being, becoming infused into the entirety of the

business.

Without the brand being infused into the daily operations of the

business, you run the risk of employees simply not “buying in”. And it is

those areas of the business that affect employees the most, that is likely to

directly influence not just attitudes, but actual r behavior.

A classic example is Google. Google has famously delegated time for

their employees to work on their own private projects with free access to

Google’s immense resources. Geeks around the word drool at that kind of

worker environment. What better way to send a message to its employees

about the importance of innovation to the Google brand, than to get their

employees freely innovating?

Compliance to InternalizationThe intent of employee branding programs is always the same: to get

employees facing inwards and facing outward to display, perform, and enact

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‘on brand’ behaviors. But there are different ways to achieve this goal.

Organizations can ask employees to comply with certain expectations about

their behavior, and they can train or teach employees to internalize the

desired attributes so that these attributes are expressed in the employees’

behaviors as though the attributes belong to the employees’ themselves.

The further that ‘work’ moves from physical labor into intellectual

and emotional labor, the more that organizational systems move from a

compliance orientation to an internalization orientation. Compliance is

generally thought to be more desirable (from the organization’s point of

view) because the organization can worry less about supervision. And, when

attributes are internalized, they are expressed through employee behavior

with less conscious effort and less ‘work’ on both the employee’s and the

organizations part.

Sometimes, influencing behavior is not enough and organizations

want employees to think from the organization’s point of view. They want

not only ‘on brand’ behavior, but also ‘on brand’ thinking. Organizations get

‘on brand’ thinking by teaching employees to internalize the organization’s

priorities and values as their own. Some organizations ask employees to

develop a sense of themselves as being like the organization (having similar

attributes). This identification with the organization dissolves the boundary

between ‘who the organization is’ and ‘who I am’. Instead of asking

“What’s good for Initech?” employees learn to ask “What’s good for us?”

Thus, it becomes automatic for the branded employee to put the

organization’s interests first.

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This identification of the self with the organization, or the imprinting

of the organization’s values on top of the individual, can be fine when the

interests of the organization and the employee are aligned and

complementary. But there is usually less alignment in individual and

organizational interests than you’d think

Why distrust employee branding?There are a lot of moral and ethical reasons for keeping an

organization from having significant influence on an employee’s self-

definition. Employees need some kind of psychological distance from the

organization so that they can have personal autonomy, authority, and

authenticity. Psychological distance makes it possible for employees to

evaluate what the organization is doing and what they themselves are doing

from a critical perspective. This ability is critical not only for ethical

practices within the organization, but also for really good customer service

(i.e., putting self in customer’s shoes) and even for challenges like seeing

new business opportunities or being innovative.

In addition to these concerns, another reason that I question the

practice of employee branding is because I question the values behind the

desire to submerge the individual under or into the organization’s brand. The

drive for a full merger of the organization and the individual demonstrates

selfishness on the part of the organization. The willingness to merge ones

sense of self with the organization demonstrates a psychological immaturity

on the part of the individual. Neither organizational selfishness nor

psychological immaturity are good on their own, and together, in an

organization, it can get ugly.

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Certainly, a little bit of employee branding is a great idea. On brand

behavior is important, and employee branding can help to achieve it.

Employee branding, in moderation, is simply a part of effective socialization

and training. But too much employee branding sets the stage for

exploitation.

It’s important to maintain a conceptual distinction between

employEE branding (be careful) and employER branding (be

authentic).

Employer Branding vs. Employee Branding

Employer Branding

Employer branding is all about creating a sense of place. It is the practice of

establishing the character or reputation of an organization as a place to work,

primarily by aligning recruiting and external HR practices with the ‘brand’,

reputation of identity that the organization wants to have. The idea is that

you create a sense of ‘what it’s like to work here’ as a way to attract not only

potential employees, but more specifically the kind of employees who will

fit well within the organization.

Employer branding is a sensible practice, probably even an indispensable

practice, if you consider how hard it’s said to be to find the right people to

get “on your bus.” When an organization attracts the right kind of potential

employees, the cost of on boarding, socializing and training these new

employees is reduced.

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It is simply a good Authenticity Practice to work to create an accurate view

of your organization as a place to work. Ideally this representation or

employer brand would be reasonably close to what it is actually like to work

at the organization. If not, you could end up like Google, an organization

with a great general reputation, a great technical reputation and an

increasingly less positive reputation as a place to work. And, you’d end up

with employees who thought they were joining one organization only to

discover they had signed on to work at a significantly different

place. Employer branding is about crafting a sense of the organization as an

employer that will attract the right kind of new hires.

