EMPLOYER BRANDING

Submitted To:

Prof. Mrinmoy Majumder

Submitted By:
Abhishek Sanghai– 19PGDM141
Sheetal Goel– 19PGDM187
Surbhi Jain– 19PGDM202
Vishant Chopra – 19PGDM207

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Contents
EMPLOYER BRANDING.................................................................................................................1
Introduction...........................................................................................................................................3
Employer Brand:....................................................................................................................................3
Employer Value Proposition (EVP).........................................................................................................4
Value of a Strong Employee Brand:.......................................................................................................4
Employer Branding Strategy in 5 Steps:.................................................................................................4
Survey and its findings:..........................................................................................................................6
Conclusion:..........................................................................................................................................11
Citations:.............................................................................................................................................12
ANNEXURE:..........................................................................................................................................13

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Introduction
Each organization has a notoriety. It could incorporate musings about your items,
administrations, pioneers, colleagues, history, and the sky is the limit from there. What's
more, an organization's notoriety can likewise go past to motivate a recognition - passionate,
natural and scholarly - in the individuals who see organization's promotions, utilize its items,
and in the end, address others about it. That notoriety is known as the brand, and it tends to be
an amazing, strange, and synergistic power - unmistakably something other than what we see.
The organization additionally has a subsequent brand identified with its essential image about
how we have seen as a business. This is the ‘Employer Branding’, and it lives and takes in
the brains and hearts of the previous, current, and future workers of the organization.
In todays time employer branding is very important for hiring and retention of employees.
Without it, the process is very challenging and costly.
Similarly, as with all marking, creating a solid boss brand is about acceptable narrating. It's
about how the organization needs its association to be seen in the commercial centre, utilizing
explicit informing to help pull in the sort of possibilities it's searching for. Yet in addition, it's
tied in with experienced that story. Fulfilled workers are the most intense speaker box,
especially during a time of web-based life and client created criticism where bosses aren't in
every case totally in charge of their own notoriety.
Fortunately, with even little, basic changes, organizations can improve their boss marking
methodologies to pull in, select, and hold the best representatives.

Employer Brand:
“An employer brand is an intangible. However, many tangible practices and behaviours
contribute to it.” Edward E. Lawler
Employer brand or what is also known as “talent,” or “people” brand - is a term referred to
describe the company's reputation and popularity from a potential employer's perspective and
describes the values the company gives to its employees.
It is practically a set of processes and starts with the very first contact of a potential candidate
with the brand and flows continuously through every step of so-called Talent Journey. It
includes the data behind the recruitment and selection process, keeping the talent happy,
engaged and loyal to its organisation, and reflects in how willingly the employees
recommend working at its company to others.
Employer branding is basically concerned with:
1. Attraction of potential employees
2. Engagement and Retention of the current employees

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Employer Value Proposition (EVP)
Employer value proposition or EVP or employee value proposition can be thought of as a
customer brand proposition (used to define a product or service offer). EVP just like this is
used to define the organization’s employment offering to its employees. It encompasses the
mission, vision and culture of the organization, and provides them with a powerful motive to
work for it.
Branding and brand management, the disciplines of marketing, have been increasingly
applied by the human resource managers to manage its talent pool i.e. to attract, retain and
engage talented candidates and employees, just as the marketing managers apply these tools
to attracting and retaining customers, clients and consumers.
A well-designed EVP when communicated to both current and potential employees can
benefit the organizations in many aspects. A strong EVP can attract and retain the best
people, help in employee engagement as well as to re-engage a dispassionate workforce, help
prioritize goals and agendas company-wide and reduce hiring costs. Most of all, it contributes
to a favorable and robust employer brand.  

Value of a Strong Employee Brand:

Positive employer branding enables organization to attract the talent pool. They can get up to
almost double applications when compared to companies which does not have a positive
brand image. This is creating a substantial difference in the effectiveness of a talent manager
as in the present scenario it is more difficult to hire talent dues to skills gaps and various other
factors.
According to a poll by CR Magazine and Cielo Talent, almost 50% of the worker agreed that
even with a considerable increase in their compensation, they would not prefer to work for a
company with bad reputation. Organizations with a negative, or non-existent employer brand
tend to spend 10% more per employee that they hire. That means working much harder for
longer just to get quality employees through the door.
Whereas when the employer has positive brand value, the top candidates want to join your
workforce, it has the opposite effect. Hiring costs not only decrease, they tumble – around
43% roughly. In other words, the recruiters experience less friction while introducing the
company to top talent and getting them to the offer stage. As a result, the company becomes a
talent magnet, and its reputation soars.

