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Assessment 3: HR Challenge: Employer Brands

Student’s Name

Institutional Affiliation

Course Name and Code

Instructor’s Name

Date Due
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HR Challenge: Employer Brands

MEMORANDUM

To: Leadership Team

From: Human Resources

Internal Memo: Employer Branding

Date: Friday 30th, 2022

Introduction

Generally, a company's brand should have the best worldwide appeal among its items.

Employer branding is the act of promoting a company while the employer selects a potential

target market. The organization still has to figure out how to find, keep, and attract personnel. An

organization's resilient, positive understanding is frequently produced via branding (Mouton &

Bussin, 2019). Companies today benefit from branding to stand out from competitors and

develop a loyal customer base. However, branding focuses on associations and promises between

the business and its workers.

Additionally, the attention added becomes a part of what employees feel at work.

Employer branding tends to increase and enhance the company's worth and image,

demonstrating the benefits provided to employees (Mouton & Bussin, 2019). Innovative

employer branding helps attract and keep deserving personnel, which are crucial to success and

corporate growth.

However, employer branding is beneficial because it tends to shorten the hiring process

since candidates are more likely to accept a job offer from a company with a good reputation.
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For instance, when information about a corporation is highlighted, readers often learn more

about the organization's personality and expertise and have access to the services provided in

current markets. Employer branding, however, affects strategic retention and may be improved

by employee problem follow-ups. It aids in the organization's acquisition of specific, efficient

activities.

Employer Branding and its Benefits

Employer branding has steadily developed into a dynamic, profitable part of businesses.

Prospective workers have been more aware of and drawn to engaging present, varied markets

inside an enterprise. Additionally, employer branding frequently promotes a favourable

reputation within a company. The progressive proprietor brand is still strong. Retaining and

hiring the best personnel without a positive brand may be difficult and expensive (Byrant, 2021).

A strong brand hurts the commitment, retention, and recruitment of current personnel and the

company's market understanding. A strong employer brand may also lower attrition, increase

employee dependability, and attract the best candidates to a business.

As a result, recruiters advertise the employer brand on company websites, in the media,

and at talent networking events. Engaging employer brands frequently highlights recruitment

marketing, enhancing organizational tactics and initiatives. Additionally, recruitment marketing

often promises to send communications promptly to the right contestants (Byrant, 2021). The

goal of exhausting characteristics like recognition, compensation and profitability, corporate

culture, and career advancement is to entice qualified candidates to apply to their organizations.

Employer branding provides applicants and current workers with a professional company

environment, which improves employee retention.

Three Influential Features

Notably, a company's job website must have several features; the key characteristics are

culture, perks, and professional advancements. These characteristics make it easier for workers

to participate in the organization's market. First, professional advancement is a crucial

component where candidates must understand if they are required to apply for employment.

Candidates and employees need supportive leadership and aid in expressing anxiety about the

future of their firm (Huang et al., 2020). Competent professionals want to work for companies

that will help them improve the knowledge and abilities necessary for career advancement. Lack

of professional advancement results in higher staff churn, more expenses, and an unsuitable

working environment with low employee satisfaction.

Culture is another important factor that may be found on a job website. Additionally,

users of job websites are aware of the features mentioned above. If participants pursue a career in

an organization, culture reports will back their agreement. Additionally, competitors are eligible

to participate in the company's career provided they have varied cultural beliefs and customs

(Huang et al., 2020). Many people want to identify the ideals and energized masses of the

groups. The working environment and the company's public service associations also intrigue the

competitors. For instance, many businesses prioritize profits above culture, which can result in

an intimidating workplace with weak leadership.

Benefits are essential characteristics that help competitors prevail when they ultimately

decide whether to take the task. The world's most dependable employer of people is still Google,

despite the concerns of its employees, and its advantageous features and perks are crucial when

deciding whether to approve a job proposal. While not all businesses can afford Google-sized

salaries, some benefits exhibit a higher level of flexibility.

Branding and Recruitment

As a career candidate, it is in my best interest to care ranging and recruiting to the

company. Employees would be intrigued by the career stability if they had a strong sense of the

Captrek Company's commercial identity. It will undoubtedly be significant and easily

recognizable in the markets served by the firm. People who work for firms with strong,

recognizable brands typically enjoy stable employment throughout their careers. Organizations

are often respected and thriving in pertinent marketplaces. A solid corporate brand typically

provides a wealth of opportunities for professional advancement. The professional applicant

would be intensely fascinated by internal recruiting through advertising. However, professional

advancement aims to recognize signs and appreciate the workers. Due to the persuasive

presentation of the applied job inside the organization and the employee's work status, careers

would be prolonged.

Practices for Responding to Negative Reviews on Social Media

Furthermore, practical methods for responding to social media evaluations should be

implemented. It aids in overcoming bad reviews about the organization's employer brand.

Negative comments about an employer's brand on social media are inescapable. Negative

evaluations heavily influence an employer's credibility (Cheng, 2018). Negative evaluations, on

the other hand, should be handled calmly and with a 'thank you.' Negative evaluations should not

be ignored because they might impact employee and recruiting commitment. Evaluations should

be thoroughly read and grasped before deciding how to respond to bad social media reviews.

Furthermore, by allowing departed employees to share forums and express their

dissatisfaction with the firm. The sharing of forum practice is required for employees to express

their dissatisfaction on a website such as Glassdoor. Employees should practice responding to

each positive, negative, or neutral comment. Maintaining public relations is essential for brand
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growth since it allows an employee to connect with other followers. Negative Glassdoor

evaluations, for example, illustrate how Malloy insinuates by twisting remarks around and

producing favourable results (Cheng, 2018). Malloy also refused to elaborate on how an

individual might use evaluations to indicate positive reactions. The second example is workers

who leave deceptive ratings on Glassdoor. He confirms that he asked his superintendent about

career opportunities and was encouraged to speak with Human Resources. Furthermore, he said

the superintendent needed to show more interest in providing him with valuable suggestions. A

noble response might be: "Thank you for taking the time to voice your concern about

professional advancement."
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References

Bryant, S. B. (2021). Human Resources Activities: The Lived Experiences of the Federal Human

Resources Professional During the COVID-19 Pandemic (Doctoral dissertation, Touro

University Worldwide).

Cheng, Y. (2018). How social media changes crisis communication strategies: Evidence from the

updated literature. Journal of contingencies and crisis management, 26(1), 58–68.

Huang, K., Li, M., & Markov, S. (2020). What do employees know? Evidence from a social

media platform. The Accounting Review, 95(2), 199–226.

Mouton, H., & Bussin, M. (2019). Effectiveness of employer branding on staff retention and

compensation expectations. South African Journal of Economic and Management

Sciences, 22(1), 1-8.