EMPLOYER BRANDING: CONCEPTUALIZATION IN INDIAN CONTEXT

DR. BRAJESH KUMAR

MINTU GOGOI
Abstract:
The paper deals with the cocept o! e"plo#er $radi%& which is 'er# i"perati'e to !ollow&
as a e"plo#er $rad represets the core 'al(es o! a or%ai)atio. Or%ai)atios cosidered
%ood e"plo#ers ha'e a stro% idetit# ad a positi'e i"a%e i the "ar*etplace. To $e
s(ccess!(l& or%ai)atios eed to attract the e"plo#ee "ar*et. Mar*eti% tools associated
with Brad Maa%e"et ha'e $ee applied $# the HR +H("a Reso(rces, i order to attract&
e%a%e ad retai e"plo#ees i the sa"e wa# as "ar*eti% applies s(ch tools to attract ad
retai c(sto"ers.
A stro% e"plo#er $rad ea$les a or%ai)atio to attract ad retai talet. It sti"(lates
word o! "o(th& pro"otio a$o(t the or%ai)atio ad helps to deli'er hi%her le'els o!
c(sto"er ser'ice. Si%i!icatl# it is the "ai dri'er o! 'al(e !ro" #o(r or%ai)atio-s
ita%i$le assets. E"plo#er Brad is .the i"a%e o! a or%ai)atio as a /%reat place to wor*-
i the "id o! c(rret e"plo#ees ad *e# sta*eholders i the e0teral "ar*et +acti'e ad
passi'e cadidates& cliets& c(sto"ers ad other *e# sta*eholders,.1 E"plo#er $radi% is
there!ore cocered with the attractio& e%a%e"et ad retetio iitiati'es tar%eted at
ehaci% the co"pa#2s e"plo#er $rad. Stro% e"plo#er $rads ha'e e"plo#er 'al(e
propositios +/E34s-, which are co""(icated thro(%h co"pa# actios ad $eha'io(rs ad
e'o*e e"oti'e +e.%. I !eel %ood a$o(t wor*i% here, ad ratioal $ee!its +e.%. this
or%ai)atio cares a$o(t "# career de'elop"et, !or c(rret ad prospecti'e e"plo#ees.
These E34s replicate a i"a%e the or%ai)atio wats to portra# to its tar%et a(diece ad
sho(ld $e isi%ht!(l o! the tr(e e"plo#"et *ow5how.
Key !r"s: E"plo#er Bradi%& E"plo#ee E%a%e"et& E"plo#er Attractio& 3al(e
4ropositio& Brad 6o#alt#&
A br#e$ B#!%ra&'#ca( s)etc' !$ t'e A*t'!rs:
Dr. Brajesh Kumar:
Dr. K("ar is wor*i% as Assistat 4ro!essor i the Depart"et o! 7o""erce at Assa" Ui'ersit# +A
7etral Ui'ersit#, Silchar& Assa" !or last 8 #ears. 4rior to 9oii% this (i'ersit# he wor*ed i
Mi)ora" Ui'ersit# +A 7etral Ui'ersit#, AI:A;A6 i the sa"e capacit#. He has "ore tha < #ears
o! teachi% e0periece ad has "ore tha twet# research papers p($lished to his credit.
He ca $e reached thro(%h $p9c=>?redi!!"ail.co". @4h. A<B<CDEEFFGBB+",H
Mr. Mintu Gogoi:
Mr. Go%oi is a 4h.D. Scholar i the Depart"et o! 7o""erce& Assa" Ui'ersit#& Silchar. He was i
I(t(re Io'ersit# as a %(est pro!essor. 4rior to 9oii% this he wor*ed i The NIS Acade"#& a
di'isio o! NIS Sparta 6td. +A Reliace J Ail Dhir($hai A"$ai Gro(p 7o"pa#, as a Assistat
4ro!essor. He has "ore tha two #ears o! teachi% e0periece ad se'e research papers p($lished i
his credit. He ca $e reached thro(%h "ooBF>E?%"ail.co". @4h. A<B<>ECG=C<BG+",H

2
EMPLOYER BRANDING: CONCEPTUALIZATION
IN INDIAN CONTEXT
DR. BRAJESH KUMAR
MINTU GOGOI
I+tr!"*ct#!+ a+" ,#%+#$#ca+ce !$ E-&(!yer Bra+"#+%:
Bradi% was !or"erl# (sed to discri"iate ta%i$le prod(cts& $(t o'er the #ears it has $ee
applied to di!!eretiati% people& places ad !ir"s +4eters& B<<<,. Accordi% to Aa*er +B<<B,&
esta$lished $rad is re%arded as a critical "eas !or di!!eretiati% $etwee prod(cts ad
creati% co"petiti'e ad'ata%e !or or%ai)atios. Si"ilarl#& e"plo#er $radi% has $eco"e a
ew approach !or %aii% a ed%e i the co"petiti'e world. It re!ers to the process o!
