Employer Branding Management As A Strategic and Organizational Control Tool

The issue of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge for cross-fertilization between different disciplines （strategic marketing, strategic management, and human resources management）. This paper presents employer branding as an approach based on effective strategic organizational resources and a precise employer branding management process. In this paper, the target is to define a possible frame in order to interpret employer branding techniques as control and regulation mechanisms. Control in organizations has long been a topic of interest for researchers and practitioners, alike who generally recognize that control mechanisms are needed to ensure that organizations may achieve their goals. It has been carried out a field work on the Italian Aeronautical Meta district, that generates annual revenues equal to EUR 8.7 billion and employees 36,300 people, of whom approximately 10% are employed in the space sector. Through this field work, the intention aim is to understand if and how employer branding may create, enforce, and set up internal and shared meaning and values. In particular, stemming from the empirical research＇s evidences, this paper tries to conceptualize employer branding as a factor to persuade and influence the way that organizational actors enact in a socially constructed context. In this effort, the aim is to understand how managers may affect meanings, values goals, and opinions through an effective action on employer branding that can play a crucial role in affecting sense-making processes, meanings, interpretations of the symbolic environment. The paper therefore opens up to new horizons, since it embraces a new application for employer branding, considering it as a modern control system and proposing an innovative approach in managerial control, founded on organizational identity as a key concept in an organizational citizenship＇s perspective

Exploring the Attractiveness of Companies Branding D&I to Potential Employees in Online Recruitment

Concrete action on diversity and inclusion(D&I)is critical to companies’value creation and brand.Companies that intentionally fail to attract and retain a diverse talent pool will struggle to innovate,compete,and prosper.The advantages of a diverse and inclusive workplace include the reduction of homogenous thinking and an increase in novel ideas and perspectives due to the wealth of talent from diverse backgrounds.Previous studies have focused on the benefits of corporate D&I from a corporate perspective;however,there is scant research on the impact of corporate D&I from employees’perspectives.Resultingly,this study,through an online questionnaire,proposes to examine the impact of employer brand D&I on potential employees in online recruitment channels from the perspective of potential employees.The study results indicate that most Chinese companies still exhibit low levels of D&I during recruitment.This study also included an empirical analysis of 267 valid samples,which showed that:(1)the D&I of employer brand perceptions positively impact job search intentions,behaviour,and decision making.(2)Companies’D&I has the most significant influence on job seekers’decision making,followed by behavioural influence and cognitive influence.(3)The type of job seeker plays a moderating role in the relationship between employer brand perception and job search intention,behaviour,and decision making.(4)Online recruitment’s increasing popularity amplifies employer branding’s effect.Based on the findings,this study suggests how companies can use D&I branding strategies to attract quality talent and increase job seekers’job search intentions.