Employee Branding

Employee branding is a different practice altogether. It is all about

influencing the behavior of organization members. Employee branding is the

practice of ‘aligning’ an employee’s behavior and often the employee’s

point of view with the image that the organization wants to project to its

customers and eternal stakeholders. Employee branding takes the

organizational brand – the characteristics and attributes that the organization

wants to project about itself—and impresses it upon the employees.

Employee branding is a tactic for generating ‘on brand’ behavior,

behavior that expresses, presents and performs the attributes that the

organization wants as part of its reputation or brand. It attempts to influence

the interactions between employees within the organization as well as

between employees and external stakeholders. The idea is that an

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organization can strengthen its claim to the attributes it desires when

employees demonstrate these attributes.

Employee branding programs include regular job training, training in

customer service or customer interaction, corporate orientation, and

education in the corporate brand. Well-developed employee branding

programs also include ongoing training, performance evaluation and rewards

systems that support the employees’ display of on brand behaviors.

Miles and Mangold’s six steps process to employee brand

In 2004 Miles and Mangold created a theory of employee branding,

it’s a process that provides organizations with the knowledge of the

different elements that should come together for an effective employee

branding. What they intent to do with their model is to solidify the brand

on employees’ mind. They argue that it is easier to transmit the brand’s

message to consumers through its workforce, and this can only be achieved

through a successful employee branding. (Miles & Mangold, 2004) Workers

have to be the first people to believe and be loyal to the brand, if members

of the staff do not trust the brand or identify with it, how are customers

suppose to engage and want to buy the brand?

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Chart I illustrates the process.

The first step for a successful employee branding, according to Miles and

Mangold, is a well defined mission and vision. Employees are supposed to

know the vision and mission and should see that the organization lives from

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end to end according to those values. It should not only be written on

paper, they should be able to recognize that all the employees are aligned

with them and that their work reflects the company’s believes.

The organization ought to work every day to fulfill the mission;

employees have to be able to see that their every day work is guided towards

that. After mission and values are clear and employees are aware of them,

the organization has to define what the desired brand image is, what they

want to transmit with it, employees should know how the company wants to

present itself.

Miles and Mangold, refer to the importance of constant reminder of

the mission, vision and desired brand image through different techniques,

inside the company in a formal manner, through HR management systems,

PR systems. In an informal mode by culture/coworker influence, employees

that have been long with the company can show new workers how things are

done in the corporation, they know how the organization works and what is

expected from them, they have the tools needed to teach new incomers.

Managers also have the ability to demonstrate what the expected

behavior and culture is, through their actions and interaction, they give

evidence of the expected communication ways inside the company, with

peers and later with the outside, customers. There should also be a reminder

to the exterior of what the brand stands for, the mission and the vision, in a

formal style, advertising the brand and using PR to let people know about

the brand.

The next step is to assure that employees know what the brand is, and

that members of the staff are committed to it, that they identify with it and

are able to live it enabling them to reflect the desired brand image through

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their work or interaction with the end user. The employee has to be willing

and capable to project the brand to the outside in order for clients to know

that they will be receiving the type of service or product that the

organization promises. This process has different positive outcomes,

customers have knowledge of the brand, they know about the company as

another option in the market, economical turnover, better profit, employee

and customer satisfaction, consumer loyalty, and favorable reputation,

among others.

The key of this process is the constant feedback in all its stages; every

step has to have a response to ensure the organization that they are working

(Miles & Mangold, 2004).

Artain and Schumann propose a series of elements that a brand should

supply to its employees. With these employees are able to connect with the

brand, and in the future for them to be able to pass the meaning of the brand

to the end consumers. These components offer tools to connect employees

and the brand, create loyalty, followers, identity, and culture that will be

reflected every day in their work.

Miles and Mangold on the other hand, propose six steps with

feedback, which companies should follow to create employee branding.

These two models were created differently, Artain and Schumann are

statements, Miles and Mangold are steps but they both take into account

similar concepts. Mission, vision, values, desired image, and desired

psychological connection to the brand from the employees. I will use these

two theories, Schein’s concept of culture, Hatch and Schultz’s concept of

identity, and Hatch and Schultz’s theory of brands as corporate catalysts to

structure an employee branding survey.