ideti!#i% ad creati% a co"pa# $rad "essa%e& appl#i% traditioal "ar*eti% priciples
to achie'i% the stat(s o! e"plo#er o! choice +S(therlad et al.& F==F,. Accordi% to Barrow
ad Mosle# +F==E,& e"plo#er $radi% is (sed ot ol# to tras!er the "essa%e o! the
persoalit# o! a co"pa# as a e"plo#er o! choice& $(t it also has $ee (sed to adapt the
tools ad techiK(es (s(all# (sed to "oti'ate ad e%a%e e"plo#ees. 6i*e a cos("er $rad&
it is a e"otioal relatioship $etwee a e"plo#er ad e"plo#ee.
A"$ler ad Barrow +B<<G, ha'e de!ied e"plo#er $radi% as the de'elop"et ad
co""(icatio o! a or%ai)atio2s c(lt(re as a e"plo#er i the "ar*etplace. It is the
pac*a%e o! !(ctioal& ecoo"ic ad ps#cholo%ical $ee!its pro'ided $# e"plo#"et& ad
ideti!ied with the e"plo#i% co"pa#. It co'e#s the L'al(e propositioL the totalit# o! the
or%ai)atio-s c(lt(re& s#ste"s& attit(des& ad e"plo#ee relatioship alo% with eco(ra%i%
#o(r people to e"$race ad share %oals !or s(ccess& prod(cti'it#& ad satis!actio $oth o
persoal ad pro!essioal le'els. E"plo#er $radi% is a disti%(ishi% ad rele'at
opport(it# !or a co"pa# to di!!eretiate itsel! !ro" the co"petitio creati% its $raded
!actors as its US4 !or e"plo#ee satis!actio ad happiess res(lti% i retetio& prod(cti'it#
ad e!!iciec#. Accordi% to S(lli'a +F==C,& e"plo#er $radi% is a lo%5ter" strate%# to
"aa%e the awareess ad perceptios o! e"plo#ees& potetial e"plo#ees& ad related
sta*eholders with re%ards to a partic(lar !ir". The e"plo#er $rad p(ts !orth a i"a%e
3
showi% the or%ai)atio as a %ood place to wor*. This "eas i'ol'i% e"plo#ees at all
le'els i the de'elop"et o! the $rad so that it acc(ratel# re!lects $oth the realities ad
aspiratios o! the $(siess ad its wor*!orce. I recet #ears ad also i the %lo$alised
ecoo"ies& the world has witessed the dra"atic etrace ad s(ccess o! Idia corporatios
i the %lo$al "ar*etplace. ;ith the coti(ed i!l(0 o! "(ltiatioal corporatios i IdiaM
as well as Idia corporatios e0padi% $e#od their ow $ordersMthe opport(ities !or
Idia to cotri$(te to the world ecoo"# ha'e si%i!icatl# icreased& with the li*elihood o!
!a'ora$le o(tco"es !or .Brad Idia1 i the do"estic ad iteratioal "ar*ets. Th(s& as
Idia& Ic. !or%es !orward to "a*e a wider "ar* i the world& the e"plo#er $rad as a
strate%ic HR tool will ta*e o %reater i"portace i Idia or%ai)atiosM i how it is
de'eloped& co""(icated& "ar*eted ad (lti"atel#. Bi% co"paies o! Idia are (si% to
solidi!# their $rad to tap the tre"edo(s %rowth potetial that di'erse "ar*ets represet. I
prod(ct "ar*eti%& cos("ers "a*e p(rchase decisios $ased o their $rad perceptios ad
e0pectatios o! the $rad e0periece. Si"ilarl#& !or ehaci% the $rad i"a%e o! these
co"paies& e"plo#er $radi% ot ol# wo(ld ehace ad solidi!# corporate rep(tatio !or
!airess& icl(sio ad opport(it# !or all& $(t also eco(ra%e "ore "oti'atios ad
prod(cti'ities i the wor*. E"plo#er $radi% closel# relies o "ar*eti% cocepts !or
hi%hli%hti% the positioi% o! a co"pa# as a e"plo#er. The /c(sto"er- here is the
/e"plo#eeNpotetial e"plo#ee-& while the ai" re"ais the sa"eO attracti% ew c(sto"ers
while retaii% the c(rret oes. Also& 9(st li*e a cos("er $rad& the e"plo#er $rad
hi%hli%hts the e"otioal ad ratioal $ee!its that the e"plo#er pro'ides to the e"plo#ees.