Employer Branding Strategy in 5 Steps:

Step 1: Consider your Overall growth strategy:

Think about Employer Branding plan, what the company wants to achieve. It is important to
understand the way one position itself as an employer and the type of talent it needs to attract.
It can affect organisations perception of its path towards growth.
Step 2: Identify your Candidate Persona
Defining your candidate persona is a crucial step. Understanding how the talent pool is
responding to the marketplace, how they’re making decisions, and how competitors are

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selling the same types of services and expertise, helps in turn understand what need to be
done to attract the top talent.

Step 3: Define your Employee Value Proposition

Do you know why your current employees have chosen you? Do you know why do they
stay? Do you know what do they like most about you as an employer? These are all
the questions you need to answer in order to set up a successful Employer Branding strategy.
Answers to these questions best explain Employee Value Proposition. EVP is the message a
company uses to target suitable candidates. 

Step 4: Build the tools to communicate the brand:

Applicants have about 10 touchpoints before they get hires. They are points of a candidate's
path, so named. Many of these touchpoints are also sources for your Employer Brand
promotion. Some of these are: social network, career site, current employees, job advertising,
application process, etc

Step 5: Measure your Employer Branding success

Putting effort into setting goals and outlining employer branding action plan (in the previous
two steps) would end up being a total waste of time if the company didn’t also consistently
measure its progress over time.

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Survey and its findings:
A survey was conducted to understand the perception of postgraduate students (within and
outside IMI) and the working population towards the various parameters of employer
branding. There were 52 respondents who shared their opinions. Following are excerpts from
the same:
Understanding the demographics of the respondents:
The proportion of the working population-
40 respondents (76.9%)- Currently not working
12 respondents (23.1%)- Currently working

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Ques 1. If given a choice, which company/organization would you love to work for?

We can see from the above that 30.8% of the respondents would love to work for Google in
comparison to firms like American Express, Adobe, Arcesium, Apple, etc. (where only 1
respondent preferred these companies).

What makes Google the most desired company to work for?

From the survey, we can see that a lot of people chose Google as their dream company.
Google is often acknowledged as having the world's strongest Employer Brand, it's probably
not a surprise to see Google taking the highest percentage in the survey.
Google receives over 3 million high-quality applicants each year! Only 7000 are hired which
makes 0.2% as the chances of getting hired.
2013’s film 'The Internship' features many real "Googlers" as part of the cast and crew,
including founder Sergey Brin, and it highlighted the company's popular workplace quirks on
the silver screen. Positive publicity is a must when it comes to Employer Branding and 'The
Internship' provides plenty of positive exposure.
The different career website allows Googlers to know the perks and requirements of the
company. Despite receiving thousands of applications every day, Google reaches out to
candidates on a personal level and conveys its potential employees the employer brand
associated with the company which clearly describes the desire it has to onboard futuristic
leaders.
Each of the applications is thoroughly checked and reviewed to ensure there is no
discrepancy in the system and the deserving candidate gets onboard. The referral system is
another potential way to make sure that suitable candidates in its employee’s networks can
apply and be considered.

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The profile and reputation of Google give it considerable appeal to potential candidates.
Adding to it, the way the company thinks about its people, trusts them, treat them like owners
and promotes personal fulfilment are equally important elements of its employer brand.
Research tells that flexible organizations perform better than rigid ones which is another
reason so as to why Google is preferred.
According to Glassdoor reviews, Managers and team-mates at Google are respectful of work-
life balance and even promote flexible work hours. Google has remained relatively
innovative, nimble, and fast-paced and open with communication. One gets to work with
some of the brightest, most innovative and hard-working/diligent minds in the industry. In
addition to this, it provides benefits like good food, 24X7 gym, custom-built and exclusive
employees use only outdoor sports park, free health/fitness assessments etc.

Ques 2. According to you, what makes an employer attractive?

This clearly shows that employers need to look beyond compensation and other monetary
benefits. In today’s era, there is a shift from tangible to intangible benefits. People love to
work for firms that provide them opportunities to grow within the organization, a great team,
more freedom at work, better work culture, etc. Great team and organization are amongst the
top in the list for making an employer attractive.

