Digital Employer Branding for Enabling Gen Y in the ITeS Sector in Eastern India

Patra, Gouranga; Mukhopadhyay, Indranil; Dash, Chinmaya Kumar

doi:10.17010/pijom/2019/v12i3/142339

Cited by 5 publications

(3 citation statements)

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“…'Digital employer branding for enabling gen Y in the ITeS sector in eastern India' [59] This study shows how the forces of the digital world play a role in continuing to promote a strong employer brand to attract, motivate, and retain the best talents and to ensure a continuous, high level of performance.…”

Section: D: Workers Attractionmentioning

confidence: 96%

Employer Branding as a Talent Management Tool: A Systematic Literature Revision

Reis

Sousa²,

Dionísio

2021

Sustainability

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The aim of this paper is to present a systematic literature revision (SLR) that shows the relationship between the concept of employer branding (EB) and talent management (TM). Based on the EB model proposed by Backhaus and Tikoo in 2004, and the macro-contingent model for talent management introduced in 2019 by King and Vaiman, we intend both to analyse the theory correlating the EB concept and TM, and to identify TM dimensions that are reflected on the EB concept. A systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics. Findings show that scientific literature on the subject grew considerably in the last four years, reflecting the rising concern over the creation of an employer brand at the organisational level. EB explores talent attraction and retention particularly, though, unexpectedly, is also becoming a concept explored by nations to attract a qualified workforce. Analysing selected articles, we may conclude that EB is clearly considered as a tool within the largest process of talent management.

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Section: D: Workers Attractionmentioning

confidence: 96%

Employer Branding as a Talent Management Tool: A Systematic Literature Revision

Reis

Sousa²,

Dionísio

2021

Sustainability

View full text Add to dashboard Cite

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“…Chhaniwal (2017) said talent management practices explained organizational and departmental communication, career progression and performance evaluation that are in organization for adopting talent management practices. Considering employer branding too, such practices in talent retention can be seen leading to improved development of the brand (Patra, Mukhopadhyay & Dash, 2019). Bhattacharyya (2015) highlighted the significance of collegiality in talent retention and talent management practices.…”

Section: Review Of Literaturementioning

confidence: 99%

Managing talent and branding in learning organization

Patra,

Datta,

Bose

2023

TLO

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Purpose The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations. Design/methodology/approach Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study. Findings Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations. Research limitations/implications Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research. Practical implications Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations. Originality/value The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

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“…The concept of employer branding consists of a tool capable of making employees aware of the advantages of belonging to the organisation, fostering a sense of pride, and supporting talent retention. Continuous promotion of a strong employer brand attracts, motivates, and retains the best talents, ensuring an elevated level of continuous performance (Patra et al 2019). It is important that the image and reputation, through the organisation's employer branding, attract employees with high potential, offering a set of distinct benefits within the workplace (Pittz et al 2017).…”

Section: Employer Brandingmentioning

confidence: 99%

Ethics and Sustainability in Hospitality Employer Branding

Santos,

Simão,

Reis

et al. 2023

Administrative Sciences

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Tourism is currently one of the main sectors of profit for the worldwide economy. This study aims to explore ethics and sustainability in employer branding applied in the hotel industry, which is intended to correlate these very current and little-explored themes. This study aims to explore the investigation of these concepts that have grown, especially in the area of tourism and hospitality, as a way to better understand how the hotel sector can improve and develop strategic tools to achieve organisational success and capture the best talent. Methodologically, a Delphi method (three rounds) was performed through 26 participants recognised as experts of three major associations within the hotel industry in Portugal. As the main outcome, this research validated the Ethics and Sustainability in Hospitality Employer Branding Model, comprising three dimensions (HRM and EB Practices; Factors of business ethics and environmental sustainability; and Advantages of UH in implementing the EB strategy and RS communication) and underlying categories. Findings and practical implications to management are presented.

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Digital Employer Branding for Enabling Gen Y in the ITeS Sector in Eastern India

Cited by 5 publications

References 0 publications

Employer Branding as a Talent Management Tool: A Systematic Literature Revision

Employer Branding as a Talent Management Tool: A Systematic Literature Revision

Managing talent and branding in learning organization

Ethics and Sustainability in Hospitality Employer Branding

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