The Impact Of Employer Brand On Recruitment

The force Of Employer cross On military enlistingThe human vision is a let out resource available to an organisation and as such, enlisting and endurance of the right provokedidates to union the organisation is a find out broker in the success of the organisation. All possible strategies should therefore be utilization to attend that the organisation attracts, recruits and retains quality human resource. One strategy that employers can use is effective snitching. This search proposal straines on the apprehension of employer blemish and the extent to which it can be utilise to kindle the recruitment and survival serve. The important factors identified atomic number 18 the identification of light of employer brand, the evaluation of the disturb on futurity employees of the organisation, and the extent to which the brand can be used to enhance the recruitment and of the right candidates to join the organisation.Research object lenssThe general object lens of the study is to get hold the effect that employer stigmatization has on recruitment and direction of employees.The specific impersonals areTo establish the perception of Employer Brand among Employees and potency Recruits.To stop the effect of employer brand on employees and authorization recruits.To establish the strategies that employers can use to contain that their brand enhances recruitment and selection. books ReviewEmployer BrandArmstrong (2008) defines employer branding as the creation of a brand image of the organization for prospective employees. Armstrong (2008) frankincense suggests that employer branding implies employers reputation, image of the organization, employer value proposition and internal marketing. On their part, Barrow and Mosley (2005) view employer branding as the package of functional, economic and psychological benefits provided by calling and identified with the employing company. The main role of the employer brand therefore is to provide a coherent framework for management to simplify and focus priorities, increase productivity and improve recruitment, retention and commitment. Barrow and Mosley (2005) list the constituents of the employer brand as the indispensability for recognition of individual talents and capabilities, work- purport balance, remuneration inequalities and inclusive culture. con mannikin to Martin et al., (2005) the employer brand is the image of the company seen through the eyes of its associates and potential hires, and is virtually linked to the employment experience of what it is like to work for the said organisations. The employment experience is a combination of tangible factors like remuneration and benefits and intangible asset factors like company values and culture (Martin et al., 2005). A complementary military position to employer branding is documented in Pinkess (2008) as an organisations Corporate Social office (CSR) agenda. From this perspective, organisations seen to engage in environment degrading activities, or dealing in products that are known to be harmful such as arse manufacturers face challenges of ethical concerns from potential recruits.Effect of employer brand on employees and potential recruitsIn the super connected Global Village that is todays marketplace, people join brands and leave managers. Rosethorn and Mensink, 2007 argue that a brand offers a promise, and a guest obtains that promise and if satisfied, continues to buy the product and speaks substantially close it. A close Brand delivers distinctively and consistently on this promise and the same would oercompensate to Employer Brand in this fact the customer is the Employee or Potential Recruit (Rosethorn and Mensink, 2007). The customers of Employer Brand depart therefore buy the promise as pictured by the Employer Brand and choose to work for the Employer, and if satisfied continue to buy more by choosing to remain with the organisation, and speak well about the Employ er Brand.Strategies to ensure employer brand enhances recruitment and selection of employeesThe future of Human Resources lies in increase awareness of Employer Brand as the War for Talent intensifies. The advent of the sack up and easy access to considerable amount of in stampation at, literally speak our fingertips, has fundamentally changed how people seek insights and answers of where to work. This according to Saratin and Schumann (2006) defines how an organisation communicates to its current and future talent, the experience it offers as a workplace.The differentiator for many an organisation is non the mode of communication it chooses to depict itself, but the actual experience it conveys to Employees and Potential Recruits, and this reinforces that Employer Brand should be firmly rooted at the centre of the recruitment and selection process. Martin et al. (2005) expound that to attract the best talent, the organisation needs to guide itself, What is the compelling and no vel story that we can tell people about working here? How do we tell the story to potential and be employees in a way that convinces them of the reality of what we have to offer? (Martin et al., 2005).In attaining Strategies to ensure Employer Brand enhances recruitment and survival of the fittest, Pinkess (2008) contends that there are foursome major(ip) locomote or approaches downstairstaken to enhance the Employees and Potential Recruits view of the organisations Employer Brand. The first step, which is by and large non-existent now, is the Do Nothing stage in this case the organisations do cipher or the bare minimum in terms of CSR and Employer Brand Enhancement. The following(a) stage Dont feel bad, in this the organisation is self-critical about