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Ques 3. Please rate the following items based on how important they are to you when
choosing a company and a position to work for. (1 = Not important at all; 5 =
extremely important)

The most important factors which influence the decision of the prospective employee while
choosing an employer and a job are (in descending order)-
 Opportunities to grow
 Work-life balance
 The job profile (the nature of the work involved)
 Teamwork
 Flexible working hours etc.

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Ques 4. Rate the following Likert scale from Strongly disagree to Strongly agree (for
those who are working)

Out of the 12 working employees, the majority of the respondents disagree that their
management provides excellent incentives and rewards at all levels of quality service. The
employees are not satisfied with the organization’s recruitment and selection process. Also,
major respondents said that they were dissatisfied with the manager’s efforts to plan,
coordinate, set goals, etc.
This shows that the majority of the employees are not satisfied with their employers in terms
of the management, recruitment process and the manager.

Ques 5. What would make you change your current position/company?

50% of the respondents feel that there are inadequate learning and development infrastructure
in the organization due to which they will leave the organization. This is followed by rigid
working hours, inadequate compensation, too much work pressure and lack of opportunities
in the organization.

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Conclusion:
In this report we have explained about employer branding and have seen employer branding
practices of three companies People Sculptors a start-up, Refinitiv a growing company, NSIC
a PSU.

As branding is an activity that is aimed at increasing the probability of being chosen by

customers. Similarly, employer branding is done so that employee choose the employer. In
order to reach this goal, an employer must understand needs of its employer. The human
resource department should advertise its activities and create a brand image in a way identical
to the marketing of a product. The changes in the market scenario brings about changes in the
employee perceptions. The HR should conduct the surveys of employees to realise the kind
of image they have regarding the human resource department.
We conducted primary and secondary research to understand employee perceptions,
employee brand citizenship behaviour, and internal brand communication issues. The result
from the research were explained and one of the most important result that came was most
people wanted to work for Google.
Through our research we found that for a start up the challenges that the company faced were
Brand Trust, Brand Awareness, retention of talent. To overcome these challenges what the
start up can do is it can give Opportunities to the employees. Aligning them with the central
goal of the company, giving them a free hand starting from market research, to finding out
what are the consumer wants and what kind of products they want to execution. To create
Brand Awareness, they can use social media platforms to attract and hire talent. As
mentioned in the interview that there is a negative correlation between hiring and employer
branding. So
the better an employer brand, the lower will be the cost of hiring for the organization.
The challenges that were faced by a growing company, as in the case of Refinitiv, was that
they wanted to create Brand Awareness. As in the case of NSIC they didn’t do Employer
Branding, but they educated people from scheduled caste and schedule tribe about the work
the company does, changed our logo aligning it with there brand image. For public sector
companies the budget allocated for employer branding is not that much, that also hinders
them from doing it. But still they are trying to follow GE’S model of employer branding like
how they are mixing employer and consumer branding, to attract talent.
From these we know that all the 3 companies have one thing in common, which is to create
awareness, and each have their own way of increasing the awareness related to the brand
of the company, be it by market research and seminars, acquisition or restructuring.

A highly satisfied work force creates the best brand image. For employer branding, the HR
must identify the customer needs and perceptions regarding the functioning of the human
resources and work for a better relationship. If there are differences in the employee and
customer perceptions the HR must take measures to nullify or minimise them to avoid the
loss of business.

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Citations:
1. Introduction: https://beamery.com/blog/employer-branding

2. Employer Brand: https://blog.hubspot.com/marketing/employer-branding

& EVP https://beamery.com/blog/employer-branding

3. Why google: https://beamery.com/blog/employer-branding-campaigns

https://www.randstad.com/workforce-insights/employer-branding/case-study-
employer-branding-at-google/

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ANNEXURE:
Transcript of Interviews:

1. Interview with Shruti Jaiswal – Head Talent Acquisition Thomas and reuters,
refinitiv

Q1. What does your current employer brand say?

Ans: Well! we are branding ourselves based on our business priority, it is moving forward
which is about how our companies focus is increasing on day to day basis. These are exactly
standing work our company is bringing in which is very advanced like our Business Drivers.
As an employer we are a very employee friendly company, so we are selling our culture as
well which is bold, vocal and focused that’s how we position our culture to be. So those are
key standouts for our employer branding.

