Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

Abstract

Within the strong competitive world of organizations, the provision of exceptional customer experience is the key driver of performance. In this context, many organizations invest in their brands and, try to create a positive image of them, not only in the minds of their external customers, but also in those of their employees, because they are conceptualized as internal customers. Effective involvement of the human resources function for helping them to internalize the brand identity in their work behaviors has been an emerging area of study over the last decade. This has brought forward the notion of internal branding-a strategy through which organizations encourage all their employees to become involved in the nurturing of a brand through their engagement. Meanwhile, the organizational workforce is dynamic and constantly changing owing to a younger cohort entering the workplace. This renewal in the workforce demographics has led to differences in their characteristics and work orientations and consequently, has changed the rules of engagement. This paper outlines some emerging evidence about the HR-internal branding relationship. It brings together diverse sources of literature from organizational and generational studies to illustrate the characteristics and work orientations of the Millennials and the potential challenges posed by this generation. This article also provides the readers with specific recommendations for developing new practices and policies designed to attract, develop and retain this cohort so that it contributes internally to strong brand engagement.

Examining the Effectiveness of Teamwork in Work Engagement among Gen Y-A Conceptual Framework

“…Other terms for them includes: 'The Next Generation', the 'Dot-Coms', the 'Echo-Boomers', the 'I-Generation', the 'Me Generation', 'Generation-D' (digital), and the 'Nexters' (Srivastava, 2013). This generation cohort is predominantly characterized for having high levels of self-reliance, self-confidence, autonomous, individualistic, and socially active and enjoys working in group (Ozelik, 2015). This is partly due to the reason that they belong to nurturing and protective parents who entertains and treats each and every of their children's' emotional, educational and physical needs (Ozelik, 2015) which is possible because generally Gen Y comes from a family where the both parents are working (Sharkawi et.…”

Talent management in higher education: is turnover relevant?

“…The varying and contrasting pressures described herein present university managers and HR staff with major tests they must address both strategically and operationally. Ozcelik's (2015) view that organisations which are able to change their processes according to Generation Y needs will win 'the war for talent', seems realistic. However, against aggregation, is the way different subfields in HE may employ different talent management practices, particularly in relation to the differences between 'academic talent' and 'teaching talent' (Van den Brink et al, 2013).…”

Relationship between Internal Branding, Employee Brand and Brand Endorsement

“…The primary aim of internal branding is to provide organisations unparalleled competitive advantage through employees, which competitors cannot copy or mimic (Jacobs, 2003). Internal branding becomes a key factor to achieve success in business which engenders cognitive and emotional association and engagement of employees with the brand (Özçelik, 2015;Punjaisri & Wilson, 2011). It is a structured management of communication and behaviour used by an organisation to gain favourable reputation among the intended audience (Einwiller & Will, 2002).…”