its CSR, and has taken steps to address the concerns. This is followed by Feel Good stage, where CSR is sufficiently ingrained in an organisation resulting in pride and verificatory orientation of prospective recruits. At the peak of Employer Brand enhancement is the Its what we do stage, where the CSR agenda is fully co-ordinated in the business model and employees accept it as part and lot of their daily lives.Research MethodologyThe Research Objectives make it unpractical to categorically select both Qualitative or Quantitative method and as such, a hybrid approach leave behind be adopted. This approach is explained by Saunders et al (2009) as Pragmatism that mixed methods, both qualitative and quantitative, are possible, and highly grant within one study (Saunders et al, 2009). Again given the reputation of the Research Objectives, the research approach is necessarily hybrid, combining deductive and inductive approaches as is elaborated further in this section. entropy forget be lay in by use of a questionnaire, where the first objective provide be addressed by use of open ended questions. The secant objective volition make use of a likert scale and the third base objective by a combin ation of open ended followed by scaled questions. This strategy of designing the questionnaire is based on the purpose of research as out tonal patternd by Saunders et al., (2009) that is largely explanatory, as opposed to exploratory. The Literature review has outlined the major factors in Employer Brand perception, this adds to the weight of choosing questionnaires as the preferred method of information collection.The community of the Study comprises of Employees and Potential Recruits. attached that the identification of those potential recruits who chose non to engage with the organisation as a result of their perception of the Employer Brand Communicated is not practically possible, the target population will be the Employees and Potential Recruits who have chosen to engage.The data allurement Exercise is expected to be carried out by administering the Research Questionnaire to a random sample of Employees who have been recruited in the last 20 four months. The sample wi ll be representative of Employees and Potential Recruits, by exploitation Stratified Sampling of discordant Departments and Physical Locations.The beat frame of twenty four months is selected to change the Research address the extent of influence of Employer Brand on these recruits, in addition to considering the memory of the said recruits fading over time, and other factors clouding the recruits judgement having worked in the organisation for longer. A shorter time frame may not provide a sufficient surface sample to make the Research Meaningful.Objective 1 To establish the perception of Employer Brand among Employees and Potential Recruits.This Objective requires an Inductive approach to qualitative analysis, as expounded by Saunders et al., 2009. In this approach the research commences without a clearly conceived possibleness defining Employer Brand. The purpose of the Research objective is to establish the perception of Employer Brand. The opening is expected to emerge i n the process of information collection and analysis.The Data thus put in will be analysed using Content abstract. This process as explained by Adams et al. 2007 accommodates the identification and counting of Key Words and Phrases which are found in response to the perception of Employer Brand. The frequency of these is thus tabulated for analysis.The data thus collected will be categorised into key appear themes that define the employees perception of Employer Brand. This data will then be pictorially represented in a Histogram or Bar chart to identify the Key factors that identify the Employees Perception of Employer Brand.The process outlined above will have established the perception of Employer Brand among EmployeesObjective 2 To attend the effect of employer brand on employees and potential recruits.This Objective is addressed by means of scaled questions used to ascertain the impact of Employer Brand on Employees and Potential Recruits.The data collected is classified as Categorical graded (Ordinal) Data as described in Saunders et al. 2009. Since the relative position of to each one case is known, but the gap between consecutive ranks cannot be numerically precise.The Data collected will be pictorially presented in the form of Pie Charts to depict the distribution of each rank for easier visual representation.The Data collected under this Objective being non-numerical, would not be suited to the object of the mean value, however the mode, median and percentiles would prove useful in summarising this pillowcase of data as proffered by Tharenou et al. 2007.The Data thus collected would then be sieveed for association between the Independent Variable (Employer Brand) and the mutually beneficial Variable (Impact on Recruitment and Selection) by root wording the values to a chi-square test. This test calculates the probability that the data could occur by chance alone (Saunders et al. 2009). Should the data collected, as expected, have a very low probability of occurring by chance, it would now be appropriate to test for Correlation.Correlation coefficients range from +1 denoting a perfect positive correlativityal statistics to -1 denoting a perfect detrimental correlation. A coefficient of ZERO would denote absolute independence. (Saunders et al. 2009) However, in real life these values are seldom obtained. Values reflecting weak or strong, positive or negative correlations are obtained and the appropriate induction drawn therefrom. presumption that the data collected under this section is