Ob.ect#/es !$ t'e ,t*"y:
The o$9ecti'e o! the preset st(d# is to %i'e isi%ht to the cocept(ali)atio o! the ter"
e"plo#er $radi% ad its sceario i Idia co"paies
Pr!c(a-at#!+ !$ t'e Pr!b(e-:
E"plo#er $radi% is a disti%(ishi% ad rele'at opport(it# !or a co"pa# to di!!eretiate
itsel! !ro" the co"petitio creati% its $raded !actors as its US4 !or e"plo#ee satis!actio
ad happiess res(lti% i retetio& prod(cti'it# ad e!!iciec#. Accordi% to S(lli'a
+F==C,& e"plo#er $radi% is a lo%5ter" strate%# to "aa%e the awareess ad perceptios
o! e"plo#ees& potetial e"plo#ees& ad related sta*eholders with re%ards to a partic(lar !ir".
The e"plo#er $rad p(ts !orth a i"a%e showi% the or%ai)atio as a %ood place to wor*.
4
This "eas i'ol'i% e"plo#ees at all le'els i the de'elop"et o! the $rad so that it
acc(ratel# re!lects $oth the realities ad aspiratios o! the $(siess ad its wor*!orce. I
recet #ears ad also i the %lo$alised ecoo"ies& the world has witessed the dra"atic
etrace ad s(ccess o! Idia corporatios i the %lo$al "ar*etplace. ;ith the coti(ed
i!l(0 o! "(ltiatioal corporatios i IdiaMas well as Idia corporatios e0padi%
$e#od their ow $ordersMthe opport(ities !or Idia to cotri$(te to the world ecoo"#
ha'e si%i!icatl# icreased& with the li*elihood o! !a'ora$le o(tco"es !or .Brad Idia1 i
the do"estic ad iteratioal "ar*ets. Th(s& as Idia& Ic. !or%es !orward to "a*e a wider
"ar* i the world& the e"plo#er $rad as a strate%ic HR tool will ta*e o %reater i"portace
i Idia or%ai)atiosM i how it is de'eloped& co""(icated& "ar*eted ad (lti"atel#.
Bi% co"paies o! Idia are (si% to solidi!# their $rad to tap the tre"edo(s %rowth
potetial that di'erse "ar*ets represet. I prod(ct "ar*eti%& cos("ers "a*e p(rchase
decisios $ased o their $rad perceptios ad e0pectatios o! the $rad e0periece.
Si"ilarl#& !or ehaci% the $rad i"a%e o! these co"paies& e"plo#er $radi% ot ol#
wo(ld ehace ad solidi!# corporate rep(tatio !or !airess& icl(sio ad opport(it# !or
all& $(t also eco(ra%e "ore "oti'atios ad prod(cti'ities i the wor*. E"plo#er $radi%
closel# relies o "ar*eti% cocepts !or hi%hli%hti% the positioi% o! a co"pa# as a
e"plo#er. The /c(sto"er- here is the /e"plo#eeNpotetial e"plo#ee-& while the ai" re"ais
the sa"eO attracti% ew c(sto"ers while retaii% the c(rret oes. Also& 9(st li*e a
cos("er $rad& the e"plo#er $rad hi%hli%hts the e"otioal ad ratioal $ee!its that the
e"plo#er pro'ides to the e"plo#ees.
Re/#e0 !$ t'e L#terat*re:
There are a e"$arrass"et o! theories a$o(t "ar*eti% ad $radi%& ad a lar%e ("$er o!
literat(res disc(ssi% corporate i"a%e ad corporate rep(tatio& howe'er& there are ol# a !ew
theories a'aila$le coceri% e"plo#er $radi%& especiall# the associatio $etwee
e"plo#er $rad ad cos("er "ar*eti% co""(icatio "ethods. A $rad was de!ied as a
a"e& ter"& si%& s#"$ol or desi%& or co"$iatio o! the" which is iteded to ideti!# the
%oods ad ser'ices o! oe seller or %ro(p o! sellers ad to di!!eretiate the" !ro" those o!
co"petitors +Garder P 6e'#& B<<E,. 7lar* +B<>8, o the other had& o!!ered aother
de!iitio relati% $rads with 'al(es& i.e. $rad is 'al(es that pro'ide the i"portat li*
$etwee cos("ers ad "ar*eters& while Kap!erer +B<<F, approaches $rads (der a holistic
'iew. He clai"ed that a $rad is ot a "ere prod(ct. It is a prod(ct2s essece ad o!te $rads
are e0a"ied thro(%h their co"poet parts li*e $rad a"e& lo%o& desi% or pac*a%i% etc.
5
Accordi% to Keller +B<<D, $rad eK(it# ele'ated the i"portace o! $rad i "ar*eti%
co""(icatio strate%# ad is o!te (sed to pers(ade c(sto"ers to $(# a prod(ct or ser'ice.
