Employer Brand and Retention Word 2007

A Study on Employer branding and employee retention strategies
INTRODUCTION
Employees are the ultimate location of the employer brand so understanding their perceptions of the company through research is a vital stage in the process of employee retention. While HR is currently awash with a ludicrous number of national surveys, employer branding research is very different from these generic surveys. The employer brand concept was first conceived in the early Eighties to help organisations drive greater employee commitment to the brand they work for and compete more effectively for talent. Ultimately, strong employer branding can foster feelings of trust and loyalty among existing or future employees. Candidate attraction and retention strategies are critical in helping the banking sector to recover. Employers with damaged reputations will need to put their employer brand at the forefront of all their HR plans and activities. Penny Lovett, General Manager Human Resources at BUPA Australia, refers to their employer brand as an organisational fingerprint. She explains: Each company has one that is unique. If you dont know your own fingerprint, you wont be able to develop actions that make best use of your companys specific strengths and weaknesses. My whole study is to understand the term Employer branding and its influence in retaining the employees in a branded organisation. It focuses on various components on employer branding like Employee value proposition (EVP), the vision, the
values etc. Also this study identifies the various factors associated with employer branding which contributes as an effective branding building technique.
1.1 CONCEPTS
Employer branding One of the earliest definitions of the concept was provided in 1996 by Simon Barrow (of people in Business, a consulting firm that specializes in employer branding) and Prof. Tim Ambler (senior Fellow at the London Business School), who defined Employer Branding as the package of functional, economic and psychological benefits provided by employment, and identified with the employing company. Employer branding represents a firm's efforts to promote, both within and outside the firm, a clear view of what makes it different and desirable as an employer. An Employer Brand is about capturing the essence of the Company in a way that it engages employees. It is who you are as an employer. It conveys your value proposition- the totality of your culture, systems, attitudes and employee relationships. And it encourages your people to embrace and further shared goals- success, productivity and satisfaction- on a personal and professional level. Simon Barrow 1996.
Employee Retention Employee retention is a systematic effort by employers to create and foster an environment that encourages current employees to remain employed by having policies and practices in place that address their diverse needs. Employer branding is Not Recruitment Advertising The employer brand is not simply a slick new recruitment advertising campaign. The employer brand is a much broader concept and describes the emotional connections that an employee has for its employer. The first stage in any successful employer brand process is to take this more holistic perspective as Shane Freeman Group General Manager of People Capital at ANZ explains: The employer brand is really the DNA of the organisation. Its the essence of who we are and how we interact with each other, with our customers and other stakeholders. Simply adopting a tag line that doesn't represent the organisation's real essence or DNA will be shown very quickly to be artificial and not real. Its Not Just About Recruitment Many organisations are attracted to employer branding because they perceive it will improve their ability to attract good people. While this is true, employer
branding is not simply a recruitment strategy. Consumer brands are not valuable simply because they attract increased sale. They also inspire loyalty and alter a consumers perception of the products performance. In the same way a strong employer brand does much more than simply improve recruitment levels. A stronger employer brand leads to greater retention, improved job performance and lower degree of salary sensitivity. At Pacific Brands, CEO Paul Moore has made people and brands two of the key pillars of the organisation. Its no coincidence therefore that the company is now revamping its induction program to include sessions in which employees learn about the history and heritage of the brand that they have been employed by. The biggest benefits of employer branding are usually realized with existing, not potential, employees. The Employee Value Proposition (EVP) Once all the research is complete the real challenge begins. The lesson from consumer marketing is that no brand can be built without a proposition. The proposition captures the true essence of a brand and is used to drive every marketing activity from pricing to promotions. In employer branding the EVP plays exactly the same role. It represents the essence of the employer brand. Too many organisations lazily compile the usual pointless series of words to define their organisation. Walk around the boardrooms of Australia and you will repeatedly encounter these anodyne values: innovative, integrity, quality, excellence. In every instance they spell dull, indolent and underperforming
organisations. When companies get their EVP right they use research to create a different and more authentic brand proposition. The key to a good EVP is using research to inform the process. Employer Brand is Linked but Distinct from the Corporate Brand One of the key challenges of developing the EVP is its relationship to the corporate brand positioning. While employer brand and corporate brand are distinct, they must also be consistent with each other. Its a challenge that Richard Bowden the Managing Director of BUPA Australia is well aware of: We are constantly aligning the people in our business to the customers in our business. So, having an Employer Brand which aligns to our customer brand allows us to attract and retain the right people for our business. This alignment process means that marketing and HR must work together (and not against each other) on the EVP. Both have so much to gain from the experience. For marketing there is a chance to ensure that employees will support the corporate brand values. For HR there is the opportunity to ensure that the external perception of the company, which is usually driven by the corporate brand, will be linked to the internal employer brand. Sometimes it is easy to forget that HR and Marketing do actually work for the same brand.
Break the Generic Rules of HR
The real value of employer branding is what the EVP gives you. At the end of the process a company finally knows what its employees want and also what it can offer better than others in the market. From this understanding comes the ability to break some of the generic practices of HR and truly differentiate itself in the market and to its employees. Only then will an organisation enjoy the real advantages of a strong employer brand: better people, recruited for less, working harder and better, staying longer. 1.2 Need and objective of the study: This study aims to Recognize the most effective sources that have a positive impact on employment brands. Identify the most efficient and effective retention processes. Explain the key messages to portray a positive experience with an organization. Evaluate the most effective retention strategies as recommended by candidates and employees Employer Branding is a collection of ideas and beliefs that influence the way current and potential employees view an organisation and the employment experience that the organisation is offering. It communicates the companys culture and values and helps to ensure employees are passionate about, and fit in with, the organisational culture to help move the company forward. All organisations are facing similar business challenges difficulty of attracting talent and retaining quality employees, lack of employee loyalty, increased overseas competition, generational change and skills shortages.
6
With competition in local, state, national and global markets, it is important for companies to understand how to position themselves and make them desirable for potential employees. Recruitment should be viewed as an extension of marketing and organisations must have clear strategies to market the brand to employees David Jones, Managing Director, Robert Half, UK. General Objective: To study the employee views and perception over organizational brand image and its influence on job retention. Specific Objective: To identify various factors as felt by employees which influences employee retention? To learn effective Employer brand building techniques being used in the organization to promote employee retention. To elicit employees views on employer branding, as a motivational factor on their job retention. To understand the reasons for employees to quit an employer branded organization. WHAT makes an employee happy, healthy and wise? The answer lies in working with a company that has successfully differentiated its people practices and provides the employees with an environment that matches up to the
expectations that have been created in the market. This is where employer branding becomes imperative. The actual concept behind employer branding has been around since a while now. Every company has its own HR policies and culture the only difference lies in the way and the extent to which these companies market such a proposition. Indian old-times like Aditya Birla Group, Godrej and DCM Shriram never specifically focused on creating a certain image about their workplaces in the minds of employees and potential employees. They were simply known as the best, most reliable brands to work with. This model has now changed. Employees today have more resources at their disposal than ever before. The company brand definitely matters, but increasingly, it is the employer brand (those HR practices that the company is famous for) that truly attracts the kind of employees that all employers want. In fact, a July 2008 Mercer Insight states: We see companies with strong employer brands that are able to pay below the median and still attract and retain high-quality employees. At the same time, there are companies that successfully extend their company brands and merge them with the employer brand. McDonalds is one such example. Their catchphrase Im Lovin It! applied not just to their outlets, but to the employment experience as well. The McDonalds People Promise affirms: were not just a hamburger company serving people; were a people company serving hamburgers.
Employer branding closely relies on marketing concepts for highlighting the positioning of a company as an employer. The customer here is the employee/potential employee, while the aim remains the same: attracting new customers while retaining the current ones. Also, just like a consumer brand, the employer brand highlights the emotional and rational benefits that the employer provides to the employees. Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job hes doing, he may switch over to some other more suitable job. In todays environment it becomes very important for organizations to retain their employees. 1.3 Theoretical and practical background of the problem: In theory, an employer brand has the ability to attract and retain the right people, influence productivity, engage, motivate, innovate, and therefore fend off competitors. An organisations wellbeing and reputation relies on more than the sum-total of its varying operations. Everything an organisation says and does play a part in shaping its employer brand.
How inextricable is the employer brand from an employers overall identity and reputation? Some companies possess an innately strong and distinguishable brand presence -The BBC, Marks & Spencer and Proctor & Gamble, for example. All have made appeals to job-seekers, who formed queues at the door as a result. Specific communication efforts were part of the plan. But an employer brand is built on far more than any slick road show or induction brochure. This is because potential employees have worn other stakeholder hats before, whether as investors, customers or members of the community. Any marketer knows that brand reputations are built on perceptions matched by experience. And that is no different with employer brands. Employees know what it is really like working for the organisation; they live it every day, good and bad. This is a key differentiator between overly-clever employer marketing or positive spin and effective employer branding. Good employer branding might accentuate the positive but, ultimately, it paints a picture that people can and will relate to. LIMITATIONS OF THE STUDY: Due to time constraints and busy schedules of the employee it was difficult to interact with them completely. The personal biases of the respondents might have entered into their response.
10
Some of the respondents were not co-operative so it might affect the analysis. Respondents were reluctant to disclose complete and correct information. The main limitation of the review is that, while different areas and fields of research are being drawn on to help identify useful knowledge that can improve one's understanding of what effective employer branding might involve, the literature and research in each area will be (necessarily) selective. Operational Definitions: Employer Branding: Minchington (2005) defines Employee branding is the image of an organization as a great place to work in the minds of its current employees. Employee Retention: Miles and Mangold, 2004 define Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Employer branding helps companies attract and retain high performing employees. If your company wants to succeed in an increasingly competitive marketplace, leveraging employer branding may help.
11
Employer branding sells your workplace culture, values and goals to potential and existing employees. By attracting and retaining people with the right fit, you can create a more productive workforce and position your organization for long term success. Benefits of employer branding: 1. A strong employer brand can help your organization stand out. With the shift to fragmented workforces of small and mid-sized businesses, it can be challenging to recruit and retain employees, if you dont have a consistent employer brand. 2. Positioning your employer brand helps you attract and retain people who fit. With four generations in the workplace and a wide variance in employee motivations, a compelling employer brand can help you identify, attract and retain the right people. 3. A great employer brand can help you stand out, even when you dont have the resources to offer traditional benefits or salaries. Many people prefer to work for employers aligned with their values. A great employer brand can help you become an employer of choice. 4. A distinct employer brand can streamline recruitment. By being clear about your organizations values, goals and culture, you can avoid interviewing people who are out of sync with your organization. And you can increase applications from people who fit.
12
5. Great people seek out great brands. The best potential employees may not be the ones applying to random job postings. Great people seek out great employers who represent opportunities to fulfill their goals, achieve their dreams and live their values. By building a great employer brand, you can compel great hires to seek you out rather than waiting for a job opening to come up. Employer branding is a derivative of the following factors:
- Impressive and consistent track record in business leadership. - Demonstrated investment in growth by way of future products, R&D spend, articulation of the roadmap ahead, and viable strategies. - The organisation should clearly be perceived as a place where every employee could learn and develop skills in the latest technologies, concepts and knowledge areas. - Aggressive, competitive compensation and benefits package. - Transparent and merit-oriented performance management system, wherein the polarization between various levels of performance is both visible and fair. - Very high score on the leadership, business conduct and customer satisfaction, or any other parameter evaluated by an independent third party.
13
Employee Motivation: The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines. In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies the problem! Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership. Of these seven factors in the employer branding model, four have proven to be crucial for a large majority of high performing employees. These are: Culture Pay and benefits Leadership and management Performance management, growth and development.
14
REVIEW OF LITERATURE
In the new economy, the word that makes its presence felt most in the business world is 'competition'. The primary source of long-term competitive advantage for a business firm or an industry is its people.
Human resource has to be handled with great care in this era of cut-throat competition. Companies are always on the lookout for a talented employee pool for achieving and sustaining the competitive advantage in the long run. But, there is a widening gap between the demand and supply of future business leaders and competent employees. It could be due to the lack of experiential learning and lack of awareness among potential employees. Hence, it is an uphill task for employers to attract the right kind of workforce. Retaining the current employees is yet another most talked about issue in the business circle. This is the right time for the advent of a technique called 'employer branding' considered as the most effective strategy that is fast gaining worldwide attention - which may act as a differentiating factor for the employer who uses it effectively. Effective employer branding is about building the overall image of the organization, both internally and externally. At all levels of building the image of the employer, it requires involvement of the employees and their views on continuous improvement in the organization. The tagline, employer by choice, is a popular device to attract the best talents. Employer branding is a concept where the recruitment process has to be managed in the same way as
15