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Using Brand To Attract Talent

Internal branding is also a very important way to retain and attract

employees. Companies with strong brands are far more successful at

retaining their best employees than companies with a weak record of worker

engagement. As companies are constantly competing for the best talent,

many companies are realizing how the power of leveraging of their brand in

attracting and retaining recruits.

While companies often understand branding when applied to the realm of

products and services, few areas aware of how to use it to attract talent. To

really use its brand as a recruiting tool, it should think of recruiters as

customers. Use extensive research to determine key competition, what sort

of attributes matter to different types of recruiters and work out the best

ways to meet them.

How it can be achieved ?

Employee branding can be achieved through recruiting selectively,

communicating vision, and mission, values of the organization, effective

training programs, and work culture. Once employees understand brand and

objectives, they'll be in better positions to act as ambassadors for the brand.

Employees only change their behavior when they see tangible

evidence that the brand is infused within the way the business is run. Brands

can make the biggest impact by prioritizing areas of the business with the

most power to influence employee behavior:

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1. Lead by example – There are a few ways that employee branding and

engagement is built. It needs to begin with leaders within the business.

Senior leaders need to show inspiration, commitment and communicate a

sense of vision. Companies with the highest rates of employee engagement

tend to have a charismatic CEO who is able to inspire their workforce with

an engaging vision. Just think Steve Jobs of Apple, Mark Zuckerberg of

Facebook, and Richard Branson at Virgin. Leading by example often entails

senior leaders being more accessible to employees, and communicating

honestly and openly.

2. Recruitment – begin with talent who already possess the primary traits of

the brand, and you’re half way there.

3. Training – give employees the tools and knowledge required to deliver

on the brand promise.

4. Management Incentives – define specific behavior’s relevant to your

brand’s values and bring accountability in to play.

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CHAPTER- 2

SCOPE OF THE STUDY

Brand is not as such a new concept but has many new

concepts being developed as it has been much recognized this days.

This study revolves around mediating role of employees brand commitment

And employee brand commitment in the relation between employee

brand knowledge and their brand citizenship behavior.

SIGNIFICANCE OF THE STUDY

The mediating role of employees brand commitment in

the relation between employee brand knowledge and their brand citizenship

behavior is relatively a new concept and this study is expected to divert

researchers to this vital area.

It has also some recommendations to Gratitude India to come across

some basic internal branding aspects.

Let it built better brand knowledge of its employees who are

the ambassadors for delivering the overall goals of the company to the

customers.

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CHAPTER- 3

REVIEW OF LITERATURE

Your Employees Are Your Brand

Most organizations fail to recognize the role employees' play in building a

brand's reputation. Employees interact at personal and professional levels

each day with current, as well as potential Customers. Each interaction is

either a positive, or a negative representation of your organization, and your

brand. Every employee (not just customer-facing) plays an important role in

supporting, and building brand. For example, an administrative assistant

might provide support to an entire product development team working on the

release of a new product. The support provided by the administrative

assistant allows the product development team to focus on creating a

cutting-edge product that will deliver on the brand's promise

Market Your Brand to Your Employees - Internal Branding

Insights

By Ila Badoni (June 14, 2013)

Employees as Brand Ambassadors

So the question is that can a new company not bring about the same pride

and joy in their employees? The answer is a resounding yes! The easiest way

for any new company to brand itself, is to begin by realizing that their

employees can be their brand ambassadors. When employees refer they will

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bring in business leads, recruitment of experienced contacts and of course

word of mouth marketing of their organization.

It's all About Communication

When the vision, mission, values and culture of a company is born, it is

absolutely necessary to write them down. Making a document would mean

that these messages are repeated and drilled down into the employees so that

they can identify themselves with the values and the culture of the company.

This will help the employees feel rooted and retention will be easy.

Corporate cultures are reflected in the working of the employees in the

business world. More clearly, for example, an empowering corporate culture

will produce a bold marketing team, willing to try out new ideas. Big risks

do lead to big successes, hence creating a brand name for the company.

