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Author
Barbaros Maria Corina ("Alexandru Ioan Cuza" University of Iasi, Romania)
Title
Does Employer Branding Beat Head Hunting? The Potential of Company Culture to Increase Employer Attractiveness
Source
Journal of Entrepreneurship, Management and Innovation (JEMI), 2020, vol. 16, nr 4, s. 87-112, tab., rys., bibliogr. s. 109-111
Issue title
Company Culture Matters
Keyword
Wizerunek pracodawcy, Kultura przedsiębiorstwa, Budowanie marki, Strategia marki
Employer branding, Culture of enterprise, Brand building, Brand strategy
Note
streszcz., summ.
Abstract
Niniejszy artykuł ma na celu zbadanie zasadności łączenia wysiłków działu HR oraz działu marketingu i komunikacji we wspólnym definiowaniu i wdrażaniu strategii budowania marki pracodawcy. Aby osiągnąć ten cel, zaprojektowano badania jakościowe, które pozwoliły na ustalenie relacji pomiędzy atrakcyjnością pracodawców, atrakcyjnością organizacyjną i kulturą firmy oraz na zidentyfikowanie, w jakim stopniu kultura przedsiębiorstwa może być komunikowana poprzez employer branding. W rezultacie, badanie wyjaśnia: po pierwsze, powiązania między budowaniem marki pracodawcy, atrakcyjnością pracodawcy, kulturą firmy i granicami tych koncepcji. Następnie przedstawia mechanizm oddziaływania employer branding w odniesieniu do atrybutów kultury firmy. Końcowe wnioski z badań dotyczą praktycznych implikacji dotyczących zarządzania marką pracodawcy. Całość opracowania oparto o jakościowe metody badawcze (wywiady pogłębione i grupy fokusowe) zastosowane wobec interesariuszy, pracowników branży IT oraz przedstawicieli firm IT. Następnie zebrane dane jakościowe zostały przetworzone przy zastosowaniu oprogramowania Atlas.ti 8. Uzyskane wyniki wskazują, że kiedy strategie rekrutacyjne działu HR, i odpowiednio strategie employer brandingowe działu marketingu są zwykle rozważane osobno, w rezultacie ich efektywność znacznie spada, a wizerunek pracodawcy nie jest spójny i atrakcyjny. Podsumowując, wyniki badań implikują następujące rozwiązania praktyczne: a) zespoły zarządzające muszą mieć całościowe podejście do budowania marki pracodawcy, atrakcyjności organizacyjnej i kultury firmy; b) employer branding, aby stał się użytecznym narzędziem zatrzymywania i rekrutacji pracowników, musi być zarządzany zarówno przez działy HR, jak i działy marketingu i komunikacji w ramach skoordynowanej i spójnej strategii oraz c) aby employer branding był skuteczny, to potrzeba strategicznego wzmocnienia działu HR, w wyniku czego pracownicy staną się strategicznymi aktywami firmy. (abstrakt oryginalny)

This paper aims to investigate the combined effort of the HR Department and the Marketing and Communication Department to define and implement employer-branding strategies. To obtain the aim, qualitative research was designed to establish the relationship between employer attractiveness, organizational attractiveness and company culture, and to identify to what extent company culture can be communicated through employer branding. Therefore, firstly, the study clarifies the links between employer branding, employer attractiveness, company culture, and the boundaries of these concepts. It then examines how employer branding works concerning company culture attributes, and, finally, the paper draws some conclusions that will address practical implications in the form of employer brand management. The research design was based on qualitative research methods (in-depth interviews and focus groups) applied to stakeholders, employees from the IT industry, and IT companies' representatives. Subsequently, the qualitative data were processed with Atlas.ti 8 that generated the results and the points under discussion. The data show that when recruiting strategies, respectively, employer-branding strategies are thought separately, as happens most of the time, their efficiency diminishes considerably, and the employer image does not have consistency and attractiveness. To conclude, this study highlights the following practical ideas: a)management teams must have a holistic approach of employer branding, organizational attractiveness, and company culture; b)employer branding, in order to become a useful tool for employees' retention and recruitment, must be managed by both the HR Department and the Marketing and Communication Department within a coordinated and coherent strategy and c) for employer branding to be efficient, there is a need to leverage HR as a strategic partner and, as a result, employees will be developed into strategic assets of the company. (original abstract)
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ISSN
2299-7075
Language
eng
URI / DOI
https://doi.org/10.7341/20201643
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