customers are. It involves employees and customers, human resource and marketing professionals. The success of employer branding depends on the prevailing culture in the organization. The employer brand image has its impact on the brand image of the product/services. For Shane Freeman at ANZ the research stage has been fundamental to their employer brand approach. He has used first qualitative and then quantitative research to create a clearer picture: In trying to define our employer brand, we started by carrying out a series of one-on-one interviews with our current employees to find out what they think and feel about working at ANZ. We then mined vast amounts of our internal survey data to corroborate and shape those findings. We are also in the process of carrying out an external research study to determine what our target demographics look for in an employer and what the perception of ANZ in the labour market really is what we are known (or not known)for. Attracting and retaining the best and brightest employees is a daily struggle for most human resources professionals. Companies that try to recruit candidates with salary, benefits and other job-specific dimensions alone have missed the point. This intangible, yet compelling notion motivates target candidates to choose you as an employer. The bond created by a sense of shared values motivates and retains employees. Developing an employer brand is not a small undertaking. Top management support is critical, as is a structured
16
approach. What are the next steps? Build a Brand Team Developing and maintaining an employer brand is a far-reaching and ongoing process that benefits from a team approach. The team should include staff members responsible for approving strategic direction and creative within human resources. What are your strengths and weaknesses? What makes your company unique? Identify the one-of-a-kind characteristics, such as work environment, company history and values that attract, motivate and retain high quality employees. Know Your Target Candidates Through focus groups, surveys or indepth interviews; find out what is important to prospective candidates when selecting an employer, how they see themselves as people and how they want to be seen. This will indicate which segment of the audience best fits your company and whom your brand should target. Communicate and Integrate Your Employer Brand. Consistent support of your employer brand in all of your company's actions and words strengthens your brand. Your employer brand should be evident in your employee communications, recruitment marketing materials, Web site and recruiting process. Like a consumer brand, it is an emotional relationship, but between an employer and employee, one that radiates out from this core to other stakeholders, to the community at large, and obviously to potential employees. Employer branding is the development and communication of an organization's culture as an employer in the marketplace. It conveys your "value proposition" - the totality
17
of your culture, systems, attitudes, and employee relationship along with encouraging your people to embrace and share goals for success, productivity, and satisfaction both on personal and professional levels. Employer branding is the essence of the employment experience, providing points that commence with initial employer brand awareness, and continuing throughout the tenure of employment, even extending into retirement. Employer branding is a distinguishing and relevant opportunity for a company to differentiate itself from the competition creating its branded factors as its USP for employee satisfaction and happiness resulting in retention, productivity and efficiency. When properly planned and executed, an employer branding initiative can generate lively dialogue between an employer and its employees, build a rationale for a 'mutual working arrangement', and establish compelling reasons to commit to the arrangement. The IT industry being people-oriented, what differentiates the best from the rest is the quality of human capital in every organization. While there is plenty of talent available, the difficulty comes in finding the talent with the best fit to the organization. Potential employees would like to associate themselves with companies which have a brand of success, leadership, people development initiatives and also instill a deep sense of pride and commitment. Employer branding is all about the companys value in the market, a timeless process that in todays scenario has gained even more significance. It is essentially a
18
combination of the reputation of the organization, the career offer and the corporate culture existing in the company. Typically, there are two types of employer branding exercises. One is for prospective employees and the other for the current set of employees. In case of the former, the employer branding initiatives are targeted at building mindshare in potential recruits about the company as a preferred place to work. This can be in the form of communication through advertisements, third-party endorsements through the media or going to campuses. Employer branding is a part of overall branding strategy of a company. Both these factors are very significant. Every single employee should buy into the vision, commitment and ethics of the company and should be a walking advertisement for the company. An organization must adopt a concerted and focused approach to building and maintaining its reputation as a Best Workplace and constantly work towards reinforcing this branding through continuous exercises. The existing employees are brand ambassadors of the organisation, and this is what decides the rate of return on investment Ms. Wadhwa(2009) continues her assesses that a candidates individual experience, people experience and employer experience forms the core components of an employer brand. The employer brand should be reflected in the candidates experience. This includes all processes, from the first time a candidate is the time he joins the company. Also, once a candidate joins the
19
company, the systems and process in an organisation should match expectations, created and promised to be fulfilled, during his, her journey. The existing employees are brand ambassadors of the organisation, and unless they live and communicate the organisations values and principles, investment in external branding will be wasted. Ms. Wadhwa further explains, Our people are our biggest assets and differentiators. They are the key reason why our clients choose us over others. We focus heavily on retaining talent. Unlike most other companies that focus on the reasons people leave, we analyse and understand why people love to stay with Sapient. At Sapient, the focus clearly in on underscoring the companys position as a top ranked place to work, and emphasizing the encouragement of career growth. The People Success team further reinforces the distinguishing aspects of the companys culture. Ms. Wadhwa explains this point, Sapient Brand Team, our in house agency, focuses on our recruitment needs. Each department works with the team to present an explicit project brief for every business vertical. The Brand team then develops several different concepts that integrate the themes of growth and opportunity. We shortlist the appropriate themes and develop a multi-channel campaign, which includes online advertising as well as internal referral programmes.
20
The peoples catchphrase at Sapient is Our people are our partners of success. A critical aspect of the people philosophy is to enable to them to choose, an initiative that starts at the time of induction itself. This philosophy helps them attract high quality talent that is ready to align to a common objective. Some of the other unique branding initiatives at Sapient are: 1. Everybody Thinks Sapient road shows, which help people across the company understand and live the brand 2. Sapient Start, a week along long on-boarding training session for new hires which focuses on the brand and its value proposition 3. People Voice campaign, which recognizes people and builds role models within the company. This has been used extensively as a means of external communication with campuses and through the website. The chosen brand champions are forthcoming and happy to endorse Sapient has been consistently ranked among the top 10 in the Best Companies to Work For survey held by Business Today-Mercer. Awards such as these validate the employer brand internally as well as externally. Ms. Wadhwa clarifies that the brand message remains the same across target groups, except for some minor tweaks. The key takeaway is that Sapient offer limitless growth opportunities. Says Ms. Wadhwa, We believe this message rings true, especially in an environment where people are looking for more than just another job.
21
Ms. Wadhwa brings the discussion to a close by remarking on how todays complex and competitive global business environment will demand increased value addition. There will be demand for people with not only technical skills but specialization in multi-disciplinary practices. Skill sets of efficiency and scale will be in demand. HR will increasingly emphasis on leadership development. Branding and people management In the so-called 'weightless economy', brand has become the critical source of competitive advantage for many organisations. The production of physical output is not as important for these businesses as managing the brand concept. So, what does this shift in emphasis for organisations mean to the way that people are managed and developed, and what role should the HR function play in the brand management process? The study was designed to fill the gap in existing research in this area, which largely does not consider in detail the importance of people management and development policies and practices in promoting and sustaining brands. It draws together common messages from a wealth of literature across different disciplines to provide an evidence-led argument for the crucial role that people strategies can play in managing brand. It looks beyond the concept of 'employer of choice' to help people management and development specialists better
22
understand the brand management process and their critical part in managing brand. The varying definitions of brand illustrated in the report show the importance that has been attributed to the internal, as well as external, role of brand. The shift away from product brand towards corporate-level brand and corporate reputation management has increased the need for people management issues to be taken into account in the branding process. Culture of excellence Recent work in the 'culture of excellence' school of thought, (which began with In Search of Excellence by Peters and Waterman (1982)), shows the importance of the alignment of senior management's vision for the organisation with that understood by employees. It also stresses the need for organisations to apply consistently the values extolled by their brand, and for their external image to match that aspired to by senior managers. Strategic management The strategic management literature, or 'resource-based view' of the firm, argues that organisations gain competitive advantage through their unique combination of resources - which cannot be copied - with people as the most important asset. Most recently, work in this field has focused on core competencies and the balanced scorecard approach, which has stressed the need to balance the
23
satisfaction of external demands and the management of internal processes and people. This illustrates the importance of linking external marketing needs with people management and development, as illustrated by the employee-customerservice-profit chain. Employee behaviour is thus shown to play a critical role in promoting brand loyalty. Employer of choice Literature on the 'employer of choice' became more popular in the 1990s as the 'war for talent' hit the headlines. The 'employer of choice' concept was based on research concerned with the psychological contract - the unwritten promises and expectations that form the basis of the employment relationship. An understanding of this idea has led to some organisations reviewing their commitment to staff and the values on which the employment relationship is based. Employment branding The research on employment branding is concerned with the need for employees to 'live the brand'. This is centred on engaging employee loyalty to the brand and developing commitment to the organisation. The report argues that it is critical for the HR function to develop a compelling story for existing and potential employees about working for the organisation.
24
Branding in practice The two case studies, Agilent Technologies and Abbey National Group, showed clearly that there is no one best way of managing brand and people. Different relationships between the two are required for different contexts. They also demonstrate that developing an 'employer of choice' strategy can have enormous benefits in terms of employee commitment and alignment behind the brand. The success of the policies pursued by Agilent Technologies illustrates the advantages of consistently applying values in good and bad economic conditions. Agilent argues that this has been achieved through an 'employer of choice' policy that goes beyond the recruitment stage to incorporate terms and conditions and a strong commitment to training and development. And Agilent has managed to maintain its position as an employer of choice, despite having to make pay cuts and redundancies, as shown by its rankings in the Sunday Times and Fortune's 'best companies to work for' lists in 2002. In Abbey National, the HR team is responsible for considering the relationship between branding and people management. The Abbey National Group has developed an employment proposition that is based on the principle that all employees are partners in the business. This proposition includes offering flexible and family-friendly working and external initiatives focused on the wider community.
25
However, the authors argue that the relevance of HR for managing brand will vary according to organisational context. Stage 1: Branding is seen as a well-defined and protected signifier or logo
for particular products, services or businesses, with HR playing little or no role in supporting the brand. Stage 2: Companies may have a master brand or logo but also place more
emphasis on the vision and values behind it. HR's role is to support those individual brands. Stage 3 : Companies can capitalize on the vision and values of a
strong corporate brand to bring about organisational change, such as in bringing together units through mergers. HR can help by aligning change programmes. Stage 4 : The corporate brand is the centrepiece of the overall
strategy, with HR holding a pivotal role in facilitating employees to act as 'brand ambassadors'. In todays business environment there is an increasing recognition that human resources are a valuable asset to distinguish a company from its competitors. This tendency, in combination with increasing job mobility among employees and an ongoing demographic change, has turned the labour market into a competitive arena.
26
Employer Branding and Talent-Relationship-Management are two fairly new concepts in the area of Human Resource Management, which have the aim to differentiate companies on the labour market and to support them effectively in their endeavour to approach, acquire and retain the most talented employees. In this study, the internal and external determinants, which form an appealing employer brand are investigated. A conceptual framework is first constructed and later modified in the lights of the empirical findings gained through four conducted interviews with four large organizations. In contrast, a deeper insight in the prioritization of different TRM elements is gained by means of a quantitative study among university graduates and international scholarship holders. The major findings outline that there is a continuous challenge in creating a level of consistency in favour of a credible employer brand message. Furthermore, it becomes apparent that a change or adoption of the employer brand in the short-term is difficult due to the culture and values of the respective organization. In addition, the employer brand plays an important role in preventing unplanned impulses, which result out of negative impacts from the business environment. The comparison of the major findings among the different groups within the quantitative study shows that the instruments Information about vacancies,
27
Scholarship, Company Workshops as well as Exclusive Information are among the most valued ones in comparison with Periodical Services, Personalized Websites or Giveaways, which most respondents do not perceive as interesting. Compared with the more typically customer centric focus of Internal marketing, internal branding / brand engagement takes a more inside-out, value-based approach to shaping employee perceptions and behaviours, following the lead of the highly influential Built to Last: Successful Habits of Visionary Companies study published in the mid-90s. This sought to demonstrate that companies with consistent, distinctive and deeply held values tended to outperform those companies with a less clear and articulated ethos. While brand-led culture change is often the stated desire of these programmes their focus on communication-led, marketing methods (however, involving or experiential) has been prone to the same failings of conventional internal marketing. As Amazons founder, Jeff Bezos, asserts: One of things you find in companies is that once a culture is formed it takes nuclear weaponry to change it. You cannot simply assert your way to a new culture, no more can you assert your way to a strong brand, it needs to be consistently and continuously shaped and managed, which is one of the primary reasons many organisations have turned from the short term engagement focus of internal branding initiatives to more long term focus of employer brand management.
28
There is growing recognition of the role employees play in the development and success of a companys brand. This is encapsulated in the notion of employer branding. Based on a review of previous studies, the internal and external effects of employer branding are conceptualized. A critical assessment of the conceptualization shows that while it has much merit, there are significant gaps and limitations. This paper argues for a more systematic approach that puts process-related issues at the centre of the investigation. The need for a study of the mechanisms underlying the process of employer branding at the firm and individual (employee) levels is required to address key questions, including the nature of and sufficient and necessary conditions for successful employer branding processes. Methodological implications are also discussed. Employees the Emerging Force Behind Effective Brand Management In recent years, increasing attention has been given to the critical role employees play in the development and success of a companys brand. In this context brand is defined as a recognizable and trustworthy badge of origin and also a promise of performance (Feldwick, 1991, p.21). Employees ongoing personal contact with consumers gives them a great deal of influence over the way in which consumers view the company (Kennedy, 1977; Stuart, 1999; Dowling, 2001). Employees also have the ability to help build strong and