Howe'er& i recet #ears& especiall# i toda#-s co"petiti'e "ar*et& e"plo#er $radi% is
(sed to recr(it ad retai %ood e"plo#ees !ro" a di'erse wor* !orce. Most co"paies ted to
pro"ote !actors that "a*e their !ir" a %ood place to wor* ad also o!!eri% a $ri%ht ad
cheer!(l o!!ice space& a ethos o! colla$oratio ad tea"wor*& !le0i$le wor*i% ho(rs& crQche
!acilities& or e'e a e0cellet catee.
6e'eri% +B<<G, has opied that a %ood wor*place is $elie'ed to prod(ce hi%her K(alit#
prod(cts& s(pport "ore io'atio& ha'e the a$ilit# to attract "ore taleted people& ad
e0periece less resistace to tras!or" ad lower t(ro'er costs& all o! which traslate
directl# ito a $etter $otto" lie.
Accordi% to S(therlad& et.al +F==F,& i or%ai)atio-s s*illed e"plo#ees are hard to attract
ad di!!ic(lt to retai ad it has $eco"e 'ital to $(siess s(ccess. The e"plo#er $radi% is
(sed !or corporate idetit# ad rep(tatio which co""(icates its i"a%e to c(rret ad
potetial e"plo#ees. 6(thas ad 4eterso +F==F, ha'e !o(d e"plo#ees who are e%a%ed i
their or%ai)atio with satis!actio de"ostrate %ood per!or"ace ad achie'e s(ccess. This
helps the corporate "aa%ers to $e "ore e!!ecti'e ad s(ccess!(l& which i t(r icreases the
"aa%er-s sel! e!!icac#. Research has show that sel! e!!icac# is positi'el# li*ed to wor*
per!or"ace& i that idi'id(als with hi%her sel! e!!icac# are "ore li*el# to $e proacti'e i
iitiati% wor*& ad show s(staied e!!ort ad deter"iatio i their p(rs(it to achie'e the
tas*& e'e whe pro$le"s occ(r.
Accordi% to Ro$ert ad Dowli% +F==F,& s(perior per!or"i% !ir"s ha'e a %reater chace o!
s(staii% s(perior per!or"ace o'er ti"e i! the# also possess relati'el# %ood rep(tatios. It
is cosistet with the %rowi% $od# o! strate%# research that li*s hi%h K(alit# ita%i$le
assets with s(staied s(perior per!or"ace. 7ollis ad Ste'es +F==F, ha'e also stated that
earl# recr(it"et ad ad'ertisi% "a# ha'e $ee!icial e!!ects o icreasi% the K(atit# ad
K(alit# o! applicats. I(l"er& Gerhart ad Scott +F==D, ha'e aal#)ed e"plo#er $radi%
policies o top B== US co"paies. The# !o(d that e"plo#er $radi% policies were
associated with ot ol# sta$le ad hi%hl# positi'e wor*!orce attit(des $(t also had e!!ect o
or%ai)atio-s per!or"ace.
6
T(r$a ad 7a$le +F==D, ha'e ar%(ed that !ir"s hi%her i corporate social per!or"ace
+7S4, ha'e "ore positi'e rep(tatios ad are "ore attracti'e e"plo#ers to e"plo#ees tha
!ir"s lower i 7S4. S(ch res(lts s(%%est that potetial applicats are aware o! !ir"s- 7S4 ad
that those with "ore positi'e rati%s "a# ha'e co"petiti'e ad'ata%es $eca(se the# attract
"ore potetial applicats tha !ir"s.
6e'iso +F==8, also s(%%ests that e"plo#ees who are happ# i their wor* are "ore li*el# to
sta# i that or%ai)atio& ad !o(d that wor* e%a%e"et is si%i!icatl# related to
or%ai)atioal co""it"et.
C!+ce&t*a( 1 T'e!ret#ca( 2ra-e0!r) !$ E-&(!yer Bra+"#+%:
E"plo#er $radi% is the process to co""(icate a or%ai)atio2s c(lt(re as a e"plo#er i
the "ar*etplace. A e"plo#er $rad is the s(" o! all the characteristics ad disti%(isha$le
!eat(res that prospecti'e cadidates ad c(rret e"plo#ees percei'e a$o(t a or%ai)atio-s
e"plo#"et e0periece. The e"plo#"et e0periece ser'es as the !o(datio o! the
e"plo#er $rad ad icl(des ta%i$le !eat(res s(ch as salar#& rewards ad $ee!its& $(t also
e0teds to ita%i$les s(ch as a or%ai)atio-s c(lt(re& 'al(es& "aa%e"et st#le ad
opport(ities !or e"plo#ee leari%& de'elop"et ad reco%itio +Newell P Dopso& B<<GR
Hedr# P Je*is& B<<8,. Ii%(re B& which is descri$ed $elow %i'es a idea a$o(t e"plo#er
$radi% ad its deter"iats. I esta$lishi% e"plo#er $radi%& or%ai)atioal idetit#
co"es whe there is a co""o owership o! a or%ai)atioal philosoph# which is
"ai!ested i a distict corporate c(lt(re. It helps or%ai)atios to ehace e"plo#er $rad
idetit#. A or%ai)atio-s i"a%e re!ers to how the potetial ad e0isti% e"plo#ee recei'es
ad percei'es the e"plo#er $rad. Or%ai)atioal c(lt(re is a idea i the !ield o!
