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What is Employer Branding

Chapter 8
Handbook of Research on Human Capital and People Management in the Tourism Industry
A strategic and long-term approach to foster the level of identification of current and potential employees with a certain company.
Published in Chapter:
A Generations' Perspective on Employer Branding in Tourism
Daniel Binder (FH JOANNEUM University of Applied Sciences, Austria) and James William Miller (FH JOANNEUM University of Applied Sciences, Austria)
Copyright: © 2021 |Pages: 23
DOI: 10.4018/978-1-7998-4318-4.ch008
Abstract
The tourism industry is facing tremendous challenges from labor shortages and a resulting loss of competitiveness. Changing digital environments as well as young people's communication habits and ideas regarding work-life balance are raising human resources related questions, to which currently no answers exist. In light of this issue, this chapter focusses on employer branding as a way to motivate present employees and attract new ones. It includes a discussion of different theories of workplace motivation, followed by a look at payment and further education issues. The so-called Generations Y and Z are investigated in the context of the labor shortage, and the generation concept itself is critically reflected. Furthermore, labor force aspects and working conditions in tourism are examined, with specific evidence from Austria. Finally, the discussion outlines an employer branding strategy as a way to address this problem.
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Chapter 12
Talent Revolution: New Challenges in People Management
is the image that a company has as an employer. It refers not only to the reputation gained among employees, but also to possible candidates.
Published in Chapter: Talent Revolution: New Challenges in People Management; From: Analyzing the Relationship Between Innovation, Value Creation, and Entrepreneurship
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Chapter 2
Employer Branding in the Digital Era
Employer branding is the combination of strategies used by organizations to develop and promote a distinctive and valuable employer image within the minds of both internal and external audiences.
Published in Chapter: Employer Branding in the Digital Era; From: Impacts of Online Advertising on Business Performance
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Chapter 14
Digital Employer Branding: An Exploration of the Moroccan Customer Relation Centers
The process of managing an employer brand, it is composed of three main stages, the shaping of the content of the employer brand (value proposition), the promotion of this employer brand outside the company (External HR Marketing) to attract potential candidates, retaining recruits by fulfilling the promises of the employer brand (Internal HR Marketing).
Published in Chapter: Digital Employer Branding: An Exploration of the Moroccan Customer Relation Centers; From: Emerging Challenges, Solutions, and Best Practices for Digital Enterprise Transformation
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Chapter 16
Employer Branding and Internet Security
An element of strategic Human Resources Management and Marketing aimed to attract and retain employees with most valuable competencies.
Published in Chapter: Employer Branding and Internet Security; From: Handbook of Research on Human Factors in Contemporary Workforce Development
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Chapter 16
What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting
Employer Branding is a strategic instrument where marketing concepts particularly branding are applied to represent a company as an attractive employer and positions the company on the labor market. The result of employer branding campaigns is the employer brand. That means specific designed perception of the employer by job seekers. The main objective of employer branding are an effective and efficient recruitment and an enduring increase quality of applicants. Employer branding is not only design for external candidates it can be also used to address actual employees to link them with the company (retention). Employer branding has a long-term focus on candidates.
Published in Chapter: What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting; From: Handbook of Research on E-Transformation and Human Resources Management Technologies: Organizational Outcomes and Challenges
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Chapter 60
Extending Relationship Marketing to Human Resources Management Using the CaRM Approach to Personnel Recruitment
Those activities within the long-term personnel marketing that aim at proactively positioning an employer as an employer of choice among its key target groups. Typically, such activities include image advertisements in various channels or media. Recently, however, employers have also begun to analyze the positioning of their employer brand by questioning their internal and external target groups to derive empirically grounded employer messages. Whilst the perception of employer and corporate brand may diverge, the employer brand needs to be positioned in consistency with the company’s corporate brand and, further, in distinction from competition’s employer brand on the labor market.
Published in Chapter: Extending Relationship Marketing to Human Resources Management Using the CaRM Approach to Personnel Recruitment; From: Encyclopedia of Human Resources Information Systems: Challenges in e-HRM
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