29
enduring brands, particularly within the services sector (McDonald et al, 2001; de Chernatony et al, 2003). As such, employees are becoming a recognised determinant of successful brand management.Recruiting and retaining employees who can consistently represent the brand in interactions with clients is now accepted as a significant source of competitive advantage (Chambers et al, 1998; Michaels et al, 2001). Recognising this, Ambler and Barrow (1996) and Ewing et al(2002) have introduced the concept of the employer brand. Defined by Ambler and Barrow(1996), the employer brand is the package of functional, economic and psychological benefits provided by employment, and identified with the employing company (p. 187). The employerbrand concept unites a broad spectrum of existing thought relating to the way in which potential and current employees interact with a companys brand and, in particular, the companys brand image as an employer (Ambler & Barrow, 1996; Ewing et al, 2002; Lievens & Highhouse, 2003; Freeman & Knox, 2003; Backhaus, 2004; Backhaus & Tikoo, 2004). Despite growing practitioner and academic interest in employer brands, little is known about the process of employer branding - specifically the operation of mechanisms at the firm and individual (employee) levels that shape and perpetuate the employer brand. The employer branding process as defined here is an overarching concept. It is inclusive of the mechanisms that bring life to the employer brand (i.e., firm
30
level mechanisms that shape and define the brand as well as underpin its ongoing implementation). It also includes the mechanisms by which potential and current employees interact with the employer band (i.e. how individuals build associations, brand meaning and ongoing loyalty for the employer brand). The following section outlines the existing literature on the employer branding process and is followed by a discussion of how our understanding may be improved by taking a more mechanism related view. Current Understanding of the Employer Branding Process a Broad View While a small body of employer branding literature exists, the focus of theses studies has been to define the phenomenon (Ambler & Barrow, 1996; Ewing et al, 2002), consider its foundations (Ambler & Barrow, 1996, Backhause & Tikoo, 2004), or examine the outcome of the process with respect to recruitment, i.e. employer brand attributes or positioning (Ewing et al, 2002; Freeman & Knox, 2003; Lievens & Highhouse, 2003; Backhaus, 2004). To establish what may constitute the employer branding process, a broader review of the literature is required. A number of general marketing concepts would appear to be relevant, including relationship marketing, corporate branding, culture and identity, internal marketing and corporate reputation. In addition, concepts from human resources and organizational behaviour literatures, as well as industry journals, are also relevant, illuminating the relationship between prospective employees, employees and employers.
31
In reviewing the literature, it is evident that previous studies refer primarily to what can be seen as the effects of the process. These effects relate to external aspects of the organization (i.e. those components that primarily impact external stakeholders, including customers, prospective employees, shareholders or to internal stakeholders (i.e., existing employees). Effects on interactions external to the firm At the crux of the employer branding process from the firms perspective is the attraction and retention of the best employees. In this context, best refers to those employees who can add value to the company and are able to deliver on the companys brand promise. In defining the employee value proposition and aligning it with the companys brand promise, the company may attract potential employees with skills and personal values that allow them to deliver on the brand promise and enable them to represent the brand and company in a consistent way (Ambler & Barrow, 1996; Reichheld, 1996). Thus, employees are able to meet or exceed customers expectations based on brand promise or previous encounters with the company (Pringle & Gordon, 2001). By exceeding customer expectations (i.e., by providing positive disconfirmation) customers attain satisfaction (Woodruff et al, 1983). According toHeskett et al (1994) and others (Yeung et al, 2002; Rust & Zahorik 1993; Anderson &Sullivan, 1993; Dowling, 1994), increases in customer satisfaction can drive increases in customer loyalty (although this is not automatic).
32
This, in turn, drives revenue growth and profitability. Shultz (2004) makes a stronger link between employees alignment with the brand promise, customer satisfaction and increases in profit. Reichheld & Sasser (1990) report a 5% rise in customer loyalty (i.e., a 5% fall in defection) may increase profit from 25%-85%, dependent on the industry under study. By fostering conditions for profitability and a positive external corporate reputation, the employer branding process attains an aspect of self-perpetuation. Profitable firms with positive external reputations both attract (Fombrun & Shanley, 1990; Denton 1997) and retain (Michaels et al, 2001) employees who want to share in and be associated with the companys success. Effects on interactions internal to the firm In actively managing their employer brand, firms can maintain consistency of key brand messages across stakeholder groups, a practice which may be of value (Duncan & Moriarty,1998). Not only does congruence positively influence the perception of all related messages (to employees, customers and other stakeholders), it also ensures that employees are properly aligned with the brand and what it represents (Keller, 2002). This allows employees to live the brand, delivering on the objectives of the brand/organization (Ouchi, 1981), and reinforcing corporate values and performance expectations among new and existing staff (Ind, 2001). The relationship between expectations and behavior has been explored in the employee citizenship behavior literature. Morrison (1994) contends that
33
employee pro-social behavior (characterized by Bateman & Organ (1993) as employee citizenship behavior) is more likely to occur when such behaviors are incorporated into role expectations. Furthermore, when performance
expectations and values are clear a contract is formed between the company and the employees (Rousseau, 1990). Expected behavior and resulting rewards are explicit, evaluation of staff is objective, good performers are rewarded, nurtured and become satisfied and loyal (Dowling, 1994; Mendes, 1996; Major et al, 1995). Satisfied, loyal employees are more likely to remain with the firm (Heskett et al, 1994) and to share good views about the company with each other and prospective employees (Reichheld, 1996). Positive word of mouth amongst employees assists in building camaraderie within and across teams, engendering greater loyalty to the firm and to team members (Herman, 1991), thus improving staff retention. Furthermore, existing employees have a large signaling impact on prospective employees (Rynes, et al, 1991). Positive word-of-mouth helps contextualize the employment experience for prospective employees, attracting those with values that will fit with the brand and allow them to flourish (Chambers et al, 1998; Ind 2001). The interplay between internal and external effects Employer Branding provides a visual summary of key aspects of the internal and external effects of the employer branding process, as described in the previous sections. Hatch and Shultz (1997) posit that due to networking,
34
business process re-engineering, flexible manufacturing, delayering, the new focus on customer service, the external and internal boundaries of firms are collapsing (p. 356). Accordingly, there is support in the literature for an interaction between the external and internal virtuous circles of the employer branding process. Multidisciplinary, Process Related Empirical Examination Equally Critical for Theorists and Practitioners This conceptualisation, arrived at by reviewing the academic literature, is echoed in part or in whole in human resources management and marketing trade publications (see, for example:Lee, 2002; Linstedt, 2002; Donath, 2001; Simms, 2003; Buss, 2002; Woods, 2001; Hatfield,1999). Agreement between the two bodies of literature could indicate that the benefit of additional empirical investigation is minimal. However, the consceptualisation highlights only a normative, conjectural view of the outcome of the process. Taking a truly process-related view, which considers the underlying generative mechanisms of the employer branding process and the scope of outcomes that may arise from these mechanisms, is a way in which our deficiency of understanding may be addressed. Theorists and practitioners alike would benefit from a systematic, multidisciplinary, empirical examination of the following: A coherent view of the virtuous circles of employer branding in practice While the literature indicates a range of plausible, even logical outcomes, these outcomes are at best conjectural. It does not necessarily follow that
35
implementing an employer branding process will result in the outcomes suggested by the existing literature. Employer branding has not been studied as a process, i.e. mechanisms at the firm and individual level that constitute the process have not been examined over time and from the perspective of a variety of related actors. While there is support for links between one or more of the components (for example Heskett et al, 1994), there is no compelling evidence, as yet, that the virtuous circles operate wholly as specified The scope of the outcomes of employer branding The literature and initial anecdotal evidence indicates that firms undertaking employer branding experience positive outcomes, particularly with respect to attracting and retaining desirable employees. It is not known, however, whether there may also be neutral or negative outcomes attributable to the employer branding process. For example, Aldrich (1999) raises what may be a potentially undesirable outcome of the process. He posits that when there is a high level of cultural consistency in an organization, organizational growth may be threatened as variation to existing work practices introduced by employees is likely to be low. Organizational behaviour literature points to a similar phenomenon where employers hire employees with similar characteristics, skills, and attitudes to themselves. This approach is not necessarily beneficial to the firm as it limits diversity (Robbins, 1996). Similarly, negative outcomes of the process may arise when employees find their experience of employment differs from that promised by the company in
36
communication of the employer brand. Rousseau (1990) describes a psychological contract as individual beliefs in reciprocal obligations between employees and employees (p.389). Brands, by definition (Feldwick, 1991) contain a promise of performance (p.149) which, if unfulfilled in the eyes of the employee, may have negative consequences for the employee and firm including reduced job satisfaction, reduced organizational trust, decreased job performance and increased turnover (Robinson & Morrison, 1995; Robinson & Rousseau, 1994). Research to date does not shed light on whether there is such a thing as an unsuccessful employer branding process, i.e. a process that results in negative or counterproductive outcomes. Furthermore, the hallmarks of a successful or unsuccessful employer branding process have not been identified. Mechanisms underpinning the process As Ambler & Barrow (1996) state, traditional marketing techniques are not directly applicable, but mutatis mutandis applicable to the employer brand. This raises the question how do they differ and under what conditions? It is also evident in the review of literature that other schools of thought and practice may offer techniques outside those traditionally associated with marketing and branding. Mechanisms can be seen as a systematic set of statements that provide a plausible account of how [entities] are linked to each other (Hedstrom & Swedberg, 1998; p. 7). Human resources and organizational management literatures, for example, may be shown to be pivotal to the
37
employer branding process, providing mechanisms that plausibly account for the employee and employer interaction. In order to employ a systemic approach to the examination of the process, mechanisms that may combine to create and perpetuate the process need to be identified. This will allow a focused and theoretically meaningful analysis of the process in practice. It will also allow a structured comparison of those companies identified as having a successful employer brand with those having an unsuccessful employer brand to identify variations in the presence and operation of those mechanisms. The relationship between employer branding and other branding processes It is convenient, normatively, to prescribe a series of activities based on the review of the literature. However, this deterministic approach does nothing to bring us closer to uncovering the process as it is grounded in practice. This limits our understanding of sufficient and necessary conditions for employer brands to succeed, as well as making it difficult to find methods we may use to judge the level of success. For example, is a successful employer branding process predicated on a successful corporate or product branding process? Is it possible to have an unsuccessful employer branding process in the presence of a successful corporate or product brand? Conversely, is it possible to sustain a successful employer branding process in the absence of a successful corporate or product brand?
38
Employer branding has been described as the sum of a companys efforts to communicate to existing and prospective staff that it is a desirable place to work (Lloyd 2002). Advertising may become a critical tool in the efforts that firms make to identify, acquire and retain skilled employees. Increasingly, it is likely to also be used to create what has in the popular business press recently been referred to as employment brands (Sherry 2000) building and sustaining employment propositions that are compelling and different. The moniker employer brand appears to have first been coined by Ambler and Barrow (1996), who defined it as the package of functional, economic and psychological benefits provided by employment, and identified with the employing company (p. 187). The authors go on to suggest that, just like a traditional brand, an employer brand has both personality and positioning. Employment branding is therefore concerned with building an image in the minds of the potential labour market that the company, above all others, is a great place to work (Ewing et al. 2002). According to human resources consultants Hewitt Associates,2 there are five steps to developing a strong employer brand: (i) understand your organisation, (ii) create a compelling brand promise for employees that mirrors the brand promise for customers, (iii) develop standards to measure the fulfillment of the brand promise, (iv) ruthlessly align all people practices to support and reinforce the brand promise, and (v) execute and measure. Moreover, it is posited that companies with strong employer brands can potentially reduce the cost of employee
39
acquisition, improve employee relations, increase employee retention and even offer lower salaries for comparable staff to firms with weaker employer brands (Ritson 2002). Collins and Stevens (2002), confirming prior research, suggest that early recruitment activities are indirectly related to intentions and decisions through two dimensions of employer brand image: general attitudes towards the company and perceived job attributes. Examples of employer brands, and indeed employer advertising, are becoming increasingly common. Ewing et al. (2002) classify existing approaches to employment branding by identifying three basic types of employment advertising strategy, and provide numerous examples of each. Lloyd (2002) cites the example of an Australian banks TV commercial, clearly aimed at existing and potential employees. While there are numerous examples of employer advertising, few are as explicit as a recent DaimlerChrysler ad, which appears to target potential employees as the primary audience. The double-page spread advertisement in Figure 1 shows a number of DaimlerChrysler vehicles, positioning them not as consumer products but as company cars (i.e. a potential benefit for prospective employees). The copy is even more direct: As a successful car company there is many things that make working for us an attractive prospect. In addition to a diverse range of career possibilities
40
Employer attractiveness A closely related concept to employer branding is the notion of employer attractiveness. This concept has been broadly discussed in the areas of vocational behaviour (Soutar & Clarke 1983), management (Gatewood et al. 1993), applied psychology (Jurgensen 1978; Collins & Stevens 2002), communication (Bergstrom et al. 2002) and marketing (Ambler & Barrow 1996; Gilly & Wolfinbarger 1998; Ambler 2000; Ewing et al. 2002). It has also become an increasingly hot topic in the contemporary business press (see, for example, Sherry 2000; Lloyd 2002; Ritson 2002), and Best Employer status is something that more and more organisations are striving for, as attention is drawn to this mantle in both the contemporary electronic3 and print media (e.g. The Economist 2003). We define employer attractiveness as the envisioned benefits that a potential employee sees in working for a specific organisation. The construct may be thought of as an antecedent of the more general concept of employer brand equity. In other words, the more attractive an employer is perceived to be by potential employees, the stronger that particular organisations employer brand equity. This study seeks to contribute by identifying and operationalising dimensions of employer attractiveness. Ask most people about branding, and theyll usually start talking about products and services. But in recent years, companies have begun branding themselves as employers, too, betting that if they can convey to the world why