or%ai)atioal st(dies ad "aa%e"et which descri$es the ps#cholo%#& attit(des&
e0perieces& $elie!s ad 'al(es +persoal ad c(lt(ral 'al(es, o! a or%ai)atio. E"plo#er
i"a%e is a co"posite ps#cholo%ical i"pressio that coti(all# cha%es with the !ir"2s
circ("staces li*e per!or"ace& proo(ce"ets& etc. It is the e"plo#ees- perceptio o! the
!ir". E"plo#er $rad lo#alt# ser'es to de!ie what the or%ai)atio wo(ld "ost li*e to $e
associated with as a e"plo#erR Hi%hli%ht the attri$(tes that di!!eretiate the or%ai)atio
!ro" other e"plo#ersR ad clari!# the e"plo#"et deal +$alaci% the 'al(e that e"plo#ees
are e0pected to cotri$(te with the 'al(e !ro" e"plo#"et that the# ca e0pect i ret(r,.
7
These leads the e"plo#ers to attract the e"plo#ees ad it wo(ld also ehace the prod(cti'it#
o! the e"plo#ees.
2#%*re 3: E"plo#er $radi% ad its deter"iats
,!*rce: De'eloped $# a(thor
Accordi% to 7orporate 6eadership 7o(cil +B<<<,& a !ir"-s e"plo#"et $rad is (lti"atel#
$ased o its act(al e"plo#"et o!!ers ad its a$ilit# to deli'er o its pro"ises. 6i*e a prod(ct
$rad& the e"plo#er $rad has "(ltiple co"poets& each cotri$(te to stre%th o! the $rad
with c(rret ad potetial e"plo#ees. There are !i'e co"poets that "a*e a %ood e"plo#er
$rad. The !irst co"poet is prod(ct $rad stre%th. A prod(ct has added 'al(es which
"eets certai ps#cholo%ical eeds o! the cos("ers. These added 'al(es are elicited that the
$rad is o! hi%her K(alit# or "ore desira$le tha si"ilar prod(cts !ro" co"petitors. This is
also applica$le o e"plo#er $radi%. The secod co"poet is the co"pa# c(lt(re ad
e'iro"et. This icl(des the 'al(es that the co"pa# stads !or& wor* rit(als ad s#ste"s
i place ad e0a"ples set $# the top leadership.
The third co"poet is wor* li!e $alace. There is o poit wasti% ti"e ad "oe#
attracti% people towards so"ethi% the co"pa# caot deli'er. The !o(rth co"poet is
8
EMPLOYEE
ENGAGEMENT
ORGANI:ATION
Employer
Image/ide!i!y
Employer
A!!ra"!io
Employer #rad
Loyal!y
Employer #rad
A$$o"ia!io
Orgai%a!io
E&irome!
Orgai%a!io '(l!(re
EMPLOYE)
#)AN*ING
wor* e'iro"et. . I! the people at the top do ot show their co""it"et thro(%h the
reK(ired actios ad $eha'iors& the e"plo#er $radi% process will ot $e s(ccess!(l. The
!i!th is the co"pesatios ad $elie!s& which is the 9o$ o!!er "ade to a e"plo#ee. This is
"ade (p o! the !iacial co"pesatio& 9o$ role ad resposi$ilities& desi%atio& wor*
e'iro"et ad career de'elop"et pla.
E-&(!yer Bra+"#+% Pract#ces #+ I+"#a+ C!-&a+#es:
E"plo#erJe"plo#ee relatioships ha'e (der%oe a paradi%" shi!t o'er the past !ew
decades. The war !or talet has "eat co"paies are 9ostli% !or space i a icreasi%l#
crowded 9o$ "ar*et where s*ill is at a pre"i(". A s(ccess!(l e"plo#er $radi% strate%# ca
ha'e a !ar reachi% i"pact i icreasi% the ("$er ad K(alit# o! applicats. ;ith
co"paies li*e I!os#s& T7S& Tata Steel& 7EAT !i%(ri% pro"ietl# i esta$lishi% their
$rad as a $est place !or wor*i% ad also attracti% the $est talets across the world& oe ca
sa!el# s(r"ise that wooi% talet is the ew $attle to $e !o(%ht. This ca happe ol# whe
there is a perceptio that their wor*place is attracti'e. I!os#s ad the co"paies see* to do
this $# a stro% leari% c(lt(re ad leadership de'elop"et strate%#& where each e"plo#ee
has a career road"ap to !ollow.
