Employer Branding: Exploring Attractiveness Dimensions in a Multicultural Context

Abstract

Attracting and retaining talented employees and gaining competitive advantage are important for organizations around the world. This study identifies and operationalizes the components of employer attractiveness from the perspective of potential employees. The study tests the employer attractiveness scale (EmpAt) by identifying the attractiveness dimensions of an employer brand among business students in the Czech Republic through exploratory factor analysis. We also search for similarities and differences among employer attractiveness dimensions through a cross-cultural comparison based on the results of previous studies. Businesses in today’s globalised world need to attract potential employees globally and determine whether it would be better to use one corporate strategy or to customize their employer brand according to the cultural differences between countries. National, cultural, and gender differences are also investigated. The findings show factors that business students give the highest importance to when searching for an employer and that the factor’s importance is influenced by gender. The findings of this study can be used to track the perceptions of current job applicants about the company and to appeal to “suitable target audiences” – potential employees. The results can be used by HR experts and practitioners in formulating and executing their communication and recruitment strategies.

Millenials’ Employer Brand Perception in a German Retail Context

“…Due to the increasing shortage of skilled workers in knowledge and service industries (Eger et al, 2019), the employer brand is increasingly recognised among various fields of research as an effective instrument for attracting (Graham & Cascio, 2018) prospective and retaining present employees (Alniacik et al, 2014).…”

“…"Attracting potential candidates is important to the recruitment process, which is key to organizations because human capital is crucial for competitive advantage." (Eger et al, 2019: p. 520) The advancing complexity and dynamics of the German economy increase the demand for highly qualified employees. Demographic developments in particular are driving the competition for young talented professionals (Geighardt-Knollmann, 2011).…”

Company Image in Social Network as Predictor of Intention to Apply For a Job Position

“…Employer attractiveness «refers to the benefits that potential employees envisage they could get by working in a particular company» (Reis and Braga, 2016, p. 105). A very similar definition is suggested by Eger et al (2019). Authors suggest treating employer attractiveness as «the benefits potential employees anticipate from working for a specific organization» (Eger et al, 2019, p. 523).…”

“…Prior studies of image of employer have examined employer attractiveness from a generational perspective (Reis and Braga, 2016), in a multicultural context (Eger et al, 2019), employer brand image in the service industry (Knox and Freeman, 2006), employer brand image as predictor of employee satisfaction, affective commitment and turnover (Priyadarshi, 2011), employer attractiveness and the use of social media (Sivertzen et al, 2013), etc. There is limited amount of research that examines how attractive workplace communications impact the image of employer (Highhouse et al, 2003), however none of them concentrated particularly on communications on social networks in banking industry.…”

“…A. Celani and P. Singh (2011) pointing out the attractiveness of the organization added that the employer brand / exclusivity actually makes the organization more attractive to jobseekers, therefore, the organization needs to put less effort into attracting talent. Attractiveness stimulate potential candidates to focus on an employer brand (Eger et al, 2019). Theoretical analysis lets to state that the more attractive place is for employees, the better image it possesses (Berthon et al, 2005;Celani and Singh, 2011;Arachige and Robertson, 2013;Figurska and Matuska, 2013).…”