Q2. What are the initiatives that are being taken by "company" for building their
employment brand?

Ans: Our company has gone through a completely different stage, so we went through
acquisition, we are re-establishing our brand so we were Thomson and reytus and after that
the partnership and acquisition that happened with Blackstone, we started to rebrand
ourselves we had to completely come up with our colour coding, what do we stand for; like
say earlier we were using a lot of orange colour then we moved to using a mix of blue and
white; so we are establishing ourselves and currently we are in the initial stage and creating
awareness what a company does. We are bringing ourselves out from different public
platforms. The different strategies are promoted a lot. We are in a very early stage of building
our brand, so a lot of initiatives in terms of acquisition in the market, how we look, what does
our brand feel like, what is it to be working in Thomas and reytus.

Q3. What is the company trying to achieve through Employer Branding?

Ans: Stronger talent that we hire and of course a strong brand for our customers too.
So, to continue to drive our visibility goes for our customers and of course for new talent.

Q4. What parameters are kept in mind while allocating the budget for these activities?

Ans: I don’t work on branding as such because it’s a different department and is globally
followed what happens in London. Our branding is a complete centralized global strategy,
it’s not local. But what parameters are kept aside? For example some of the things we are
going all out on, the media that connects with the today’s generation, so we are using a lot of
digital, we are increasing our presence of social media, we are increasing our leaders
engagement, we are doing a lot more on the referral side so that our employees can go out
and speak about our company. We do a lot of alumni events for example we are locally
largest in Bangalore (5000 in Bangalore alone), we do corporate alumni events where we
invite our ex-employees and we throw a get together for them and even customers are invited.

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We do customer events where the customer can come back to continue to increase our
visibility and keep them posted and stay in touch with them so that they stay aware of what
we do.

Q5. How are the various departments aligned to support these activities?

Ans: So, for example if a global brand ahs certain logos, certain colours, certain positioning
of a brand, all our marketing internal and external carries it. Our brand is reflected in all our
communication systems both internally and externally, which means if somebody in HR has
to communicate something to its employee, it would work as to make the communication
seem to make sure communicating the messaging, materials, everything is aligned to the
global theme, the global initiative and language.

Q6. What metrics are being used to measure the ROI of these initiatives? How to
measure the KPI’s of these initiatives?
Ans: That differs by various functions and I don’t work on those but a lot of that has to do
with I would assume, and I would say for example it should reflect our employee engagement
service do our people feel connected to the brand. See for us since we are a new brand, we
are re-establishing our brand, so a lot of our employees were part of functional auditors; then
to take on the journey of connecting to the new brands for internal employee itself is a big
task for us to target. So, when it comes to employee engagement service, we do ask about our
brand. So, this is one KPI where the people do feel connected to our brand. Then we do
external customer service on similar part where we see how well our customers receive and
recognize our brand and we are in fact getting good feedbacks. The talent we are able to hire,
those would be very standard KPI’s in addition to others that would exist.

Q7. Any views on the quality of hires and the cost per hire?

Ans: Yes! They absolutely do impact the quality of hire because the clearer you are able to
position what you stand for the easier it makes for you to attract talent that can relate to. You
eventually want people to work in the company who can relate to the culture and the values
to the company. It helps to get the right talent, the right match
Secondly, for cost – while the cost is high the hike could come down but that’s not what the
company will focus on but that’s not your aim when you are getting the right talent but
eventually your cost will come down because now your brand is the biggest attraction. So
many companies for example start-ups – when you don’t have amazing brand, you attract
talent by compensation hence cost is higher because the people are not paying for the brand
but when you have the bigger brand, if this is your priority and the brand is well known then
the people will chose the brand rather than the compensation so much. Compensation is
important but one can offset it by the brand value.

Like for example KPMG, their compensation is 66% of the standard compensation offered in
the market.

Q8. How has employer branding felicitated employee engagement?

Ans: Like as I was saying we do ask people in an employee engagement survey around brand
because people eventually need to relate to the brand because brand is what your company
basically stands for. It reflects your beliefs, your value system, your culture all of that so it is

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a very important fact. I won’t say it is the only factor but it is a very important factor for
somebody to stay engaged in the company, for somebody to go out there and talk good stuffs
about your company, somebody to take pride working for you and is taking pride when your
brand is well established that it is known for good reasons.

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