Employer Brand: Infosys:
At a ti"e whe or%ai)atios are de$ati% the strate%ic i"portace o! their h("a reso(rces&
I!os#s reco%i)es that the *e# role o! its h("a assets ca s(stai ad icrease its
co"petiti'eess. ;ith cha%i% e"plo#ee de"o%raphics i the world& it has $eco"e essetial
to spri% talet where it is cost5e!!ecti'e ad deplo#s it where it creates the "a0i"(" 'al(e.
To achie'e this o$9ecti'e& I!os#s has de'eloped a io'ati'e wor*!orce J"aa%e"et
strate%# J the Glo$al Talet 4ro%ra". This is the lar%est s(staied e!!ort $# a# co"pa# to
recr(it !ro" ca"p(ses o(tside o! Idia ad de'elop the s*ills o! a %lo$al wor*!orce thro(%h
traii% assi%"ets i Idia. A!ter traii%& the traied persoel are deplo#ed $# I!os#s i
their ho"e co(tries. Icreased pro!ita$ilit#& red(ced cost& icreased "ar*et share& i"pro'ed
c(sto"er ser'ice& hi%her stoc* 'al(e& icreased prod(cti'it# ad hi%her retetio rates led to
the wii% the Opti"as Award i the G6OBA6 o(tloo* cate%or# !or F==8.I additio to
this& I!os#s *eeps its e"plo#ees e%a%ed ad eth(siastic i the de"adi% FCS8 wor*
e'iro"et ecessar# to ser'e its %lo$al clietele. To "eet the %lo$al challe%es ad also to
red(ce attritio rate& I!os#s itrod(ced a wide 'ariet# o! pro%ra"s that pro'ides the $est
+
aspects o! (i'ersities $(t with pro!essioalis" that a wor*place reK(ired. These pro%ra"s
ha'e helped ste" attritio& which is well $elow the id(str# a'era%e ad ha'e "ade I!os#s a
top e"plo#er o! choice. B(siess toda# ad its *owled%e parter Mercer H("a Reso(rce
7os(lti% rated I!os#s the Best 7o"pa# to ;or* !or I Idia1 i F==G& $ased o a
"ethodolo%# $(ilt o !o(r K(adrats o! HR "etrics& e"plo#ee satis!actio& perceptios o!
*e# sta*eholders& ad HR processes ad policies.
+So(rceOhttpONNwww.i!os#s.co"NH7MNwhitepapersNdoc("etsN"aa%i%talet!latworld.pd!,
Employer brand: Tata Consultancy Services (TCS):
The wor* e'iro"et at T7S is $(ilt aro(d the $elie! o! %rowth $e#od $o(daries. So"e
o! the critical ele"ets that de!ie the wor* c(lt(re o! T7S are %lo$al e0pos(re& cross do"ai
e0periece& ad wor* li!e $alace. Each o! these ele"ets %oes "(ch deeper tha what it
ostesi$l# co'e#s.
TCS Value Proposition:
The T7S e"plo#er $rad positioi% $(ilds o its stre%ths ad it co""(icates that T7S as
a or%ai)atio that o!!ers its e"plo#ees a co"plete Glo$al IT 7areer $# hi%hli%hti% the
three "ai 'al(e propositiosO
+a, Glo$al e0pos(re5Glo$al e0pos(re at T7S e0teds $e#od %eo%raphical $o(daries. This
"eas wor*i% o world5class pro9ects o a %lo$al scale ad e0plori% c(tti% ed%e
techolo%ies& !resh o(t o! the world reowed research la$s. The opport(it# to
(derstad& iteract& ad wor* with people !ro" c(lt(res all o'er the world creates
*aleidoscopic a'e(es !or leari% that propel the e"plo#ees to $e at par the $est i the
world.
+$, Ireedo" to wor*5T7S has esta$lished a e'iro"et that !oc(ses o idi'id(al aptit(de&
talet& ad iterests. As a pro'e practice& the co"pa# pro"otes the e"plo#ees cross
do"ai e0periece. It pro'ides the e"plo#ees with opport(ities to !(ctio across
di!!eret id(str# 'erticals& ser'ice practices& ad !(ctioal do"ais as well as 'aried
techolo%# plat!or"s.
