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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 Branding8 Conclusion
9 References
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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
‘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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
* 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 In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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
27
Employee Branding In HR
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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Employee Branding In HR
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
29
65
35
CAREER DOVELOPMENT
YES NO
Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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Employee Branding In HR
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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