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Human Resource Marketing. From Job Advertising to Employer Branding

Term Paper 2011 21 Pages

Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media

Excerpt

ii. Table of Contents

i. Executive Summary

ii. Table of Contents

iii. List of Abbreviations

iv. List of Figures

1. Introduction

2. Problem Definition

3. Objectives

4. Methodology

5. Main Part
5.1 Job Advertising
5.1.1 Word-of-Mouth / Direct-Advertising
5.1.2 Print Media Advertising
5.1.3 Online Advertising
5.1.4 HR Consulting Agents and Companies
5.1.5 Job-Fairs
5.2 Employer Brand and Employer Branding
5.2.1 TV-Commercials and Documentaries
5.2.2 Workshops
5.2.3 External Surveys
5.2.4 Employer's Products and Market-Position
5.2.5 Leadership and Corporate-Culture

6. Results
6.1 The Importance of Employer Branding

7. Conclusion

8. Integral Total Management Checklist

9. Bibliography

10. Declaration

iii. List of Abbreviations

illustration not visible in this excerpt

iv. List of Figures

Figure 1: Employer Branding Model according to Grigg.

Figure 2: Graduate Barometer 2011 on High-Potentials in Germany.

i Executive Summary

This paper describes the change in Human Resource Marketing from classical, established Job Advertisement to a relatively novel complementary approach, called Employer Branding. The work will discuss common vehicles of Job Advertisement utilized in the past and today and then advance to define and describe the process of Employer Branding used by companies and institutions to cope with the challenges comprised in the 21st Century labor market. The findings documented in this work are important to better understand mechanisms of HR-Marketing and the connection between internal and external branding and its implications on not only recruitment, but also on motivation, engagement and retention of current and prospective employees.

1. Introduction

“This generation will turn employment-culture inside out radically” Anders Parment, a lecturer at Stockholm Business School stated[1]. The quote is aimed at Generation-Y. Generation-Y, defined as being born in the 1980s and 1990s, is increasingly represented in the labor-market, displacing the previous generation of ‘Baby-Boomers’[2] who were born in the time following WWII. This work will look at means of job advertising that worked well with the Baby-Boomers and go on to show how HR-Marketing is changing in order to satisfy the needs of this new generation which grew up with digital-media and social networks.

2. Problem Definition

In the 21st century - the information era and the age of Generation-Y, HR- Marketing no longer simply consists of e.g. newspaper advertisements or word-of- mouth information. In order to get hands on and retain top talent, organizations have to pursue various means of HR-Marketing. This paper will discuss approaches to HR-Marketing utilized by corporations with respect to an increasingly important aspect - Employer Branding (EB).

3. Objectives

The key objective of this paper is to display and research the advancement from established job advertisements to more complex contexts in HR-Marketing as a whole, present today.

4. Methodology

Research for this work was performed utilizing textbooks, journals, online resources and print articles.

5. Main Part

The main part of this work covers common ways of job advertising and draws the bridge to a novel trend in HR, called Employer Branding .

5.1 Job Advertising

Since there is commercial employment, there is need for sufficient communication to potential employees in order to keep a corporation well-staffed. The following subchapters describe common ways of employer to prospective employee communication (job advertising) for recruitment purposes.

5.1.1 Word-of-Mouth / Direct-Advertising

As a very basic but in some cases effective way of job advertising, companies can encourage their employees to look for candidates to a job offering in their personal environment. This way of communication comes with the benefit of pre­selection because the employee knows the specific requirements. It is cheap compared to campaigns in the media but has the potential risk of bias by the advertiser due to personal relationships or monetary interests induced by incentives granted for successful placement. For reasons of transparency, integrity and to avoid the appearance of cronyism, it is a vehicle more suitable for non­management positions. According to Ursula Mieller-Mellein (HR-Director, Boston Scientific DACH) word-of-mouth advertising is of high value at Boston[3]

Scientific Germany for Field-Clinical-Engineers due to very specific requirements such as high flexibility, medical knowledge, attitude towards customers[4].

5.1.2 Print Media Advertising

Print media advertising still remains an important way to communicate job offerings. In Germany for example weekend issues of newspapers offer a dedicated job-market section e.g. Suddeutsche Zeitung (SZ) or Franfurter Allgemeine Zeitung (FAZ). Print media advertising has the advantage of addressing a large target group but is depending on the newspaper and format very expensive e.g. one page in the SZ costs €55.000[5]. The cost intensive large advertisements are an example for both, communication and branding. By placing such eye-catchers, corporations show presence and importance - thereby attracting candidates. Large companies or institutions mostly offer management positions in big newspapers whereas small and medium sized businesses rely on local newspapers[6].