+c, ;or* li!e $alace5T7S has itrod(ced "a# pro%ra"s as per the eeds ad aspiratios o!
o(r e"plo#ees while retaii% !( as a *e# ele"et. The co"pa# (derstads the eed
o! a icreased !le0i$ilit# i order to a'i%ate the di!!eret spheres o! li!e. +So(rceO
httpONNwww.careers.tcs.co"N7areersDesi%NJspsN;or*i%atT7S3al(e.9sp,
,-
Employer Brand: Tata Steel:
Idia-s oldest ad "ost respected corporate $rad /TATA- at preset stads GEth i the world
$rad 'al(atio lea%(e as per Brad Iiace Glo$al E== March F=B= report. A series o!
iteratioal acK(isitios ad GE percet o! %ro(p-s re'e(es draw !ro" o(tside Idia has
helped the BC= #ear old %ro(p to achie'e a "a9or iteratioal reach toda#. Tata has "a#
di!!eret "ar*ets ad "a# di!!eret t#pes o! c(sto"ers. Howe'er& c(sto"er-s i"a%es o! Tata
$rad are re"ar*a$l# si"ilar. Idia cos("ers see Tata $rad as tr(stworth#& sa!e& ad
relia$le pro'ider o! 'al(e !or "oe#. The co"pa# has alwa#s de'eloped a rep(tatio as a
e0citi% place to wor* i. The e"plo#er $rad is "(ch "ore ti%htl# !oc(sed ad allows
e'er#oe& !ro" top e0ec(ti'es to sta!! to wor*ers to !eel that the# are wor*i% i a
co"!orta$le e'iro"et where %rowth ad de'elop"et alwa#s e0ist. The Tata Steel %ro(p
$elie'es that people are its *e# assets ad 'al(e creatio !or the co"pa# depeds pricipall#
o their pro!essioal ad persoal well$ei%. Adheri% to the ada%e .s(ccess!(l idi'id(als
create a s(ccess!(l tea"1& Tata Steel has alwa#s %i'e priorit# to the people& eco(ra%i%
the" to ta*e iitiati'es ad loo* $e#od the o$'io(s. The or%ai)atio pro'ides a !ertile
%ro(d !or the persoal ad idi'id(al %rowth o! each "e"$er i its lar%e ad "(ltic(lt(ral
!a"il#. Ior these iitiati'es& Asia2s Best E"plo#er Brad Awards F=B= co!erred the title
27EO with HR Orietatio2 o HM Ner(r*ar& "aa%i% director& Tata Steel& at a recet
cere"o# held at S(tec& Si%apore. Additioall#& the 2HR 6eadership Award2 was also
co!erred o Radha*risha Nair& chie! h("a reso(rce o!!icer +7HRO,. +So(rceO
httpONNwww.tata.co"Narticle.asp0TartidUG=V:CK(BWAcU,
,*--ery 1 C!+c(*s#!+:
Toda#& a e!!ecti'e e"plo#er $rad is essetial !or %aii% co"petiti'e ad'ata%e.
Icreasi%l#& Idia corporatios are $eco"i% itetioall# strate%ic to (tili)e the e"plo#er
$rad to attract ad retai talet !or the e0pasio ad %rowth. The icreasi% !oc(s o
co"petiti'e ad'ata%e is leadi% "a# Idia !ir"s to rethi* their e"plo#er $rads. A
power!(l e"plo#er $rad has the capacit# to attract ad retai talet ad represet K(alit# to
its c(sto"ers& with the %oal o! %aii% %lo$al reco%itio i a s(staia$le "aer. The ri%ht
*id o! e"plo#er $radi% has also plet# o! ad'ata%es as it pro'ides a persoalit# to the
co"pa# ad helps str(ct(re recr(it"et. It p(lls i the ri%ht *id o! cadidates ad spells o(t
the co"pa#-s e0pectatios !ro" the" ri%ht at the $e%ii%. Most si%i!icatl#& it es(res
,,
that the $est e"plo#ees sta# o lo%er& th(s allowi% the co"pa# to carr# o its operatios
s"oothl#. E'et(all#& the *e# to a s(ccess!(l e"plo#er $rad is to es(re that e0pectatios
are !(ll# associated with the realities o! wor*i% !or the or%ai)atio.
Re$ere+ce:
Aa*er& D.A. +B<<B,O .Maa%i% Brad EK(it#O 7apitali)i% o the 3al(e o! a Brad
Na"e1& the Iree 4ress& New Xor*& NX.
A"$ler& T. ad Barrow& S. +B<<G,O .The E"plo#er Brad1& Jo(ral o! Brad
Maa%e"et& C& pp. B>EF=G
7lar*& Harold I. Jr.& +B<>8,O .7os("er ad 7orporate 3al(esO Xet aother 'iew o
Glo$al Mar*eti%1& Iteratioal Jo(ral o! Ad'ertisi%& G+B,& pp F<CF
4eters& T. +B<<<,O .The Brad Xo( E=O Ii!t# ;a#s to Tras!or" Xo(rsel! !ro" a
E"plo#ee I to a Brad that Sho(ts Distictio& Kop! 4($lishers1& New Xor*& NX.