41
their workplace is appealing and unique, they will have an easier time attracting good workers. In fact, for many companies, employer branding has become a critical management tool, as the emergence of China, India and Brazil as economic powers and aging work forces in the U.S., European Union and Japan have increased the competition for skilled workers. More recently, the current economic slowdownand the pressure to cut costs and increase productivity has made the need to get the best people in the right jobs even more crucial. But how should a company brand itself as an employer? The key is to align the brand with the company's business plan, meaning the brand is designed to attract and retain the kinds of workers the company needs mostthose who can help it increase sales, profits and market share. And the key to doing that is to borrow a tool from the product-marketing toolbox. Marketers have long divided consumers into groups based on things like their demographics, buying behavior and lifestyle, and then tailored product offerings and advertising messages specifically for them in the belief that it is more profitable to treat certain groups of people differently than to treat them all the same. A movie studio puts out some movies for kids, some for teens, some for women, and so on. Each product has its own marketing and advertising
42
message. This is known as segmentation, and it lies at the heart of brand marketing. We argue the same principle applies in employer brandingthat it is more profitable to treat certain groups of current and potential employees differently than to treat them all the same. Employers who use segmentation to pinpoint who they need to attract and what they need to do to attract them will have an advantage over those who dont. Beyond Entry Level When a company undertakes employer branding, the product it is selling is the employment experience it offers, and the customers of this product are current and prospective staff. Benefits, which may include tangibles such as pay and intangibles such as status and a sense of collegiality, are what back up the employers brand in the marketplace. Of course, segmentation is being used in employer branding to some degree already, in that many companies focus the bulk of their branding efforts on attracting entry-level staff. They target recent college graduates based on things like age, university, grade-point average and location, and then bombard them with multimedia campaigns promising exciting careers, promotion, travel and exceptional pay.
43
The problem with focusing too much on the entry-level end of hiring, however, is that it doesnt take the big picture into account. It is based on a mistaken belief that a good proportion of entry-level employees will start at the bottom of an organization and work their way to the top, and that the skills, knowledge and experience they gather along the way will be exactly what the company needs to expand its business in the future. In reality, most companies at some point will have to hire new talent to cope with the changing nature of their business. To create a more well-rounded brand, one with multiple messages for multiple audiences, companies have to dig a little deeper. Differences Matter Previous research has suggested that there are five major ways to think about differences among consumers, and that marketers who take those consumer differences into account will enjoy higher sales and profits. The differences center on the profitability consumers bring to a company, the product features they prize, the reference groups they turn to for advice and approval, the ability of consumers to negotiate attractive prices, and the barriers that may prevent them from making purchases.
44
We believe those five segmentation approaches also apply in the context of the employee-employer relationship and can be used as a basis for employer branding. Heres a closer look: Potential Profitability In consumer marketing, profitability segmentation takes into account that buyers differ from each other in terms of the actual or potential profitability they bring to a company. Consumers who make repeat purchases and buy in big quantities, for example, are more profitable than those who buy in small amounts only once or twice a year. Knowing who the high-profit clients are allows marketers to channel more effort and resources toward winning their business. The same goes for employees. Those who have the skills, experience or knowledge that are critical to the areas of a business that are driving growth are strategically important. Identifying these employee groups through
segmentation allows employers to devote more resources toward hiring and retaining them. There is little point in a California company putting a lot of effort into attracting domestic engineers, for example, if the bulk of its future earnings are to come from on-site engineering projects in China and India. Likewise, a focus on family-friendly benefits may make an employer look nice, but it is a
45
misallocation of resources if an all-expenses-paid executive education at Harvard Business School is what the profit-driving employees really want. Product-Feature Preferences Grouping buyers according to the product features they desire is a wellunderstood and much-used approach to segmentation in consumer marketing. Some consumers prefer extra-strength pain relievers; others want milder versions. Some prefer pills; others buy only capsules. Creating market segments based on these preferences allows marketers to tailor product offerings and advertising messages that appeal to them. In much the same way, employees can be grouped according to the career benefits they value. Some employees want educational assistance and training, while others value opportunities for travel; some are looking for flexible working hours, while others seek on-site child care. Much of what employees want depends on where they are in their lives and careers. Once a company has identified the groups it needs to attract using profitability segmentation, it can then use product-feature segmentation to gain a better understanding of the benefit bundles those groups of employees prize. A pharmaceutical company we studied used product-feature segmentation to help attract and retain a high-quality sales force that remained engaged, motivated and effective despite working in an industry known for high turnover.
46
The process began when one sales representative returned to work after having children and wanted a part-time position that also offered a reasonable salary and a challenge commensurate with her skills and experience. By offering benefits like job sharing, child-care assistance, unpaid leave, flexible hours and minimal overnight travel, the pharmaceutical company earned a reputation as being family friendly within its industry, and that image allowed it to create a talent pool of potential staff with appropriate knowledge and skills plus great industry experience and contacts. Reference Groups Marketers understand that consumers dont make buying decisions in a vacuum, which is why some use segmentation to identify the groups to whom buyers turn for advice and approval when making a purchase. People often ask pharmacists and other health-care professionals to recommend pain relievers, for example, so it benefits marketers to ensure that those groups have a good impression of their product, too. This same goes for employers. People want to work for companies with great reputations, and they often turn to family members, friends or colleagues for advice and approval when choosing between employment offers, or even where to apply for work in the first place. That is why it is crucial for the employer
47
brand to be viewed favorably by the group the potential employee most often turns to for advice and approval. Employers can reach out to these references groups in various ways. For example, they can tout themselves as award-winning employers, responsible entities and good corporate citizens through advertising and public-relations campaigns. They can provide specific, detailed information about the unique workplace experience they offer on job-search sites, in the employment sections of newspapers and to recruiters. They also can encourage existing employees to spread the word by rewarding them for candidate referrals. Bargaining Power Grouping consumers according to their ability to negotiate attractive prices or terms and conditions help marketers determine the types of rates and prices they need to offer to win their business. Consumers with excellent credit scores, for example, have more loan options than those with spotty credit histories, meaning banks may have to offer more competitive rates to win them over. In employer branding, bargaining power refers to the power that certain employee groups have in negotiating the terms of their employment because of the rarity of their skills, level of seniority, relevant experience and qualifications. The higher the demand for these attributes within the company,
48
or indeed, within the broader employment market, the greater the bargaining power these employees can exert. Richer benefits packages may be required to attract employees with greater bargaining power. Given that companies have limited resources to remunerate their staffs, understanding bargaining power helps them better prioritize where they spend their money. Choice Barriers A variety of factors can prevent consumers from buying products and services they normally would find desirable. Sometimes consumers arent aware the products and services exist, or they lack the information they need to properly appraise them. Using segmentation to identify and understand these barriers makes it easier for marketers to knock them down. But sometimes marketers use choice barriers to their own advantage, to lock in customers they value highly. Airlines and hotels, for example, offer rewards to their best customers to discourage them from using rival services. In employer branding, choice barriers are the hiring and pay policies set up by employers to prevent people from entering or leaving a firm. Companies often segment employees according to education, experience and visa or residency status in order to rule out candidates for certain job roles. On the flip side, things like delayed bonuses and lucrative retirement or retrenchment packages
49
serve as golden handcuffs, tying employees into a company when they might otherwise be tempted to seek new opportunities elsewhere. Choice barriers, in particular, are in the control of the company and can be used to counter the bargaining power of desirable employees.
50
RESEARCH METHODOLOGY
Research in common parlance to research of knowledge. It is an endeavor to discover answer to the problem, through scientific method to knowledge of universe. Research is a systematic enquiry seeking fax to the objectives verifiable method in order to discover the relationship among them. It is a method of critical thinking. According to John W. Best, Research may be defined as the systematic objective analysis and recording of controlled observations that may lead to the developments of generalizations, principles or theories, resulting in prediction and possibly ultimate control of events. 3.1 RESEARCH DESIGN A research design is the specification of methods and procedures for acquiring the information needed. It is the overall operational pattern or frame work, of the project that stipulates what information is to be collected from which source by what procedures. Research Design enables the researcher to save time and resources while collecting data. Research design will facilitate the researcher to make intensive enquiry into the problem so that it helps the researcher to study about employer branding and its influence on employee retention. Research design helps the researcher for the smooth flow of the researcher work in the industry in order to achieve the objective.
51
Descriptive research: The research studys purpose is to understand the various perceptions of the workers on HR department in manufacturing industry. For a study of this nature, the best possible research design is that of a Descriptive research design. A descriptive design encompasses the job of describing the phenomenon or characteristics of a particular event. In this research study, this descriptive research design would describe and portray the various perceptions of the employees towards employer branding and its influence on their retention. In addition to it this project will also give a clear picture of the Function of the HR department based of the employees perception in the manufacturing industry. JUSTIFICATION FOR RESEARCH DESIGN Descriptive research design was chosen because it helps obtain information from respondents without influencing the information in any way. The researcher intends to describe as whats their perception towards employer branding is and how it influence them to retain their job. The aim is a mere attempt to portray the observed facts pertaining in the minds of respondents. Hence Descriptive Design is chosen. UNIVERSE The respondents of this research belong to various branded employers. These respondents come from different sector in Tamil Nadu. These respondents are from companies listed in NASSCOM and CII with employee strength of more than 2000. The respondents occupy various levels across the organization.
52
3.2 SAMPLING Chambers, R L, and Skinner, C J (editors) (2003), in his book Analysis of Survey Data Sampling defines it is that part of statistical practice concerned with the selection of an unbiased or random subset of individual observations within a population of individuals intended to yield some knowledge about the population of concern, especially for the purposes of making predictions based on statistical inference. Sampling is an important aspect of data collection. Stuart, Alan (1962) in his book Basic Ideas of Scientific Sampling defines Sampling is the selection of part and aggregate totality on the basis of which judgment or inference about the aggregate or the totality is made. When a group of people is selected with the intension of finding various perceptions of them towards employer branding and its influence on employee retention; that group of people is referred as sample and the process of selection is called Sampling. 3.3 Sample Design Pedhazur, E., & Schmelkin, L. (1991) in his book Measurement design and analysis: An integrated approach defines sampling design as A Sample design is the theoretical basis and the practical means by which we infer the characteristics of some population by generalizing from the characteristics of relatively few of the units comprising the population.
53
Sampling Method The chosen method of Sampling is: Non Probability Sampling Non Probability Sampling Non Probability Sampling is that sampling procedure which does not afford any basis for estimating the probability that each item in the population has of being included in the sample. Under this method the units of the population are selected so as to be representative of the whole. Convenient Sampling The researcher has used this technique just because through this method more time can be saved and this also helps the researcher not to choose any specific industry for data collection. By this method, the data can be controlled from the respondents from any industry. The sample size will be 120 and will consist only the individual working for companies listed in NASSCOM and CII with employee strength more than 2000. Universe size: 5, 00,000 (approx) Chennai city Sample size: 120. Sectors to be covered: Manufacturing: IT ITES Total : : : 4 4 4 12
54
Sample break up is: IT sector Employees ITES sector Employees Manufacturing sector Employees Total Companies covered in IT Sector: Companies are chosen who are registered member of NASSCOM and employees more than 2,000. 1. TATA Consultancy Service. 2. Cognizant Technology Service. 3. Hexaware Technologies. 4. Wipro Technologies. Respondents inclusive criteria: Respondents are chosen with minimum 6 months of experience. Reference: http://www.nasscom.in Companies covered in ITES sector: Companies are chosen who are registered member of NASSCOM and employees more than 2,000. 1. Dell Perot Systems. 2. Wipro BPO. 3. Barclays shared services. 4. WNS Aviva. Respondents: Respondents are chosen with minimum 6 months of experience. : : : : 40 40 40 120
55
Reference: http://www.nasscom.in Companies covered in manufacturing sector: Companies are chosen who are registered member of CII and employees more than 2,000. 1. Areva 2. Hyundai Motor India Ltd. 3. Ford Motors. 4. Renault Nissan. Respondents: Respondents are chosen with minimum 6 months of experience. Reference: http://www.cii.in TOOL FOR DATA COLLECTION The tool to be made use of for Data Collection is Questioner. This method of data collection is very useful in extensive enquiries and can lead to fairly reliable results & seems to be the appropriate tool because of the following reasons: Direct Personal contact established with respondents. Reliability and accuracy of responses Clarification of Respondents queries TYPES OF QUESTIONS Multiple-Choice Questions and Open ended Question These questions consist of responses (multiple options) out of which respondents can choose the appropriate response based on their understanding.
56
There are also questions on which respondents indicate their preference and can comment their views. 3.4 SOURCES OF DATA COLLECTION The compilation of both Primary and Secondary data were used in the present study.
Primary Data Primary Data refers to information that is generated to meet the specific requirements of the investigation at hand. It would be collected from the employees, who are in any small or medium or large industry. Secondary Data Secondary Data is the information that is collected for a purpose other than to solve the specific problem under investigation. The Secondary Data would be the information collected regarding the different perceptions of employees from various sources such as Journals, Articles, books, Internet, etc. The secondary data obtain will aid in the structuring and execution of the questionnaire, which is to be the tool adopted in the process of collecting primary data.
57
DATA ANALYSIS AND INTERPRETATION

