Exploring HR practitioners' perspective on employer branding and its role in organisational attractiveness and talent management

V Maheshwar, G Priya, G Lodorfos, Anastasia Konstantopoulou

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9 Citations (Scopus)
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Abstract

Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests
Original languageEnglish
JournalInternational Journal of Organizational Analysis
Volume25
Issue number5
Early online date11 Jun 2017
Publication statusE-pub ahead of print - 11 Jun 2017

Fingerprint

Branding
Employers
Attractiveness
Senior managers
Personnel
Service organization
Small business
Organizational values
Stakeholders
Banking
Multinational enterprises
Data collection
Marketing
Attraction

Keywords

  • Employer Branding
  • Organisational Attractiveness
  • Human resource management
  • Talent management
  • Banking
  • Mauritius

Cite this

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abstract = "Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests",
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AB - Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests

KW - Employer Branding

KW - Organisational Attractiveness

KW - Human resource management

KW - Talent management

KW - Banking

KW - Mauritius

M3 - Article

VL - 25

JO - International Journal of Organizational Analysis

JF - International Journal of Organizational Analysis

SN - 1934-8835

IS - 5

ER -