7ollis& 7.J. ad Ste'es& 7.K. +F==F,O .The relatioship $etwee earl# recr(it"et
related acti'ities ad the applicatio decisios o! ew la$or "ar*et etratsO a $rad
eK(it# approach to recr(it"et1& Jo(ral o! Applied 4s#cholo%#& >8+G,. 4p.BBFBJ
BBDD
7orporate 6eadership 7o(cil +B<<<,O .The E"plo#"et BradO B(ildi%
7o"petiti'e Ad'ata%e i the 6a$or Mar*et1& ;ashi%to D7O 7orporate 6eadership
7o(cil
I(l"er& I.S.& Gerhart& B. ad Scott& K.S. +F==D,O .Are the B== Best BetterT A
E"pirical I'esti%atio o! the Relatioship $etwee Bei% a /%reat place to wor*- ad
Iir" 4er!or"ace1& 4ersoel 4s#cholo%#& EG+C,& witer& pp <GEJ<<D
S(therlad& M. M.& Torricelli& D. G.& P Kar%& R. I. +F==F,O .E"plo#er o! 7hoice
Bradi% !or *owled%e ;or*ers1& So(th A!rica Jo(ral o! B(siess Maa%e"et&
DD+C,& pp.BDF=
Garder& B. B. P 6e'#& S.J. +B<EE,O .The 4rod(ct ad the Brad1& Har'ard B(siess
Re'iew& 'ol. <B& Iss(e Ja(ar#& pp BG8.
Hedr#& 7. ad Je*is& R. +B<<8,O .4s#cholo%ical 7otracts ad New Deals1& H("a
Reso(rce Maa%e"et Jo(ral& 8& pp D>CC
Kap!erer& J. N.& +B<<F,O .Strate%ic Brad Maa%e"et1& N.X.O Iree 4ress 6odoO
Ko%a pa%e.
,2
Keller& K.6 +B<<D,O .7ocept(ali)i%& Meas(ri%& Maa%i% 7(sto"er Based Brad
EK(it#1& Jo(ral o! Mar*eti%& E8+B,& pp. BFF
6e'eri%& R. +B<<G& Septe"$er BF,O .E"plo#a$ilit# ad tr(st1. 7o!erece Board
"eeti%& 7hica%o& Retrie'ed A(%(st D& F=BF& !ro"
httpONNreso(rces.%reatplacetowor*.co"N articleNpd!N $(ildi% tr(st. pd!
6e'iso E +F==8,O .De'elopi% Hi%h E"plo#ee E%a%e"et Ma*es Good B(siess
Sese1& www.iteractioassociates.co"NideasNF==8N=ENde'elopi%Yhi%hYe"plo#eeY
e%a%e"etY"a*esY %oodY$(siessYsese.php
6(thas I. P 4eterso S.J. +F==F,O .E"plo#ee e%a%e"et ad "aa%er sel! e!!icac#O
I"plicatios !or Maa%erial E!!ecti'eess ad De'elop"et1& Jo(ral o! Maa%e"et
De'elop"et& FB+E,& pp. D8GJD>8
Ro$ert& 4. ;.& P Dowli%& G. R. +F==F,O .7orporate Rep(tatio ad S(staied
S(perior Iiacial 4er!or"ace1& Strate%ic Maa%e"et Jo(ral& FD& pp B=88B=<D
S(lli'a& J. +F==C,O .Ei%ht ele"ets o! a s(ccess!(l e"plo#"et $rad1& ER Dail#& FD
Ie$r(ar#& a'aila$le atO www.ere0cha%e.co"N articlesNd$N
EF7BCEIDADIAAC7DFBB7DGGGE< EFG><FA.asp& retrie'ed o A(%(st BC& F=BF.
S(therlad& M. M.& Torricelli& D. G.& P Kar%& R. I. +F==F,O .E"plo#er o! choice
Bradi% !or Kowled%e ;or*ers1& So(th A!rica Jo(ral o! B(siess Maa%e"et&
DD+C,& pp BDF=.
T(r$a& D. B.& P 7a$le& D. M. +F==D,O .Iir" Rep(tatio ad Applicat 4ool
7haracteristics1& Jo(ral o! Or%ai)atioal Beha'io(r& FC& pp 8DD8EB
Newell& H. ad Dopso& S. +B<<G,O .M(ddle i the MiddleO Or%ai)atioal
Restr(ct(ri% ad Middle Maa%e"et 7areers1& 4ersoel Re'iew& FE& pp CF=
..........
,3