5.1.3 Online Advertising

Online advertising is of growing importance due to the frequent internet [7] utilization among the young generation, the so called digital-natives . Online advertising addresses a wide target group and can be subdivided into the following mayor groups: ©

- Direct advertisement on company websites[8].
- Advertising on news websites[9].
- Advertising via commercial job platforms (Monster, Placement24)

For the job-seeking individual, the internet is convenient because it offers fast overview on open positions in desired companies or fields of work. The individual gets a first impression of a company by its web presence. Therefore, it is of crucial importance to design its career-section well-structured, easy to use and up- to-date. On the other hand, employers can utilize the service of search algorithms from commercial internet job platforms e.g. Placement24 by issuing open positions.

5.1.4 HR Consulting Agents and Companies

HR-Departments often outsource the candidate search to HR-Consulting agents or consulting firms such as e.g. Kienbaum or Heidrick & Struggles. Consulting companies offer expertise in various business areas with specialized departments and staff focused in e.g. Life-Sciences. This method of employee search promises high hit-rates and provides first-contact anonymity, i.e. not giving away the client's identity. This is important because companies do not always want to make their search effort publicly in order to keep internal changes or future projects hidden from competitors. The quality and value of HR-Consulting services or agents certainly varies from high professional providers, offering solid infrastructure and sustainable networks, to some with unprofessional attitudes e.g. unauthorized forwarding of personal information. Differences in quality can be explained in part due to the fact that everybody can work as an HR-Agent[10]. In Germany for example, there is no special education required.

5.1.5 Job-Fairs

Talent- or Job-Fairs are mostly dedicated to special branches such as e.g. engineering or medicine and are often held on university campuses to attract young-professionals and students close to graduation[11]. Besides on-campus events there are Job-Fairs aimed to mid-age professionals to react on the growing skills- 12 • shortage . Job-Fairs can be regarded as blend of the two discussed aspects of HR- Marketing - Job Advertising and Employer Branding.

- Job Advertising, a company can inform on site about current open positions, creating a direct communication channel between candidate and employer, thereby potentially accelerate the process of hiring.
- Employer Branding, the company offers information about its existence, products, services, benefits etc. and most important provide exchange between potential candidates and employees working in the specifically addressed field. For the interested individual, this helps to get some insight in the company’s culture and identity.

5.2 Employer Brand and Employer Branding

Terms and definitions like brand or branding are intuitively associated with companies and the products or services they're standing for. Some good examples for strong brands are Apple Computer Inc. with its iPhone and iPod products or the Coca-Cola Company with its world-known soft-drinks Coke and Fanta. The question now is: How does a well-known positive brand affect HR? In the 90s Barrow and Ambler were the first to investigate employer brand management (EBM)[12].

Researchers looked on the impact of brands for attracting potential employees and found that it is advantageous for a company to have an established brand[13]. Moreover, Krishnan and others[14] stated that a company's brand not only has influence in attracting prospective employees, it also has an effect on retention and motivation of existing employees as well as other stakeholders and affiliates like e.g. headhunters[15].

[...]


[1] (BUCHHORN, Eva and Werle, Klaus, 2011)

[2] (BUCHHORN, Eva and Werle, Klaus, 2011)

[3] (BACKHAUS, Kristin and Tikoo, Surinder, 2004)

[4] (MIELLER-MELLEIN, Ursula, 2011)

[5] (SUDDEUTSCHE ZEITUNG, 2010)

[6] (SCHWABISCHE ZEITUNG)

[7] (HUGENDICK, David, 2009)

[8] (BAYER, 2011)

[9] (MANAGER MAGAZIN, 2011)

[10] (STEPPAN, Rainer, 2011)

[11] (VDINACHRICHTEN, 2011)

[12] (JOB40PLUS, 2011)

[13] (MOSLEY, Richard W, 2007)

[14] (CORNELL CENTER FOR ADVANCED HUMAN RESOURCE STUDIES, 2006) (HUNT, Susan and Landry, Rob)

[15] (KRISHNAN, K Sandeep, 2010)

Details

Pages
21
Year
2011
ISBN (eBook)
9783668051430
ISBN (Book)
9783668051447
File size
1 MB
Language
English
Catalog Number
v304591
Institution / College
University of applied sciences, Munich
Grade
Tags
HR Marketing Generation-Y Job Advertisement Branding

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Title: Human Resource Marketing. From Job Advertising to Employer Branding