Role of the CEO and the Higher Authorities in Employee branding By

Rohit Agrawal (June 13, 2010)

It is extremely important for a company to have its top management

converse about the employee brands in the earlier stages of the development

of the same. There is an institute called the Employee brand Institute which

suggests that it is highly positive for a company's future prospects to get

involved with the key stakeholders on this issue. These issues can include

the following:

* The support of employee branding in development of the business strategy

* The culture of the organization and its consistency across the globe

* The perception of the organization both internally and externally

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* The channels of communication for bottom-up and vice versa

* The most critical positions of success and the extent to which the company

has gone in achieving the same

* All the above defined can be with respect to the attraction of the

employees towards the organization, the engagement in achieving the

organization's goals and finally the removal of policies of absenteeism from

the organization and achieve maximum retention of employees

Significance of Employee brand

Many researchers have argued that in spite of following all the

characteristics of employee branding, companies have generally considered

it as a shortcut for getting the best talent available in the surroundings. Many

companies also tie up with ad agencies so as to market their employee

branding even if they do not practice them in reality. These are some of the

activities which fall totally against the much valued significance that

employee branding has. It is often said that if one takes good care of his

guests, there is all the probability that the guest will become your own and

will continue to be loyal with you. This is followed by organizations like

Google and Marriott. Every organization must understand this fact very

clearly that the organization's core values are defined by the extent of being

productive and responsive towards the customers. In others words it is a

common belief that if a company takes care of the people it affects, these

people would certainly take care of the company. The competitive world of

today teaches a very simple concept which is that every gain is mutual.

Along with the services, it is the employee brand of a company that it would

have to deliver to make the best possible returns.

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Employee Branding Guidelines by Ayesha Khalid Khan   ( Jan 20, 2011)

1. Organizational messages are supposed to be cautiously planned and

designed in much the similar method mission and vision statements are

planned and designed.

2. The organizational messages are supposed to be a sign of the

organization's mission as well as standards.

3. Messages aimed at outer public are required to be in line with the

messages directed towards the workforce.

4. Messages intended for outer public must be sent within the organization

too.

5. The plan of staffing and selection systems is supposed to include

messages that constantly and cyclically reveal the brand name and

organizational image.

6. The reimbursement system is supposed to include messages that

constantly and cyclically reveal the brand and organizational image. Such as,

executives in organizations that give importance to training ought to be held

responsible when they do not succeed to train and develop their workforce.

7. Training and development systems must facilitate executives and

workforce to internalize their organization’s mission and values as well as

assist them in knowing how the mission and values are relevant to their

responsibilities in the organization. This should allow them to more

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successfully draft messages that regularly reflect the brand name and

organizational image.

8. Marketing and public relations systems are supposed to write messages

that repeatedly and without fail reflect the brand name and organizational

image.

9. Executives must be taught the significance of sending messages that are

steady with theirorganization's mission, vision, guiding principles, and

practices.

CHAPTER- 4

RESEARCH METHODOLOGY

SOURCES OF DATA

1) Primary Data

Data used in research originally obtained through the direct efforts of

the researcher through surveys, interviews and direct observation. Primary

data is more costly to obtain than secondary data, which is obtained through

published sources, but it is also more current and more relevant to the

research project.it is generally a fresh data collected for the first time by the

researcher

It is more reliable form of data which is unbiased and includes direct

contact with the targeted people. Primary data is that it can be collected from

a number of ways like interviews, telephone surveys, field research, content

analysis, survey research, questionnaires, experiments, historical research,

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analysis of existing statistics, and various forms of direct observation. The

primary data collected in this study is by questionnaires method.

2) Secondary data

Data that has previously been collected (primary data) that is utilized

by a person other than the one who collected the data. Secondary data is

often used in social and economic analysis, especially when access to

primary data is unavailable. For example, a survey of a group

of economists (primary data) cannot be repeated, so its results are used in

subsequent research projects

Secondary data can be collected through literature reviews, case

studies might have been carried out, published texts and statistics could have

been already used elsewhere, media promotion and personal contacts have

also been utilized. Here it has been collected through published books,

earlier researches articles etc.

RESEARCH APPROACH AND DESIGN

This study is quantitative and it tried the existing theories of relation

between and among the brand knowledge of the employees, employee brand

commitment, though the use of questionnaires distributed among the

employees of gratitude India Mumbai branch.

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The questions inquired through questionnaires of close ended question

are as follows

1) Would you recommend your company as great place to work?

YES80%

NO20%

YES NO

As the employees are very happy with the companies work as only 20% of

employees refused as the company a great place to work more employee

satisfaction will enhances employee retention and the company does not

need to train employees repeatedly. When employees are satisfied with their

job they deal with customers in a better manner and thus customer

satisfaction is achieved to great extent. So the company needs to gain

confidence of the 20% of employees that think that their company is not a

great place to work with.