Categorical Ranked (Ordinal) the appropriate test for correlation is the Spearmans rank correlation coefficient (Spearmans rho) would be applied to determine the correlation coefficient.The results of this test will have addressed the Objective of determine the extent of Impact of Employer Brand on Employees and potential Recruits.Objective 3 To establish the strategies that employers can use to ensure that their brand enhances r ecruitment and selection.This objective can be assessed only if the results of the Correlation testing of Objective 2 yields a reasonably strong Positive Coefficient. In the unlikely case that the analysis of the Data collected under Objective 2 yields either a Negative Correlation or Very weak correlation bordering on Independence then this Objective will be rendered redundant. in that location will remain no value in attempting to identify how (the perception of) Employer Brand may be used to enhance Recruitment and Selection, as the research will have intimated that Employer Brand has no positive Impact on Employees and Potential Recruits.However, under the Hypothesis that there is a correlation and the extent of this correlation is significant, the Research Questionnaire will be designed with a combination of open ended questions addressing the How and scaled questions to address the relative splendour of each factor in the Recruitment and Selection process.The Data thus colle cted under this Objective will be subjected to Content Analysis for identification of the How as explained under Objective 1, and the scaled questions analysed in line with the Categorical Ranked (Nominal) Data Analysis steps outlined under Objective 2.This process will have addressed the Objective of identifying how (the perception of) Employer Brand may be used to enhance Recruitment and Selection. respectable IssuesAs outlined by Saunders et al. 2009, ethical issues will arise across all stages of the Research Project and will affect all parties i.e. The Researcher, the patronage, the hall porter and the Participants.The Sponsor has a right to useful Research, in this case the Sponsor will find use of the Strategies identified as part of Objective 3, that will enable the Organisation ensure the Employer Brand enhances Recruitment and Selection. In the context of this Assignment the Gatekeeper who controls access to the Participants is expected to be an constitutional part of the Sponsoring Organisation, and the rights are mutually served.The Researcher should not be subject to undue influence by the Sponsor at the Research saying and design stages, where the Sponsor may have a predetermined conclusion to the research. The researcher also deserves unhindered access to Participants, without coercion from the Gatekeeper or Sponsor during the Data appeal Exercise. The access to participants as identified in the Research Design should not be restricted nor altered to include favourable participants, in order to produce unbiased results. Finally, in the Data Analysis and findings, the Researcher must be shielded from any sort of influence to interpret the perception of Employer Brand, the Effect of Employer Brand on Employees and the Strategies to enhance Recruitment and Selection. The Researcher correspondingly is obliged to analyse the Data and chronicle the findings without any bias and preference, and objectively present the findings i.e. let the Data collected speak for itself.Of overwhelming concerns are Ethical issues affecting the Research Participants, key among the issues are seclusion, Voluntary Participation, Consent, Confidentiality, Reactions, Effects and Objectivity. The Participants have a right to Privacy and non- intrusion in their participation. The participation in the Research has to be all told voluntary, with no coercion or influence for the Researcher or the Sponsor, and the pickaxe to withdraw from the Research remains at the jurisdiction of the Participant.The Participants also need to be assured of the anonymity of their participation, as the primary Data Collection Instrument is a Questionnaire. This ensures confidentiality of responses, and protection from any repercussion including but not limited to harm, embarrassment, discomfort or pain, for a response that may be deemed unsuitable. Finally, the Participants deserve to be treated with Respect, and with impartiality and objectivity by the Researcher , to ensure no bias or influence is experienced in the responses.LimitationsThe key limitation expected in this Research proposal is the access to those candidates who are not employed by the Organisation. The assumption is that the population of new employees will be representative of the total population of unselected recruits.A preventive note needs to be made that the above assumption is countered by the fact that the Potential Recruits who choose not to engage with the Organisation will necessarily have a different perception of the organisations Employer Brand, and this data if captured will in likelihood have a considerable effect on the Final Results.ConclusionThe Perception of Employer Brand, as observed in the various contributions of HR practitioners and Management Experts, plays an important role in the Recruitment and Selection of talent for an organisation. This Research is expected to produce a thorough and well documented analysis of the Perception of Employer Brand among Employees, the Impact of Employer Brand on Recruitment and Selection and the derivation of Appropriate Strategies to ensure that the Employer Brand enhances Recruitment and Selection.The Data collected and analysed as explained above will objectively enable the Organisation to draw appropriate and relevant conclusions.