This interpretation will focus to elicit the various components of employer branding also to understand the employees perception towards their employer branding. On the other hand it understands the various techniques followed by employer in branding their organisation which helps them to retain their most assertive employees. Table 0.1: Table showing age of the respondents
S.NO
Age classification
Number of respondents (n = 120)
Percentage %
1 2 3
< 30 30 - 40 >40 Total
60 36 24 120
50 30 20 100
58
Table 0.1 shows the age category of the respondents. It shows that 50% of the respondents are less than 30 years and 20% of the respondents are more than 40 years of age. While 20% of the respondents are between the age group of 30 to 40 years. In the Figure 0.1 it is found that majority of the respondent are young professionals at the age category less than 30 years and has a majority of responses of 71.67% and it is because most of the respondents are from the ITES sector working in executive level. Employees from managerial level have contributed 65% of total response and 10.83% of respondent are senior managerial level who fall between the age category of more than 40 years. In the manufacturing sector 70 percent of the respondents are between the age group of more than 40 years as most employees in the manufacturing sector have more than 15 years of work experience with the current employer and at an average their total work experience in 25 to 30 years. Hence from manufacturing sector there is a total respondent percentage of 33.3 percent out of which 59 percent respondents are from the senior managerial level and 31 percent of the respondents are mid managerial level. While 10 percent of the respondents are from the entry level. From the IT sector there is a total number of respondents of 33.3 percent of which 60 percent of the respondents are from the trainee or entry level. 30
59
percent of the respondents are from the mid managerial level and the rest 10 percent are from the senior managerial level. Reference: Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page. ISBN 0-7494-4631-5. OCLC 62282248 Table 0.2: Table showing Gender of the respondents
S. No
Gender Classification:
Number of respondents Number of respondents (Number of respondents (n = 120))
Percentage %
1 2
Male Female Total
84 36 120
70 30 100
From the above table we can understand the gender level of the respondents. From the table 0.2, it shows that 70 percent of the respondents are male while
60
30 percent of the respondents are female. We clearly show that large numbers of respondents are male. Figure 0.2 indicates that in India, there is majority in men employment that that of the females. We also learn that across all sectors men have their dominance in employment than that of female. From the ITES sector 69 percent of the total respondents are male while 31 percent of the total respondents are female. When it comes to the manufacturing sector 72 percent of the respondents are male while 28 percent of the respondents are female. This is because there is a notion that manufacturing sector is meant for male rather than a female. As we look on to the IT sector majority of the respondents are again men with a total response percent of 69 and the rest 31 percent of the respondents are female. But after a course of time we could see women dominating the IT sector in employment.
Table 0.3: Table showing Education Qualification of the respondents
S. NO
Education Qualification
Number of respondents (Number of respondents (n = 120))
Percentage %
1 2 3 4
Under Graduate Post Graduate Diploma Certification Total
72 48 0 0 120
60 40 0 0 100
61
From the above table 0.3, it shows 60 percent of the respondents are undergraduates and 40 percent of the respondents are post graduate. It is important to understand their graduation level for this study as it would clearly portray the respondents perception of employer branding. Figure 0.1 shows that the education level among employees in any organization is just an under graduation as from the figure it is show than 60 percent of the employees are under graduate. Also we can learn that employees under executive level and mid managerial level are mostly undergraduates because an employee needs to have a masters degree for his or her promotion. It clearly shows that employers can inherit this as a brand building technique by providing opportunity to pursue higher education for their employees.
62
Table 0.4: Table showing total work experience of the respondents
S. No
Total Work Experience
Percentage %
1 2 3 4
6 months to 2 years 2 years to 3 years 3 years to 4 years More than 4 years Total
72 24 12 12 120
60 20 10 10 100
From the above table 0.4 we observe the total work experience of the respondents. It shows that 60 percent of the employees working in a branded organization have 6 months to 2 years of total work experience. 20 percent of the employees have 2 years to 3 years total work experience. 10 percent of the respondents have 3 years and above experience. Figure 0.4 gives as the reason as to why there is a variation in total work experience. As most of the respondents are young between the age group of less
63
than 30 years of age they are either trainees or entry level executives they have a maximum work experience of 2 years. Respondents with more than 3 years of experience are in higher designation and on an average they have total work experience of 25 to 30 years. This gap is because of the age of the respondents. Table 0.5: Table showing total work experience with the current employer of the respondents
S. No
Total Work Experience with current employer
Percentage %
1 2 3 4
6 months to 2 years 2 years to 3 years 3 years to 4 years More than 4 years Total
60 24 24 12 120
50 20 20 10 100
64
Table 0.5 indicates the total years of experience with the current employer. We understand that 50 percent of the total respondents have 6 months to 2 years of experience with the current employer while 20 percent of the respondents have 2 years to 4 years of experience with the currently employer and 10 percent of the respondents have more than 4 years of experience with the current employer. In the figure 0.5 it gives us the reason as to why there is a difference in work experience with the current employer. This is because the age of the respondent with more than 4 years of experience with the current employer is between the ranges 35 to 40 years. 20 percent of the respondents admit they have 2 to 3 years of experience with the current employer because they would have opted the current employer for career growth or compensation growth. Also their age range is between 28 to 35 years of age. A large number of respondents say they have 6 months to 2 years of experience with current employer because they must be in the entry level or job hoppers.
65
To Study the employees views and perception over employer branding and its influence on job retention. Table 1.1: Components in a branded organisation S. No Components in a branded organisation Number of respondents (Number of respondents (n = 120)) 1 2 3 4 5 6 Values Policies Compensation Infrastructure Career Other Total 33 33 28 12 14 0 120 27.5 27.5 23.4 10 11.6 0 100 Percentage %
66
When employees in a branded organization were asked what was would they see on a branded company that is different from other non branded companies. 27.5 percent of the respondents said they would see the values and the policies of the organization. 23.4 percent said they would watch for the compensation benefits. 10 percent said they would focus on the infrastructure while the others 11.6 percent of the respondents said they would focus on their career. From the figure 1.1 we understand that 27.5 percent of the respondents were focusing on the values and policies of the organization as they have more than 4 years of experience working for the current employer and all their needs are fulfilled if they have to look at then they would obviously see the values and policies that the other employer carry. 23.4 percent of the respondents who mentioned that they would look for the compensation package because they are of age group 30 to 35 years and they believe its the right time to focus on the salary than other components in a non branded company. While 10 percent of the respondents of the age group 25 to 30 look for the infrastructure and career growth in an organization because they think its the right time to have a steady career and peaceful work atmosphere.
67
Table 1.2: To understand if branded organisation treats their employees as customers S. No To understand if branded organisation treats their employees as customers 1 2 3 Agree Partially agree Do not agree Total Number of respondents (Number of respondents (n = 120)) 66 38 16 120 Percenta ge % 55 31.7 13.3 100
Table 1.2 shows the respondents answer of employees being treated as customers in a branded organization. 55 percent of the respondents agreed that employees are being treated as customer. 31.7 percent of the respondents partially agreed that employees are treated as customers and 13.3 percent of the respondents did not agree the statement.
68
As we look at the figure 1.2 the maximum number of respondents agreed to the fact that employees are being valued as customers because they are with the employer for longer period of time and they have experience the fruit of employment with the current employer. However the 13.3 percent of the respondents are between the age group 25 to 30 who have less amount of experience with the employer and they are mostly job hoppers who tend to quit the organization within a short period of time. The intermediate respondents of 31.7 percent who partially agreed are employees with 2 to 4 of experience with current employer and are experience the fact that they are valued as equal to the customers of their organization. Table 1.3: Employee in branded organisation or branded company
S. No
What according to employee is branded organisation or branded company
Percentage %
1 2
Benefactor Service Provider Total
50 70 120
41.7 58.3 100
69
From the table 1.3 we could observe that 41.7 percent of the respondents believe branded organization as benefactor and 58.3 percent of the employees believe that branded organization are service providers. As we look at the figure 1.3 41.7 percent of the respondents who believe branded organizations are benefactor are of the age group more than 40 as they have a notion that their employer are keen to extract large sum of work and deliver quick results. However if we analyze with the previous table we would also find they are with the current employer for more than 4 years. 58.3 percent of the respondent who believe that their employers are service provider because they are new to the professional field and have not seen the different facets of work environment.
70
Table 1.4: Employer branding gives a platform to shape employees perception to retain their job S. No Employer branding gives a platform to shape employees perception to retain their job 1 2 Yes No Total Number of respondents (n = 120) 49 71 120 40.8 59.2 100 Percentage %
Table 1.4 shows that 40.8 percent of the total respondent believe that employer branding gives a platform to shape employees perception to retain their job while 59.2 percent believe not. From the figure 1.4 we understand that 40.8 percent of the employees are mostly from the manufacturing sector who contributes 33.5 percent of the total respondent. And in this sector employees do not have a strong bonding with the organisation and they are led to misconception. While in the other sector employers have constant touch with the employees and work according to their
71
feedbacks which in turn gives them a platform to lead their employees in proper direction and will lead the employees to have an wrong perception about the employer. Table 1.5: Employer branding today represents a bond with its employees, like the one with its customers S. No Employer branding today represents a bond with its employees, like the one with its customers 1 2 Yes No Total 60 60 120 50 50 100 Number of respondents (n = 120) Percentage %
Table 1.5 shows the Reponses when respondents were asked does employer branding today represents a bond with its employees, like the one with its customers. 50 per cent of the respondents gave a positive answer while the rest 50 percent did not agree the statement.
72
From the above figure 1.5 we understand that 50 percent on the respondents who were positive have their view as service provider, towards their employer. While the rest disagreed as they think their employer as benefactors. Hence we learn that there is a gap formed where employer portray themselves wrong to their employees. Employer who has a large work force and less attrition will always be on the good books of the employees however at the end its the employee who sets the perception towards their employers. Table 1.6: Retaining the job under unfavorable condition while working for employer branded organisation S. No Retaining the job under unfavorable Number of respondents condition while working for employer branded organisation 1 2 Yes No Total (Number of respondents (n = 120)) 52 68 120 % 43.3 56.7 100
73
From the table 1.6 we observe that 43.3 percent of the respondents will retain the job under unfavorable condition while working for an employer branded organisation. While the rest 56.7 percent of the respondents denied that they will not retain the job under unfavorable condition even while working for an employer branded organisation. Figure 1.6 shows us clearly that where there is no favorable work environment employees quit the organisation as they are concerned about their career and job security and these are respondents with 6 months to 2 years of work experience. They contribute to 40 percent of the total respondent strength. While there are significant amount of respondent who believe under unfavorable condition it is safe to work for a branded organisation rather shifting job to another employer. They contribute to 60 percent of the total respondent strength. Table 1.7: Engagement and involvement with branded organisation is much longer time and in more ways than a customer S. No Engagement and involvement with branded organisation is much longer time and in more ways than a customer Number of respondents (Number of respondents (n = 120)) 1 2 Yes No Total 63 57 120 52.5 47.5 100 Percenta ge %
74
When respondents were asked, are they involved and engaged in their organisations brand for a much longer time and in a way more than a customer. 52.5 percent of the total respondents believed that they are engaged and involved in their organisations event. While 47.5 percent of the respondent believed that they were not engaged and involved in their organisations brand. This is shown in the table 1.7. Figure 1.7 depicts that respondent working for an branded organisation where there is regular employee communication conducted in their organisation and chances are given to employees to contribute in the corporate activities believe they form a integral for their organisations brand. Most of the respondents of age group 40 and above believe that they dont form an integral part as they think their organisations focuses on their customers rather than employees. There are about 35 percent of the respondents who believe this.
75
While the rest 65 percent who fall under the age group of 40 and below believe that their organisation values the employees than its customer. Table 1.8: Successful employment brand develops a theme and establishes an image S. No Successful employment brand develops a theme and establishes an image Number of respondents (Number of respondents (n = 120)) 1 2 3 Strongly agree Partially agree Do not agree Total 48 56 16 120 40 46.7 13.3 100 Percentage %
Respondents were then asked if they agree that successful employment branding develops a theme and establishes an image of the employment at an organisation and retains its employees 40 percent of the total respondents strongly agreed the statement while 46.7 percent of the respondents partially
76
agreed and 13.3 percent of the respondents did not agreed the statement. This is shown in the table 1.8. From the figure 0.5 where it shows the total work experience of the respondents 50 percent of the respondents has 6 months to 2 years of experience with the current employer and from the figure 0.4 60 percent of the employees has 6 months to 2 years as their total work experience hence they are the respondents who believe and partially agree to the statement that successful employer branding develops a theme and establishes an image of the employment at an organisation and retains its employees which is shown in the figure 1.8. Table 1.9: Improving branding of the organisation will help in low attrition S. No Improving branding of the organisation will help in low attrition 1 2 Yes No Total Number of respondents (Number of respondents (n = 120)) 83 37 120 Percenta ge % 69.2 30.8 100
77
Table 1.9 shows the percentage of respondents who agreed and disagreed the statement that organisation with strong employer brand like Google, Honeywell, and FedEx have managed attrition low while making significant improvement in branding of the organisation. 69.2 percent of the respondent agreed to the statement while the rest 30.8 percent disagreed. From the above figure 1.9 there is higher strength of respondents supporting the statement because they are the respondents who agreed when they were asked if their employers treat them as their customers. 55 percent of the respondents agreed to the statement and 33.7 percent partially agreed to the statement. Because employers like Google, Honeywell, and FedEx have managed to make a significant improvement in branding with low attrition level and this would be possible only if they treat their employees as customers. Table 1.10: Organisation failing to build employer brand loses S. No Organisation failing to build employer brand loses Number of respondents (Number of respondents (n = 120)) 1 2 3 4 Most talented resource Return on investment Employee Value Proposition Financial growth of an organisation Total 52 18 25 25 120 43.4 15 20.8 20.8 100 Percenta ge %
78
Table 1.10 shows the response when respondents were asked what an employer loses if the organisation fails to build its employer branding. 43.4 percent of the respondents replied that an employer would lose the most talented resource if it fails to build its employer branding. 15 percent of the respondent mentioned it would lose the return on investment from an employee as he would quit for proper branded organisation. 20.8 percent of the respondent mentioned it would lose the employee value proposition while 20.8 percent of the respondent mentioned that financial growth of an organisation is lost when the employer fails to build its brand. From the figure 1.10 we learn that its the most talented resource that an employer would lose where employer fails to concentrate on its branding. Respondents who believed vales and policies are the most important component