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2) Are you satisfied with your organisation

YES80%

NO 20%

YES NO

Majority of the people said in the survey that they are satisfied with their

organization this employees are overall satisfied with the organization

maybe it with work or the environment or the perquisites or their co-partners

working with them, the training program held and also the opportunities for

growth and etc. as 80% of the employees are satisfied with the organization.

The company needs to emphasis on the 20% of the employees that are not

satisfied and identify the reasons.as it may be not getting recognized, poor

management attention, lack of motivation, the organization rules and

regulation, mismatch of culture or job in security etc so company needs to

think about this matter.

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3) Would you still like to work for your company in a years’ time?

YES80%

NO5%

MAYBE 15%

In the above chart it clearly states that above 80% of the employees would

like to continue the job as they are satisfied or they may see opportunities to

build their better future. But we can also see the NO category in red and

MAYBE category in green.

So the company needs to first gather attention of the MAYBE category as

they have not decided yet so if the company tries that it can make this

category to YES through guiding them with currier development

opportunities in the company an motivational seminars and also giving them

incentives, promotion etc.

For the people in RED category the company has to first go through same

things as done for the MAYBE category and convert them into green and

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then to blue as it is a tough and challenging job as the have already decided

to discontinue.

4) Are you satisfied with your remuneration?

FAIR75%

PARTLY FAIR15%

UNFAIR10%

Respondent were asked to checklist the range of their monthly salary and

matching elements of the compensation system with the needs and

expectations of employees can positively influence employee motivation

towards everyday work. The above chart shows that 75% of the employees

think that their remuneration is fair enough for the work they do.

15% of respondents thought that the remuneration paid to them is PARTLY

FAIR the company has to look in to this category as if they are not satisfied

in the near future than this may lead to discontinue the organization. Only

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10% of the employees think that the remuneration paid to them is UNFAIR

as they may be looking for promotion, increase in the remuneration. The

feeling of not being paid fairly in relation to workload has a negative impact

on motivation, according to the survey. Employees unhappy with levels of

pay were more inclined to change jobs.

5) Are you satisfied with your performance appraisal system?

75

10

10

5

PERFORMANCE APPRAISAL

SATISFIED HIGHLY SATISFIEDNEUTRAL DISSATISFIED

A performance appraisal is a systematic and periodic process that assesses

an individual employee’s job performance and productivity in relation to

certain pre-established criteria and organizational objectives. Other aspects

of individual employees are considered as well, such as organizational

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citizenship behavior, accomplishments, potential for future improvement,

strengths and weaknesses etc.

Around 75% of the employees are satisfied with the performance appraisal

held in the company as a well-constructed appraisal can be valuable tools for

communication with employees as pertaining to how their job performance

stands with organizational expectations, 10% of the employees are HIGHLY

SATISFIED with the appraisal system, this may due to they are recognized

by in the organization.

5% of the employees are DISSATISFIED as there are two types of reasons

that cause dissatisfaction first is employee performance based on the

employee skill levels, motivation, ability, training, and other factors. The

second type of cause has to do with the system in which work is done, this

include managerial behavior, allocation of resources, the effects of colleague

behavior, and a wide range of variables that are, by and large, beyond the

control of the individual employee.so the organization has to look into this

matter about 10%of the employees are neutral as they cannot take a stand

were they may lie the company has to take careful steps that this category

may not merge into DISSATISFIED category.

6) Does your company provide you with career development

opportunities?

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The above graph indicates tht the company provide good career

development opportunities to the employees as more than 50% of the

employees think that the company provides or gives them career

development opportunities as they are satisfied. The company has to work

with the rest of the employees as around 35% of the employees think that the

company does not give them career development opportunities as this can

also lead to discontinuation.

The company can create programs and activities to provide skill

development, such as job rotation, cross-training, mentoring, internships,

coaching, and career strategy groups, Encouraging two-way dialogue,

Showing employees how to identify their skills, interests, and values, the

company should think that a good career development program will increase

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65

35

CAREER DOVELOPMENT

YES NO

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employee motivation and productivity which will in turn lead to overall

organization development

7) Does your immediate superior communicate everything you need

to know from him?

YES80%

NO5%

SOMETIMES15%

INTERNAL COMMUNICATION

YES NO SOMETIMES

When an organization is able to correctly and precisely use internal

communication, employees develop a better understanding of their

relationship with the organization. Internal communicators have the power

to build stronger and more loyal relationships within the organization by

facilitating communication in all sections of an organization. So 80% of the

employees think that their superior communicate every think that they need

to know from them, but 15% of the employees think that only sometime they

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communicates, the management need to stress upon this and take this matter

into serious consideration and take measures to improve.

5% of the employees think that their superior does not communicate through

them this maybe clash of egos, conflicts, demotivation and a loss in

productivity, deterioration in the work climate.

8) Is your work appreciated by top management?

70

10

20

YES NO SOMETIMES

The top management of a company leads by example and affects the

motivation felt by the employees. A management team that takes a sincere

interest and connects with the staff is more likely to inspire the employees to

achieve.

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Transparency from the management team about the company's future aids in

motivating the staff because it gives them a better idea of the reasons for

their work duties, 70% of the employees think that the work is appreciated

by the top management as this gives recognition to the employees as it feels

a thing of appreciation for the work done.20% of the employees think that

sometimes they are appreciated so they are partially satisfied and 10% of the

people think that they are not satisfied by the appreciation.

9) Are your individual goals covered in the organisation?

YES 85%

NO15%

INDIVIDUAL GOALS

YES NO

As every organization has its goals and mission it should match with the

employees individual goals, as which company goals matches with the

employees, their employees are passionate to work with that company and

the satisfaction of the employees are at the top level.

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As the response of gratitude India employees is similar with the organization

so around 85% of the employees think that their individual goals are

satisfied working with the company. The company needs to look into the

rest 15% of employees and take necessary action.

10) Are you willing to do extra efforts for the company’s growth?

90

10

YES NO

In the above organization we can see that 90% of employees think that they

are willing to do extra effort for the company’s growth as this clearly states

that the employees are satisfied so the company has to look around to the

10% of the employees that are not willing to do extra efforts for the

company and find out the reasons and try to sought out that as soon as

possible.As today employee satisfaction is the key to success for any type of

organization. If the employees are satisfied than they will willingly

participate in the growth process of the organization. As any organization

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through pleasant work environment, competent wages, job security, clear

advancement patch, interesting job, easy excess to the management can win

employees satisfaction.

There are certain points which can lead to effective employee branding

and also for the development of company.

1. - The brand must articulate the company’s promise to their employees

It has to explain what their experience in the company is about.

What they will get in return for being part of the company. It has to provide

a motivation to keep the workers in tone with the organization. It is what the

business promises to deliver inside.

2. - The brand must support the business strategy

Employees must understand and believe what the company does. They

should also be aware of where the company is and where it wants to be.

What the organization’s goals are, what it’s doing to reach them, and what

the business needs from its workers to achieve those goals.

3. - The brand must define employees the company’s customer experience

They should know how the organization wants its customers to be treated: It

should not only be on paper, it should be done. Managers should act the way

they want employees to act, pass down the behavior code, not only say what

it should be but actually live it inside the company.

4. - The brand must define what the organization needs from the

employees

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Employees make the corporation brand happen. They should clearly know

what is expected from them, what they need to deliver in order for the brand

to come alive and be able to transmit it to the customers.

For this to happen there are two elements that must be considered:

A) Employees must understand what the brand is all about

B) Employees must believe how the brand differentiates from what else is

available on the market

5. - The brand must focus on employee choice

Customers like employees interpret brands. The organization has to be open

enough to realize how the workers make sense the brand. They have to take

into account their points of view, because they will ultimately influence the

consumer through their work. The company has to be aware that employees

also have choices like consumers and that there are also different options for

the personnel where they can work. Employees choose to be part of an

organization, to interpret the brand and to stay loyal to it or look for

something else. Brands not only attract customers, they can also appeal to

qualified personnel to want to work in the company.

6. - The brand must articulate the company’s desired reputation as a place

to work

The people that work in a company are a reflection of the brand, they

represent the company. Their behavior and satisfaction of their work should

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be able to attract other people to be part of the organization. The brand

should not only draw customers but also talented people to work in it.

7. - The brand must define what the organization believes in

Employee branding is a useful tool to express to the customer what the

organization offers, what it believes in and what it stands for. If the

employees know, believe, and relate to it, they will be able to transmit it to

the customer. Personnel need to believe in their work, trust the organization

and have a purpose to be part of the business. When employees have faith in

the organization, consumers will be more likely to believe in the

product/service they are purchasing from the corporation.