79
of employer branding responded that employer would lose the most talented resource. 40 percent of the total responded believed that employer must concentrate on its branding measures. 35 percent of the respondents who partially agreed that employer must focus more on its branding measure believed that it would lose employee value proposition and financial growth of the organisation. 25 percent of the rest who did not agreed to employer branding believed that an employer would lose its return on investment. Table 1.11: Employer branding a successful way to retain and expand market share S. No Employer branding a successful Number of respondents Percenta ge % 53.3 46.7 100
way to retain and expand market (Number of respondents share (n = 120)) 64 56 120
1 2
Yes No Total
80
Table 1.11 talks about the percentage of respondents who supported Employer branding is a successful way to retain and expand market share. 53.3 percent of the total respondents accepted the above statement and 46.7 percent did not accept the above statement. From the figure 1.11 53.3 percent who supported the statement agreed that employer branding today represents a bond with its employees, like the one with its customers. If the employer does not have a good bond with its employees then it would lose its customers resulting in loss of market share. 2. To identify various factors associated with employer branding as felt by employees which influence employee retention Table 2.1: Organisations unique HR practices contribute to employer branding and retention S. No Organisations unique HR practices contribute to employer branding and retention 1 2 Yes No Total 74 46 120 61.7 38.3 100 Number of respondents (Number of respondents (n = 120)) Percenta ge %
81
Table 2.1 represents the respondents reply when they were asked if their organisations unique HR practices contribute to employer branding and retention. 61.7 percent of the respondents mentioned yes it would contribute while 38.3 percent of the employees denied the statement. The fit between employer and employee is important for hiring compatibility.
Table 2.2: Retain job under less paid salary in branded organisation
S. No
Retain job under less paid salary in branded organisation
Number of respondents (Number of respondents (n = 120)) 52 68 120
Percentage %
1 2
Yes No Total
43.3 56.7 100
82
Table 2.2 shows that 4.3 percent of the respondents would retain their in a company with strong employer branding in spite of being paid lesser salary and 56.7 percent of the respondents would quit the organisation when paid less. Table 2.3: Marketing concepts influence employer branding S. No Marketing concepts influence employer branding 1 2 3 Strongly agree Partially agree Do not agree Total Number of respondents (Number of respondents (n = 120)) 40 56 24 120 33.3 46.7 20 100% Percentage %
83
Table 2.3 shows that 33.3 percent of the respondents strongly agreed that marketing concepts influence employer branding for highting the position of a company as an employer which in turn is the factor for employees retention while 46.7 percent partially agreed and 20 percent of the respondent did not agree. Table 2.4: Benefit provided by branded organisation which inspires retention S. No Benefit provided by branded organisation which inspires retention Number of respondents (Number of respondents (n = 120)) 1 2 3 4 Emotional Benefit Rational Benefit Compensational Benefit Others Total 35 54 30 1 120 29.2 45 25 .8 100 Percenta ge %
84
Table 2.4 represent 29.2 percent of the respondent believed emotional benefits is the benefit provided by their organisation which inspires them to retain their job under adverse situation that is related as prime brand building factor. 45 percent believed its the rational benefits, 25 percent believed its the compensation benefit, and .8 percent believes its the medical benefit. Table 2.5: Factor that initiates employer branding and retention S. No Factor that initiates employer branding and retention 1 Systematic and transparent policies 2 3 4 5 Job satisfaction Compensation Compensational benefits Others Total 33 34 7 1 120 27.5 28.3 5.8 .8 100 Number of respondents (Number of respondents (n = 120)) 45 37.5 Percentage %
85
From the Table 2.5 we observe that 37.5 percent of the respondents believe that its the systematic and transparent policies of the organisation that is most important factor that initiates employer branding and retention. While 27.5 percent believe its the job satisfaction, 28.3 percent believes its the compensation or the salary, 5.8 percent believes its the compensation benefits like the perk, conveyance etc. And .8 per of the respondent believe it the values of the organisation that is most important factor that initiates employer branding and retention. Table 2.6: Important component to retain employees in branded organisation S. No Important component to retain employees in branded organisation 1 2 3 4 5 Financial compensation Job role and responsibility Designation Work Environment Proposed career development plan 6 Others Total 0 120 0 100 Number of respondents (Number of respondents (n = 120)) 12 28 29 30 21 Percenta ge % 10 23.3 24.2 25 17.5
86
Table 2.6 shows that 10 percent of the total respondent agree that financial compensation is the most important to retain an employee, 23.3 percent believe its the job role and the responsibility, 24.2 percent believe its the designation, 25 percent believe its the work environment, 17.5 percent believe its the proposed career development plan that retains employee in a branded organisation. Table 2.7: Quitting branded organisation S. No Quitting branded organisation Number of respondents (Number of respondents (n = 120)) 1 2 3 Less compensation package Work pressure When there is no values and ethics followed in the organisation 4 5 No career opportunity Other Total 36 1 120 30 .8 100 14 41 28 Percenta ge % 11.7 34.2 23.3
87
Table 2.7 shows that 11.7 percent of the respondents quit branded organisation because of less compensation package, 34.2 percent quit because of work pressure, 23.3 percent quit when there is no values and ethic followed in the organisation, 30 percent quit when there is no career opportunity, 08 percent quit when there is no proper infrastructure. Table 2.8: Non recognition of competency factor with high compensation will retain employees in branded organisation S. No Non recognition of competency factor with high compensation will retain employees in branded organisation Number of respondents (Number of respondents (n = 120)) 1 2 Yes No Total 74 46 120 61.7 38.3 100 Percentage %
88
Table 2.8 shows that 61.7 percent of the respondent would quit when there is no recognition of competency factor however there is high compensation factor while 38.3 percent responded that they wouldnt quit even when there is no recognition for competency factor. Table 2.9: Identified factor related to employer branding S. No Identified factor related to employer branding Number of respondents (Number of respondents (n = 120)) 1 Perception towards the employer in terms of values and ethics 2 3 Compensation package Clear step for career progression across all levels Total 120 100 62 32 51.7 26.6 26 Percenta ge % 21.7
89
Table 2.9 shows 21.7 percent of the respondents that perception towards the employer in terms of values and ethics as identified factor for employer branding, 51.7 percent said its the compensation package, 26.6 percent said its the clear steps for career progression across all levels. 3. To learn effective employer branding techniques being used in the organisation to promote employee retention Table 3.1: Expectation of an employee to retain in branded organisation S. No Expectation of an employee to retain in branded organisation Number of respondents (n = 120) 1 Spend large sum of money on employees on their recreational activities 2 Develop visual identities like the people, culture, values, vision etc., 3 Redesign the compensation package of their employees and nature of job 4 Others Total 5 120 4.1 100 32 26.7 54 45 29 Percent age % 24.2
90
From the table 3.1 24.2 percent of the respondents said spending large sum of money on employees on their recreational activities is expected from an organisation to build its employer brand when it comes to employee retention, 45 percent said its the development of visual identities like the people, culture, values, vision etc, 26.7 percent said its to redesign the compensation package of their employees and nature of job, 4.1 percent said it to concentrate on corporate social responsibilities. Table 3.2: Employees are involved in framing employer brand S. No 1 2 Employees are involved in framing employer brand Yes No Total
91
Number of respondents (n = 120) 70 50 120
Percentage % 58.3 41.7 100
Table 3.2 shows 58.3 percent agreed that employees are involved in framing the employer brand while 41.7 percent denied that employees are involved in framing the employer brand. Table 3.3: Identifying good employer with employer branding and employee retention S. No Identifying good employer with employer branding and employee retention 1 The knowledge you have about the company 2 3 From others opinion What is being read in press and public 4 5 6 Content on the website The style of advertising The quality of employees working for the organisation 7 Others Total 0 120 0 100 30 18 15 25 15 12.5 21 23 17.5 19.2 13 10.8 Number of respondents (n = 120) Percentage %
92
From the table 3.3 we observe that 10.8 percent of the respondents supported that the knowledge that they have about the company is best way to identify a good employer who is conscious of employer branding and concentrates more on employee retention, while 17.5 percent believed from others opinion, 19.2 percent believed it is what is being read in press and public, 25 percent believed that its the content on the website, 15 percent believed the style of advertising, 12.5 percent believed that its the quality of employees working for the organisation which helps them identify a good employer who is conscious of employer branding and concentrates more on employee retention. Table 3.4: Visual identity influence branded Company S. No 1 2 Visual identity influence branded Company Yes No Total Number of respondents (n = 120) 63 57 120 Percenta ge 52.5 47.5 100
93
Table 3.4 shows that 52.5 percent of the respondents believe that visual presentation truly influence in identifying a branded company while 47.5 percent denied it.The advantage of visual identity of an organisation is that branding gives a very clear statement to a potential employee as to a company's vision, market position, culture, and/or other qualities that basically equate to a recognizable, desirable commodity. Table 3.5: Employer branded organisation for its employee retention need to concentrate on S. No Employer branded organisation for its employee retention need to concentrate on 1 2 3 4 5 Self actualization Esteem Social Safety Physiological Total Number of respondents (n = 120) 21 30 38 25 6 120 17.5 25 31.7 20.8 5 100 Percentage
94
Table 3.5 shows that 17.5 percent of the respondents believe that self esteem is the need of the employee, an branded organisation must concentrate more to retain them, 25 percent believe its the esteem, 31.7 percent believe its the social need, 20.8 percent believe its the safety need, 5 percent believe its the physiological need. Table 3.6: Important measure that an employer must be conscious for employee retention S. No Important measure that an employer must be conscious for employee retention 1 2 3 Industry reputation Corporate culture Job satisfaction Total 47 56 17 120 39.2 46.7 14.1 100 Number of respondents (n = 120) Percentage %
95
Table 3.6 shows that 39.2 percent of the respondents believe that industry reputation is the important measure that an employer must be conscious of when it comes to retaining its employees, 46.7 percent of them believe its the corporate culture, 14.1 percent believe its the job satisfaction. Table 3.7: Effective brand building technique for employee retention S. No Effective brand building technique for employee retention Number of respondents (n = 120) 1 The values of the organisation that employee believe in 2 The positive leadership traits of the organisation 3 The open and transparent work environment of the organisation Total 120 100 28 23.3 59 49.2 33 Percenta ge % 27.5
96
Table 3.7 shows 27.5 percent of respondents believe that the values of the organisation that employee believe in is the primary factor when it comes to retaining a job which the employer would focus which in turn can be an effective brand building technique, 49.2 percent believe its the positive leadership traits of the organisation, 23.3 percent believe its the open and transparent work environment of the organisation. A work environment can be identified as the place that one works. i.e. -in an office building in a cube, at home at the kitchen table, from a car or truck, at a construction site. All are work environments. We tend, however, to hear about "healthy work environments." This can point to other factors in the work environment, such as co-workers, air quality, ergonomic seating, management (the boss!), child care, parking, noise, and even the size of one's cube. A work environment doesn't require a job.
97
Table 3.8: Important component of employer branding helping in employee retention S. No Important component of employer branding helping in employee retention 1 Functional component like setting career platform for employees 2 Economic component like rewards and recognition policies 3 Psychological component like feeling of purpose, belonging and recognition felt for the company Total 120 100 22 18.4 43 35.8 55 Number of respondents (n = 120) Percenta ge % 45.8
Table 3.8 shows that 45.8 percent of the respondents believe that functional components like setting career platform for employees is important component of employer branding helping in employee retention, 35.8 percent believe in
98
economic component like rewards and recognition policies, 18.4 percent believe in psychological component like feeling of purpose, belonging felt for the company. 4. To elicit employees views on employer branding, as a motivational factor on their job retention Table 4.1: Quality of a branded organisation motivates retention S. No Quality of a branded organisation motivates retention Number of respondents (n = 120) 1 Solid standing of the organisation in the market 2 3 Just and fair HR policies Being a good paymaster Total 40 56 120 33.3 46.7 100 24 Percenta ge % 20
Table 4.1 shows that 20 percent of respondents believe in solid standing of the organisation in the market as a quality of the organization with strong employer
99
branding motivates them to retain their job, 33.3 percent believe in just and fair HR policies, 46.7 percent believe in being a good paymaster. Table 4.2: Employees expectation from branded organisation that gives positive reinforcement S. No Employees expectation from branded organisation that gives positive reinforcement 1 Should be recognized as a modern, progressive, fast growing organisation with extremely professional ethos. 2 Should portray the image of a growth-oriented, efficiency-driven company where stability is a way of life 3 Should respect experience and encourage entrepreneurship. Total 120 100 35 29.2 63 52.5 Number of respondents (n = 120) 22 Percenta ge % 18.3
100
Table 4.2 shows that 18.3 percent of the respondents believe that their employer should be recognized as a modern, progressive, fast growing organisation with extremely professional ethos. 52.5 percent believe that they would expect their employer should portray the image of a growth-oriented, efficiency-driven company where stability is a way of life. 29.2 percent believe that their employer should respect experience and encourage entrepreneurship. Table 4.3: Employee retention depends on power, authority, companys brand name and market position S. No Employee retention depends on power, authority, companys brand name and market position 1 2 3 Strongly agree Partially agree Strongly disagree Total Number of respondents (n = 120) 49 38 33 120 Percenta ge % 40.8 31.7 27.5 100
101
Table 4.3 shows that 40.8 percent of the respondents believe that employee retention depends on power, authority, companys brand name and market position. 31.7 percent partially agree the statement. 27.5 percent strongly disagreed the statement. Table 4.4: Motivation to retain inspite of better offer from competitor S. No Motivation to retain inspite of better offer from competitor Number of respondents (n = 120) 1 2 3 Compensation package Job profile Employer branding of that organisation 4 Profit of the organisation Total 13 120 10.8 100 31 42 34 25.8 35 28.4 Percentage %
Table 4.4 shows that 10.8 percent of the total respondents believe in compensation package as a motivation factor to retain inspite of better offer
102
from competitor, 35 percent believe in job profile, 28.4 percent believe in employer branding of the organisation, 10.8 percent believe in profit of the organisation. Table 4.5: At work, employee gets motivated which transforms into retention S. No At work, employee gets motivated which transforms into retention Number of respondents (n = 120) 1 When there is constant recognition on the performance 2 3 When there is more fun at work When there is ethical bonding with the colleagues 4 When there is constant hike in pay no matter based on performance Total 120 100 19 15.8 39 32 32.5 26.7 30 25 Percentage %
103
Table 4.5 show that 25 percent of the respondents get motivated when there is constant recognition on the performance, 32.5 believe when there is more fun at work, 26.7 believe when there is ethical bonding with the colleagues, 15.8 percent believe when there is constant hike in pay no matter based on performance which at work will transform to retention. Table 4.6: Do you agree above selected option is found in employer branded organisation by default S. No Do you agree above selected option is found in employer branded organisation by default 1 2 Yes No Total 73 47 120 Number of respondents (n = 120) Percenta ge % 60.8 39.2 100
104
Table 4.6 percent of the respondents agreed that above option is found in employer branded organisation by default while 39.2 percent disagreed that. Table 4.7: Branded organisation conveys EVP which motivates the employee retention S. No Branded organisation conveys EVP which motivates the employee retention 1 2 Creating career platform Developing a fun at work environment 3 4 Policies, procedures and practices Action plans and behaviours of the leaders Total 120 100 24 3 20 2.5 Number of respondents (n = 120) 50 43 41.7 35.8 Percentage %
Table 4.7 shows that 41.7 percent of the respondents believe that creating career platform by branded organisation conveys EVP which motivates the employee retention. 35.8 percent believe in developing a fun at work environment. 20
105
percent believe in policies, procedure and practices. 2.5 percent believe in action plans and behaviours of the leaders.
Table 4.8: Factors of employer branding motivating retention S. No Factors of employer branding motivating retention Number of respondents (n = 120) 1 2 3 4 Compensation package Employee value proposition Vision and Mission Position that the company posses among its competitors Total 120 100 39 48 19 14 32.5 40 15.8 11.7 Percentage %
Table 4.8 shows that 32.5 percent of the respondents believe that compensation package is the key factor of employer branding motivating retention. 40 percent
106
believe in employee value proposition. 15.8 percent believe in vision and mission of the organisation. 11.7 percent believe in position that the company posses among its competitors. 5. To understand the reason for employees to quit an employer branded organisation Table 5.1: Understanding the circumstance for an employee to quit an organisation S. No Understanding the circumstance for an employee to quit an organisation 1 The job or workplace is not, what was expected 2 Mismatch between job and myself 3 4 Too little coaching Poor growth and advancement opportunities 5 6 7 8 Feeling devalued Feeling Unrecognized Stress from overwork Loss of trust and confidence in senior leaders 9 10 Personal / Family reason Others Total 0 0 120 0 0 100 10 15 10 2 8.3 12.5 8.4 1.7 16 16 13.3 13.3 35 29.2 Number of respondents (n = 120) 16 13.3 Percentage %
107
Table 5.1 shows that 16 percent of the respondents believe that they would quit the organisation when job or workplace is not, what were expected. 35 percent of the respondents quit when there is mismatch between job and themselves. 16 percent believe when there is too little coaching, poor growth and advancement opportunities. 10 percent believe when there is devalued feeling and stress from overwork. 15 percent believe when they are unrecognized. 2 percent believe when they lose trust and confidence in senior leaders. Table 5.2: Compensation, a prime factor to quit an employer branded organisation S. No Compensation, a prime factor to quit an employer branded organisation 1 2 Yes No Total 63 57 120 Number of respondents Percenta (n = 120) ge % 52.5 47.5 100
108
Table 5.2 shows that 52.5 percent of the respondents that compensation is the prime factor for them to quit an employer braded organisation. 47.5 percent believe compensation is not the reason to quit. Table 5.3: Employer branded organisation faces resignation even when employees are cared more S. No Employer branded organisation faces resignation even when employees are cared more 1 Fear of layoffs and retrenchment that an employer branded organisation creates during recession 2 No salary hike even when the organisation is making profits 3 4 Sudden change in work culture Others Total 26 1 120 21.7 .8 100 70 58.3 Number of respondents (n = 120) 23 19.2 Percentage %
109
Table 5.3 shows that 19.2 percent of the respondents specifies that an employer branded organisation sometimes faces resignation where the employees are cared more when there is fear of layoffs and retrenchment that an employer branded organisation creates during recession. 58.3 percent believe that resignation is faced when there is no salary hike even when the organisation is making profits. 21.7 percent believes when there is sudden change in work culture and .8 percent believes where no growth in career. Table 5.4: Bad appraisal system, a reason for employees to quit S. No Bad appraisal system, a reason for employees to quit Number of respondents (n = 120) 1 2 Yes No Total 72 48 120 Percenta ge % 60 40 100
110
Table 5.4 shows that 60 percent of the respondents believe that bad appraisal system is a reason for employees to quit while 40 percent believe that bad appraisal system is not a reason for resignation. Table 5.5: Association with the organisation for longer period of time needs change S. No Association with the organisation for longer period of time needs change 1 2 Yes No Total 83 37 120 Number of respondents (n = 120) Percenta ge % 69.2 30.8 100
111
Table 5.5 shows that 69.2 percent of the respondents believe that association with the organisation for longer period of time needs change while 30.8 percent does not agree. Table 5.6: Prime reason for employees in a branded organisation to quit S. No Prime reason for employees in a branded organisation to quit Number of respondents (n = 120) 1 2 Envy caused during peer promotion Dissatisfaction with the appraisal system of the organisation 3 Sudden change in the organisational structure 4 Others Total 1 120 .8 100 30 30 23 66 19.2 55 Percentage %
Table 5.6 shows that 19.2 percent of the respondents quit because of envy caused during peer promotion as prime reason. 55 percent believe that
112
dissatisfaction with the appraisal system makes them quit. 30 percent believe that sudden change in the organisational structure makes them quit. .8 percent believes that compensation is the prime reason to quit. Table 5.7: Quitting an employer branded organisation when failed to fulfill the job requirement and feel guilty S. No Quitting an employer branded organisation when failed to fulfill the job requirement and feel guilty 1 2 Yes No Total Number of respondents (n = 120) 79 41 120 Percenta ge % 65.8 34.2 100
Table 5.7 shows that 65.8 percent of the respondents quit employer branded organisation when they fail to fulfill the job requirement and feel guilty while 37.2 percent deny the reason.
113
CHI-SQUARE TEST
1. Chi-Square test of independence carried out to find if any correlation existed between age and factors of employer branding Q: Age of the respondents + To identify the factors of employer branding. Table of observed frequency Influence by factors of Employer Branding Work experience To a great extent 20 to 30 30 to 40 above Total 31 3 34 To some To certain extent 41 11 52 Not
extent satisfied Total 24 4 28 9 100 2 20
11 120
Table of expected frequency Influence by factors of Employer Branding To Work experience 20 to 30 30 to 40 above Total To a great extent 28.56 5.44 34 some extent 43.68 8.32 52 To certain Not
extent satisfied Total 23.52 4.48 28 9.24 1.76 11 100 20 120
114
Chi square table Observed Expected O-E 2.44 -2.68 0.48 -0.24 -2.44 2.68 -0.48 0.24 (O-E)^2 Chi square = (O-E)^2/E 5.9536 7.1824 0.2304 0.0576 5.9536 7.1824 0.2304 0.0576 0.208459384 0.164432234 0.009795918 0.006233766 1.094411765 0.863269231 0.051428571 0.032727273 2.4307
frequency (O) frequency (E) 31 41 24 9 3 11 4 2 28.56 43.68 23.52 9.24 5.44 8.32 4.48 1.76 2
Degree of freedom
= =
(r-1)*(c-1) 3*1 3
Degree of freedom
Table value of 2 for 3 at 5% level of significance = 7.815 Here the calculated value < the tabulated value Null - Hypothesis: Hypothesis is accepted.
115
The statistical tool used: Chi-square. Level of Significance: 5 % Conclusion: As the calculated value of 2 is less than the tabulated value, Null hypothesis is accepted. Hence there is no evidence of correlation between age and factors of employer branding. 2. Chi-Square test of independence carried out to find if any correlation existed between gender and employee perception of employer branding. Q: Gender + Employees perception of employer branding.
Table of observed frequency Factors of employer branding
Gender Male Female Total
Values 43 12 55
Policies CompensationInfrastructure Total 28 7 35 20 3 23 10 2 90 30
12 120
116
Table of expected frequency Factors of employer branding Gender Male Female Total Values 44.44 10.56 55 Policies Compensation Infrastructure Total 28.28 6.72 35 18.584 4.416 23 9.696 2.304 90 30
12 120
Chi square table Observed Expected frequency frequency (O) 43 28 20 10 12 7 3 2 (E) 44.44 28.28 18.584 9.696 10.56 6.72 4.416 2.304 2 O-E (O-E)^2 Chi square = (O-E)^2/E - 1.44 - 0.28 2.0736 0.0784 0.046660666 0.002772277 0.10789152 0.009531353 0.196363636 0.011666667 0.454043478 0.040111111 0.869
1.416 2.005056 0.304 0.092416 1.44 0.28 2.0736 0.0784
1.416 2.005056 -0.304 0.092416
117
Degree of freedom
= =
(r-1)*(c-1) 3*1 3
Degree of freedom
Table value of 2 for 3 at 5% level of significance = 7.815 Here the calculated value < the tabulated value Null - Hypothesis: There is no relationship between the gender and opinion on availability of HR. The statistical tool used: Chi-square. Level of Significance: 5 %
Conclusion: As the calculated value of 2 is less than the tabulated value, Null hypothesis is accepted. Hence there is no evidence of correlation between gender and employees perception on employer branding.
118
3. Chi-Square tests of independence carried out to find if any correlation existed between genders and understand if marketing concepts influence employer branding. Q: Gender + Does marketing concepts influence employer branding. Table of observed frequency Influence of marketing concepts on employer Gender Yes Male Female Total 27 21 48 No 41 36 77 branding Total 70 50 120
Table of expected frequency Influence of marketing concepts on employer branding Gender Male Female Total Yes 26.112 21.888 48 No 41.888 35.112 77 Total 70 50 125
119
Chi square table Observed Expected O-E 0.888 -0.888 -0.888 0.888 (O-E)^2 Chi square = (O-E)^2/E 0.788544 0.788544 0.788544 0.788544 0.030198529 0.018825057 0.036026316 0.022457963 0.1075
frequency (O) frequency (E) 27 41 21 36 26.112 41.888 21.888 35.112 2
Degree of freedom
= =
(r-1)*(c-1) 1*1 1
Degree of freedom
Table value of 2 for 1 at 5% level of significance = 3.841 Here the calculated value < the tabulated value Null - Hypothesis: There is no relationship between the marital status and financial assistance for employees children. The statistical tool used: Chi-square.
120
Level of Significance: 5 % Conclusion: As the calculated value of 2 is less than the tabulated value, null hypothesis is accepted. Hence there is no evidence of correlation between genders and understand if marketing concepts influence employer branding. 4. Chi-Square test of independence carried out to find if any correlation existed between work experience and need of the employees Q: Gender + Needs of the employee that an employer must concentrate to retain its employees
Ho = There is no correlation between gender and need of the employees. Table of observed frequency
Need of the employees Work experience Male Female Total Self Actualization 21 2 23 Esteem 33 8 41 Social 35 3 38 Safety 20 3 23 Total 106 14 120
121
Table of expected frequency Need of the employees Work experience Male Female Total Self Actualization 20.056 2.944 23 Esteem 35.752 5.248 41 Social 33.136 4.864 38 Safety 20.056 2.944 23 Total 106 14 120
Chi square table Observed Expected O-E (O-E)^2 Chi square = (O-E)^2/E 0.044432389 0.211834415 0.104855625 0.000156362 0.302695652 1.443121951 0.714328947 0.001065217 2.8224
frequency (O) frequency (E) 21 33 35 20 2 8 3 3 20.056 35.752 33.136 20.056 2.944 5.248 4.864 2.944
0.944 0.891136 -2.752 7.573504 1.864 3.474496 -0.056 0.003136 -0.944 0.891136 2.752 7.573504 -1.864 3.474496 0.056 0.003136 2
122
Degree of freedom
= =
(r-1)*(c-1) 3*1 3
Degree of freedom
Table value of 2 for 3 at 5% level of significance = 7.815 Here the calculated value < the tabulated value Null - Hypothesis: There is no relationship between gender and need of the employees The statistical tool used: Chi-square. Level of Significance: 5 % Conclusion: As the calculated value of 2 is less than the tabulated value, null hypothesis is accepted. Hence there is no evidence of correlation between work gender and need of the employees.
123
FINDINGS
Findings are basically to summarize and substantiate the result. The data has been collected, tabulated, analyzed and interpreted will be listed down as pointer along with statistics so as to enable the reader to conclude from the study easily. The summary finding for this study: Age of the respondents: It shows that 50% of the respondents are less than 30 years and 20% of
the respondents are more than 40 years of age. While 20% of the respondents are between the age group of 30 to 40 years. Genders of the respondents: It is found that 70 percent of the respondents are male while 30 percent of
the respondents are female. We clearly show that large numbers of respondents are male. Education Qualification of the respondents It is found that 60 percent of the respondents are undergraduates and 40
percent of the respondents are post graduate. It is important to understand their graduation level for this study as it would clearly portray the respondents perception of employer branding. Total work experience of the respondents:
124
We found that 60 percent of the employees working in a branded
organization have 6 months to 2 years of total work experience. 20 percent of the employees have 2 years to 3 years total work experience. 10 percent of the respondents have 3 years and above experience as the total work experience of the respondents. Total work experience with the current employer of the respondents We find that 50 percent of the total respondents have 6 months to 2 years
of experience with the current employer while 20 percent of the respondents have 2 years to 4 years of experience with the currently employer and 10 percent of the respondents have more than 4 years of experience with the current employer. 1. To Study the employees views and perception over employer
branding and its influence on job retention. When respondents from the branded organization were asked what was
would they see on a branded company that is different from other non branded companies. 27.5 percent of the respondents said they would see the values and the policies of the organization. 23.4 percent said they would watch for the compensation benefits. 10 percent said they would focus on the infrastructure while the others 11.6 percent of the respondents said they would focus on their career.
125
The respondents answer of employees being treated as customers in a
branded organization. 55 percent of the respondents agreed that employees are being treated as customer. 31.7 percent of the respondents partially agreed that employees are treated as customers and 13.3 percent of the respondents did not agree the statement. We found that 41.7 percent of the respondents believe branded
organization as benefactor and 58.3 percent of the employees believe that branded organization are service providers. We found that 40.8 percent of the total respondent believes that employer
branding gives a platform to shape employees perception to retain their job while 59.2 percent believe not. It shows from the responses where respondents were asked does
employer branding today represents a bond with its employees, like the one with its customers. 50 per cent of the respondents gave a positive answer while the rest 50 percent did not agree the statement. We observe that 43.3 percent of the respondents will retain the job under
unfavorable condition while working for an employer branded organisation. While the rest 56.7 percent of the respondents denied that they will not retain the job under unfavorable condition even while working for an employer branded organisation.
126
When respondents were asked, are they involved and engaged in their
organisations brand for a much longer time and in a way more than a customer. 52.5 percent of the total respondents believed that they are engaged and involved in their organisations event. While 47.5 percent of the respondent believed that they were not engaged and involved in their organisations brand. Respondents were then asked if they agree that successful employment
branding develops a theme and establishes an image of the employment at an organisation and retains its employees 40 percent of the total respondents strongly agreed the statement while 46.7 percent of the respondents partially agreed and 13.3 percent of the respondents did not agreed the statement. It is found that the percentage of respondents who agreed and disagreed
the statement that organisation with strong employer brand like Google, Honeywell, and FedEx have managed attrition low while making significant improvement in branding of the organisation. 69.2 percent of the respondent agreed to the statement while the rest 30.8 percent disagreed. It is found from the response when respondents were asked what an
employer loses if the organisation fails to build its employer branding. 43.4 percent of the respondents replied that an employer would lose the most talented resource if it fails to build its employer branding. 15 percent of the respondent mentioned it would lose the return on investment from an employee as he would quit for proper branded organisation. 20.8 percent of the respondent mentioned it would lose the employee value proposition while 20.8 percent of the
127
respondent mentioned that financial growth of an organisation is lost when the employer fails to build its brand. It is found that the percentage of respondents who supported Employer
branding is a successful way to retain and expand market share. 53.3 percent of the total respondents accepted the above statement and 46.7 percent did not accept the above statement. 2. To identify various factors associated with employer branding as felt by employees which influence employee retention The respondents reply when they were asked if their organisations
unique HR practices contribute to employer branding and retention. 61.7 percent of the respondents mentioned yes it would contribute while 38.3 percent of the employees denied the statement. It was found that that 4.3 percent of the respondents would retain their in
a company with strong employer branding in spite of being paid lesser salary and 56.7 percent of the respondents would quit the organisation when paid less. It was found that 33.3 percent of the respondents strongly agreed that
marketing concepts influence employer branding for highting the position of a company as an employer which in turn is the factor for employees retention while 46.7 percent partially agreed and 20 percent of the respondent did not agree. It was found that 29.2 percent of the respondent believed emotional
benefits is the benefit provided by their organisation which inspires them to