8. - The brand can help the organization recruit employees

A brand is not only attractive for consumers; it is also appealing for future

employees. If a company treats its employees with respect, offers growing

opportunities, good reputation, there will be satisfied and proud employees.

They will not only appeal to consumers, people will also want to be part of it

by working in the organization.

(Artain & Schumann, 2006)

These 8 elements give base for employee branding, it gives insight to

what a corporation must take into account in order for employees to take the

brand in, live it and eventually transmitting it to the end user. With

employee

branding, they are able to engage the client in a gratifying consumer

experience, and stimulate the purchaser to want to come back and be loyal to

a brand.

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Recent trends in Employee branding

Management culture has changed dramatically in the last twenty years. The

days of micromanagement and iron-fisted CEOs are truly gone. Today,

executives require new tools and techniques to deal with the challenges of

globalization, empowerment and rapid technological innovation.

Companies need to be cooperatively grown via aligned and engaged

employees. The truth is that most employees want to be engaged by a

company that’s exciting, that has a firm vision, and where input is valued

and taken on board. When engaged this way, workers will be the best

advocates of the business’ brand.

Employee Branding and the Bottom Line

The impact of an engaged workforce has on a company’s bottom line can’t

be overstated. surveyed 90,000 employees in 18 countries. Their research

found an uncontested link between levels of brand-engaged workers and

financial performance. Essentially those workers who feel connected and

valued by their company work with far more passion than those who don’t.

Engaged employees also have a stronger sense of being able to impact their

company, and this too adds to an emotional engagement with the brand.

Having these factors in place is likely to result in a workforce eager to make

the organisation succeed, by pulling them together for a common purpose, so

that will be motivated by factors other than just financial reward

CHAPTER-5

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RECOMMENDATIONS

The brand must define on-brand behavior the relationship between the

company’s promised behaviors to the customer, and how the

employees act when they interact with the client. Their contact with

the customer must equal to what the organization assured the

consumer they would receive.

The brand must define “What’s in it for me?” for the employees.

Organization’s staff has to be aware of the benefits they are in title to

by being part of the corporation. Employees like customers, have

needs; the company has to be ready to fulfill workers’ desires.

The brand must define the business as a place to work, workers have

to be aware what their tasks are, what is expected from them, what are

the opportunities they have in the workplace, the rewards for good

performances, what they can aspire in their professional life with the

company.

The brand should also provide career development opportunities as in

the brands employees in the study does not think that they are

provided with career development opportunities so the brand should

work upon this.

The brand must define the desired emotional connection between the

company and employees. The brand should describe the emotional

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connection between the organization and the employee; the brand is

supposed to inspire a link among these two. Workers ought to feel

comfortable and proud of belonging to the organization, to come to

work every morning and do a good job.

The brand must connect what happens outside to what happens inside.

The brand must be able to connect the outside market, the end

consumer with the organization. Employee branding frames the

experience the organization creates for the workers so that in return

they can deliver the brand promise to the customer. The workforce

should be aware of the company’s mission, vision, and values in order

to deliver the brand to the customer.

CONCLUSION

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Nurturing a strong connection between your employees and your

brand will result in multiple advantages. Having engaged employees has had

massive advantages for companies such as Virgin, Google, and Apple.

Engaging workers will pay off in the strength of your brand externally,

fostering a unique culture within the business and winning the ability to

attract the best worker talent.

Thus it could be concluded that employee branding is becoming the

concept or mantra of today's business world. Employee branding helps the

companies to have better perspective of their consumers and motivate the

employees as well. The brand interpretation in the mind of customer is very

important. At the end of the day, how the brand is positioned in the minds of

the consumers is heavily dependent on company's employees.

ANNEXTURE

QUESTIONNAIRE

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1) Would you recommend your company as great place to work?

Yes No

2) Are you satisfied with your organisation?

Yes No

3) Would you still like to work for your company in a years’ time?

Yes No Maybe

4) Are you satisfied with your remuneration?

Fair Partly fair Unfair

5) Are you satisfied with your performance appraisal system?

Satisfied Highly satisfied Dissatisfied Neutral

6) Does your company provide you with career development

opportunities?

Yes No

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7) Does your immediate superior communicate everything you need

to know from him?

Yes No Sometimes

8) Is your work appreciated by top management?

Yes No Sometimes

9) Are your individual goals covered in the organisation?

Yes No Sometimes

10) Are you willing to do extra efforts for the company’s growth?

Yes No

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