128
retain their job under adverse situation that is related as prime brand building factor. 45 percent believed its the rational benefits, 25 percent believed its the compensation benefit, and .8 percent believe its the medical benefit. We observe that 37.5 percent of the respondents believe that its the
systematic and transparent policies of the organisation that is most important factor that initiates employer branding and retention. While 27.5 percent believe its the job satisfaction, 28.3 percent believes its the compensation or the salary, 5.8 percent believes its the compensation benefits like the perk, conveyance etc. And .8 per of the respondent believe it the values of the organisation that is most important factor that initiates employer branding and retention. It was found that 10 percent of the total respondent agree that financial
compensation is the most important to retain an employee, 23.3 percent believe its the job role and the responsibility, 24.2 percent believe its the designation, 25 percent believe its the work environment, 17.5 percent believe its the proposed career development plan that retains employee in a branded organisation. It was found that 11.7 percent of the respondents quit branded
organisation because of less compensation package, 34.2 percent quit because of work pressure, 23.3 percent quit when there is no values and ethic followed in the organisation, 30 percent quit when there is no career opportunity, 08 percent quit when there is no proper infrastructure.
129
It was found that 61.7 percent of the respondent would quit when there is
no recognition of competency factor however there is high compensation factor while 38.3 percent responded that they wouldnt quit even when there is no recognition for competency factor. It was found that 21.7 percent of the respondents that perception towards
the employer in terms of values and ethics as identified factor for employer branding, 51.7 percent said its the compensation package, 26.6 percent said its the clear steps for career progression across all levels. 3. To learn effective employer branding techniques being used in the organisation to promote employee retention It was found that 24.2 percent of the respondents said spending large sum
of money on employees on their recreational activities is expected from an organisation to build its employer brand when it comes to employee retention, 45 percent said its the development of visual identities like the people, culture, values, vision etc, 26.7 percent said its to redesign the compensation package of their employees and nature of job, 4.1 percent said it to concentrate on corporate social responsibilities. It was found that 58.3 percent agreed that employees are involved in
framing the employer brand while 41.7 percent denied that employees are involved in framing the employer brand.
130
We found that 10.8 percent of the respondents supported that the
knowledge that they have about the company is best way to identify a good employer who is conscious of employer branding and concentrates more on employee retention, while 17.5 percent believed from others opinion, 19.2 percent believed it is what is being read in press and public, 25 percent believed that its the content on the website, 15 percent believed the style of advertising, 12.5 percent believed that its the quality of employees working for the organisation which helps them identify a good employer who is conscious of employer branding and concentrates more on employee retention. It was found that 52.5 percent of the respondents believe that visual
presentation truly influence in identifying a branded company while 47.5 percent denied it. It was found that 17.5 percent of the respondents believe that self esteem
is the need of the employee, an branded organisation must concentrate more to retain them, 25 percent believe its the esteem, 31.7 percent believe its the social need, 20.8 percent believe its the safety need, 5 percent believe its the physiological need. It was found that 39.2 percent of the respondents believe that industry
reputation is the important measure that an employer must be conscious of when
131
it comes to retaining its employees, 46.7 percent of them believe its the corporate culture, 14.1 percent believe its the job satisfaction. It was found that 27.5 percent of respondents believe that the values of
the organisation that employee believe in is the primary factor when it comes to retaining a job which the employer would focus which in turn can be an effective brand building technique, 49.2 percent believe its the positive leadership traits of the organisation, 23.3 percent believe its the open and transparent work environment of the organisation. It was found that 45.8 percent of the respondents believe that functional
components like setting career platform for employees is important component of employer branding helping in employee retention, 35.8 percent believe in economic component like rewards and recognition policies, 18.4 percent believe in psychological component like feeling of purpose, belonging felt for the company. 4. To elicit employees views on employer branding, as a motivational
factor on their job retention
It was found that 20 percent of respondents believe in solid standing of
the organisation in the market as a quality of the organization with strong employer branding motivates them to retain their job, 33.3 percent believe in just and fair HR policies, 46.7 percent believe in being a good paymaster.
132
It was found that 18.3 percent of the respondents believe that their
employer should be recognized as a modern, progressive, fast growing organisation with extremely professional ethos. 52.5 percent believe that they would expect their employer should portray the image of a growth-oriented, efficiency-driven company where stability is a way of life. 29.2 percent believe that their employer should respect experience and encourage entrepreneurship. It was found that 40.8 percent of the respondents believe that employee
retention depends on power, authority, companys brand name and market position. 31.7 percent partially agree the statement. 27.5 percent strongly disagreed the statement. It was found that 10.8 percent of the total respondents believe in
compensation package as a motivation factor to retain inspite of better offer from competitor, 35 percent believe in job profile, 28.4 percent believe in employer branding of the organisation, 10.8 percent believe in profit of the organisation. It was found that 25 percent of the respondents get motivated when there
is constant recognition on the performance, 32.5 believe when there is more fun at work, 26.7 believe when there is ethical bonding with the colleagues, 15.8 percent believe when there is constant hike in pay no matter based on performance which at work will transform to retention.
133
It was found that 60.8 percent of the respondents agreed that above option
is found in employer branded organisation by default while 39.2 percent disagreed that. It was found that 41.7 percent of the respondents believe that creating
career platform by branded organisation conveys EVP which motivates the employee retention. 35.8 percent believe in developing a fun at work environment. 20 percent believe in policies, procedure and practices. 2.5 percent believe in action plans and behaviours of the leaders. It was found that 32.5 percent of the respondents believe that
compensation package is the key factor of employer branding motivating retention. 40 percent believe in employee value proposition. 15.8 percent believe in vision and mission of the organisation. 11.7 percent believe in position that the company posses among its competitors. 5. To understand the reason for employees to quit an employer branded
organisation It was found that 16 percent of the respondents believe that they would
quit the organisation when job or workplace is not, what were expected. 35 percent of the respondents quit when there is mismatch between job and themselves. 16 percent believe when there is too little coaching, poor growth and advancement opportunities. 10 percent believe when there is devalued feeling and stress from overwork. 15 percent believe when they are
134
unrecognized. 2 percent believe when they lose trust and confidence in senior leaders. It was found that 52.5 percent of the respondents that compensation is the
prime factor for them to quit an employer braded organisation. 47.5 percent believe compensation is not the reason to quit. It was found that 19.2 percent of the respondents specifies that an
employer branded organisation sometimes faces resignation where the employees are cared more when there is fear of layoffs and retrenchment that an employer branded organisation creates during recession. 58.3 percent believe that resignation is faced when there is no salary hike even when the organisation is making profits. 21.7 percent believes when there is sudden change in work culture and .8 percent believes where no growth in career. It was found that 60 percent of the respondents believe that bad appraisal
system is a reason for employees to quit while 40 percent believe that bad appraisal system is not a reason for resignation. It was found that 69.2 percent of the respondents believe that association
with the organisation for longer period of time needs change while 30.8 percent does not agree. It was found that 19.2 percent of the respondents quit because of envy
caused during peer promotion as prime reason. 55 percent believe that dissatisfaction with the appraisal system makes them quit. 30 percent believe
135
that sudden change in the organisational structure makes them quit. .8 percent believe that compensation is the prime reason to quit. It was found that 65.8 percent of the respondents quit employer branded
organisation when they fail to fulfill the job requirement and feel guilty while 37.2 percent deny the reason.
Conclusion: The findings reveal that the opinions, expectations, and specifying personal and organisational information related to employer branding from various professionals across different sectors. And it had been taken from the respondents from three different sectors to study employer branding and its influence on employee retention.
136
SUGGESTION
The suggestions of the study are based on the main findings that have been enunciated. The possible and viable suggestions are to improve the employer branding of the organisation. Organization's brand can include a wide range of factors, such as
compensation, culture, benefits, management style, and organizational goals. Hence it becomes important to focus on the mentioned factor to build effective employer brand which would result in greater employee retention. From the study it is evident that employees need more than just monetary
rewards: They want to work in a place they can feel proud of and have a job that has more than just monetary worth. In addition to compensation, pride is a strong motivator for employees.
Employees who can feel proud of where they work are more likely to remain with that employer. Hence employers can concentrate on the pride factor which is an effective return on investment and can avoid paying fat salaries to the employee. Employers can create a culture that endeavors the brand which now as a
way to head off the large percentage of employees who may be getting ready to leave the organisation.
137
Employer can treat their employees as customers which in turn will
develop a strong bonding which will make the employees retain their job for longer period of time. When the responded were asked if they would retain their job inspite of
being paid less, 75 percent said they would retain their jobs provided if their employers have good brand image in the industry hence employers can concentrate more on their brand for retaining their most talented resource. Employer can conduct periodic open house meetings which will give
them the platform to express their grievance and suggestions which will help the employers to change their branding technique. Their constant feedbacks not only help the organisation to rectify the unnoticed areas for improvement but helps in retaining them as they feel special.
Conclusion: The suggestions of the study were to help the employer to know their branding techniques, and find solution for their employees to retain their job with the organisation. The suggestions were given from the findings, which gives clear idea to rethink employer branding of the organisation.
138
CONCLUSION
The report concludes that HR strategies are intimately linked to how brand particularly at the corporate level - is valued by customers and employees. These strategies include the extent to which the organisation sees its workforce as a driver of business success, how successfully it seeks to be an employer of choice, and how effectively it communicates the employer brand identity to its employees. The report stresses that the relationship between HR and corporate brand is mediated by the extent to which employees perceive the brand proposition to match reality, and by the brand reputation, that is, the past ability of the company to deliver its promised outcomes. The report stresses that appropriate people management and development policies and practices are positively linked to strong brands, particularly at a corporate level. Brand performance is strongly influenced by people management and development strategies, through the consistent pursuit of 'employer of choice' policies and the successful communication of an employment proposition to the workforce. However, this relationship is adversely affected by any incongruence between brand identity and employees' perception of the reality of the brand, and the brand's reputation.
139
The report outlines stages of development in the brand and HR relationship, starting from branding as a logo for products or services (Stage 1), with little or no input from the HR function, to corporate brand at the centre of strategy, with HR in a pivotal role (Stage 4). A new language of branding and people management and development does not offer radical solutions to organisational problems, but it can lead to a new way for HR professionals to engage in the development of business strategy in their organisations. This research will help people management and development professionals to engage in the strategic debate on brand management in their organisations, and to understand the key role they can play in developing and promoting brand. The brand concept is unlikely to be short-lived, and its prominence in organisational strategy clearly has implications for people management and development.
140
QUESTIONNARIE
Name: Sex: Graduation: a) Under Graduate b) Post Graduate c) Others ______________________________________________________ Employers Name: __________________________________________________________ Total Work Experience: a) 6 months to 2 years b) 2 years to 3 years c) 3 years to 4 years d) More than 4 years Total Work Experience with the current employer: a) 6 months to 2 years b) 2 years to 3 years c) 3 years to 4 years d) More than 4 years Age:
141
Designation: _______________________________________________________________ To study the employees views and perception over employer branding and its influence on job retention. 1. What is that you see on a branded company that is different from other non branded companies? a) Values b) Policies c) Compensation d) Infrastructure e) Career f) Others_________________________________________ 2. It is said branded organisation treat their employees as customers. a) Agree b) Partially Agree c) Do not agree 3. What according to you is branded organisation or branded company? a) Benefactor b) Service Provider 4. Do you think employer branding gives a platform to shape employees perception to retain their job?
142
a) Yes b) No 5. Does an employer branding today represents a bond with its employees, like the one with its customers? a) Yes b) No 6. Will you retain your job under unfavorable condition while working for an employer branded organization? a) Yes b) No 7. Do you think you are engaged and involved with your organisations brand for a much longer time and in more ways than a customer is? a) Yes b) No 8. Do you agree that successful employment branding develops a theme and establishes an image of the employment experience at an organisation and retains its employees? a) Strongly Agree b) Partially Agree c) Do not Agree
143
9. Do you think organisation with strong brand like Google, Honeywell and FedEx have managed attrition low while making significant improvement in branding of the organisation? a) Yes b) No 10.What does an employer lose if the organisation fails to build its employer branding? a) Most talented resource b) Return on investment c) Employee Value proposition d) Financial growth of the organisation 11.Is the employer branding a successful way to retain and expand market share? a) Yes b) No To identify various factors associated with employer branding as felt by employees which influence employee retention. 12.Do you think your organisations unique HR practices contribute to employer branding and retention? a) Yes b) No
144
13.Would you retain your job in a company with strong employer branding in spite of being paid lesser salary? a) Yes b) No 14.Do the marketing concepts influence employer branding for highlighting the position of a company as an employer which in turn is the factor for employees retention? a) Strongly agree b) Partially agree c) Do not agree 15.Which is the benefit provided by your organisation which inspires you to retain your job under adverse situation that is related as prime branding factor? a) Emotional Benefits b) Rational Benefits c) Compensation Benefits d) Others _________________________________________________ ____ 16.What is the most important factor that initiates employer branding and retention? a) Systematic and transparent policies
145
b) Job satisfaction c) Compensation d) Compensational Benefits e) Others _________________________________________________ _____ 17.In a branded organisation, which component is most important to retain its employees? a) Financial compensation b) Job role and responsibility c) Designation d) Work environment e) Proposed career development plan f) Others _________________________________________________ ______ 18.Under what circumstance you will quit branded organisation? a) Less compensation package b) Work pressure c) When there are no values and ethics that are followed in that organisation d) No career opportunity
146
e) Others _________________________________________________ _ 19.Would you continue to work in a branded organisation where your competency factor is not recognized however your compensation factor is high? a) Yes b) No 20.What is you identified factor that is related to employer branding? a) Perception towards the employer in terms of values and ethics b) Compensation package c) Clear step for career progression across all levels To learn effective Employer branding techniques being used in the organisation to promote employee retention. 21.What is expected from an organisation to build its employer brand when it comes to employee retention? a) Spend large sum of money on employees on their recreational activities b) Develop visual identities like the people, culture, values, vision etc.,
147
c) Redesign the compensation package of their employees and nature of job d) Others _________________________________________________ 22. Are employers involved in efforts to frame employers brand? a) Yes b) No 23. How do you identify a good employer who is conscious of employer branding and concentrate more on employee retention? a) The knowledge you have about the company b) From others opinion c) What is being read in the press/ public d) Content on the website e) The style of advertising f) The quality of employees working for the organisation g) Others ________________________________________________ 24. Does visual presentation truly influence in identifying a branded company? a) Yes b) No
148
25.On which need of the employee, an employer branded organisation must concentrate more to retain them. a) Self actualization b) Esteem c) Social d) Safety e) Physiological 26.What is the important measure than an employer must be conscious of when it comes to retain its employees? a) Industry reputation b) Corporate culture c) Job satisfaction 27.When it comes to retaining a job, what an employer would focus which in turn can be an effective brand building techniques? a) The values of the organisation that employee believe in b) The positive leadership traits of the organisation c) The open and transparent work environment of the organisation. 28.What is the most important component of employer branding that helps in employee retention. a) Functional component like setting career platform for employees
149
b) Economical component like rewards and recognition policies c) Psychological component like feeling of purpose, belonging and recognition felt for the company. To elicit employees views on employer branding, as a motivational factor on their job retention. 29.What quality of the organisation with strong employer branding motivated you to retain your job? a) Solid standing of the organisation in the market. b) Just and fair HR policies. c) Being a good paymaster. 30.What would an employee from an organisation that gives positive reinforcement to the employee to retain his or her job. a) Should be recognized as modern, progressive, fast growing organisation with extremely professional ethos. b) Should portray the image of a growth oriented, efficiency driven company where stability is a way of life. c) Should respect experience and encourage entrepreneurship. 31.It is said In order to motivate the employee on his or her retention with the organisation, its not the compensation package that matters but its the power and authority, companys brand name and market position that matters a lot. a) Strongly agree
150
b) Partially agree c) Do not agree 32.On your job what motivates you to retain when you get better offer from the competitors? a) Compensation package b) Job profile c) Employer branding of that organisation d) Profit of the organisation 33.At work when does an employee get motivated which transforms into his or her retention with the organisation? a) Where there is constant recognition on the performance b) Where there is more fun at work
c) Where there is ethical bonding with the colleagues d) When there is constant hike in pay no matter based on performance. 34.Do you agree that the above selected option is found in employer branded organisation by default? a) Yes b) No 35.How could a branded organisation convey its employee value proposition which motivates the employee retention? a) Creating a career platform
151
b) Developing a fun at work environment c) Policies, Procedures and practices d) Action plan and behaviors of the leaders 36.Which factor of employer branding motivates you to retain your job? a) Compensation package b) Employee value proposition c) vision and mission d) Position that the company posses among its competitors To understand the reason for employees to quit an employer branded organisation 37.Under what circumstances you would quit the organisation? a) The job or workplace is not, what was expected b) Mismatch between job and myself c) Too little coaching d) Poor growth and advancement opportunities e) Feeling devalued f) Feeling unrecognized g) Stress from overwork h) Loss of trust and confidence in senior leaders i) Personal and family reason
152
j) Others ________________________________________________ 38.Is compensation a prime factor to quit an employer branded organisation? a) Yes b) No 39.Can you specify why an employer branded organisation sometimes faces resignation where the employees are cared more? a) Fear of layoffs and retrenchment that an employer branded organisation creates during recession b) No salary hike even when the organisation is making profits c) Sudden change in work culture d) Others ________________________________________________ 40.Is the bad appraisal system in a branded organisation, a reason for the employees to quit? a) Yes b) No 41.Do employees working in a branded organisation leave because they have been associated with the organisation for a longer period of time and need change? a) Yes
153
b) No 42.What is the prime reason you feel is influencing employee resignation in a branded organisation? a) Envy caused during peer promotion b) Dissatisfaction with the appraisal system of the organisation c) Sudden change in the organisation structure d) Others _________________________________________________ 43.Would you quit an employer branded organisation when you fail to fulfill the job requirements and feel guilty? a) Yes b)
No
154
BIBILIOGRAPHY
Online Journals: 1. The Human Factor, Employer brand is the USP December 2008, Volume 1 issue Binoo Wadhwa, Director-People Success, Sapient Corporation 2. Employer Branding: A Literature Review The ICFAI Journal of Brand Management, Vol. 3, No. 2, pp. 19-34, June 2006 - Sanjit Roy 3. Uniquely You - Employer Branding: The David Group http://www.indianmba.com/Faculty_Column/FC669/fc669.html The David Group 4. Employer Branding: A Ripple Effect for organizational effectiveness http://www.expressitpeople.com/20030512/cover.shtml Ms. Vijt Chaturvedi, Faculty (HRM), ICFAI University 5. Brand building to attract and retain the best talent http://www.recruitersnetwork.com/articles/article.cfm?ID=1529 Punita Jasrotia
155
Books Review: 44.Baek-Kyoo (Brian) Joo and Gary N. Mclean 2006, Best Employer Studies: A Conceptual Model from a Literature, Vol. 5, No. 2, 228257, DOI: 10.1177/1534484306287515. 2. Martin R. Edwards 2010, An integrative review of employer branding and OB theory. Page: 5 23. ISSN: 0048-3486. DOI: 10.1108/00483481011012809. Publisher: Emerald Group Publishing Limited 3. Author: Kevin Lane 2006, Marketing Management. Edition: 12th. Publication: Pearson Prentice Hall. ISBN: 81-297-1119-2 4. Hinkin 2005, International Journal of Advertising, 24(2), pp. 151 172. Published by the World Advertising Research Center. Year: 2005 5. Aswathappa. K (2008): Human Resource Management, 5th Edition, Tata McGraw- Hill Publishing, New Delhi 6. Craig, Robert L, 2005, A Guide to Human resource development, Tata McGraw-Hill Publishers New Delhi; 4th edition. 7. Chaudhuri. K. K., 2009, HRM- Priorities of HR Professionals (2009), Personnel Today, NIPM, Volume-30, No: 2, New Delhi.
156
8. Dressler, Gary (2005), Human Resource Management, 8th Edition, Person Education Asia, New Delhi. 9. Gennard.J and Judge.G (2005), Employee Relations, Jaico Publishing House, Mumbai. 10. Ivancevich.M (2006), Human Resource Management, 9 th Edition, Tata McGraw- Hill Publishing, New Delhi 11. Khanka.S (2002), Human Resource Management, 5th Edition, S. Chand, New Delhi. 12. Luthans.F (2008), Organizational Behaviour, 11th Edition, McGraw Hill, Asia. 13. Mathur N. D, 2009, Work environment and plight of employees in industrial sector, Personnel Today, NIPM, Volume-30, No: 2, New Delhi. 14. Paul Hersey, Kenneth H. Blanchard, Dewey E. Johnson, 2002, Management of Organisational Behaviour, Prentice Hall of India , New Delhi (2002). 15. Robbins and Judge, 2007, Organizational Behaviour, 13th Edition, PHI Learning Pvt Ltd, New Delhi.
157
Web Site Addresses: http://findarticles.com/p/articles/mi_m3495/is_n3_v43/ai_2051439 9/pg_6 http:// managementeducationgroup.com http://humanresources.about.com/od/retention/a/emplo_complaint. htm http://www.ewin.com/articles/whnHR.htm
***********************
158

Employer Brand and Retention Word 2007

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Employer Brand and Retention Word 2007

Hochgeladen von

Copyright:

Verfügbare Formate

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

Break the Generic Rules of HR

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

A Study on Employer branding and employee retention strategies

DATA ANALYSIS AND INTERPRETATION

Number of respondents (n = 120)

< 30 30 - 40 >40 Total

A Study on Employer branding and employee retention strategies