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Arbetsgivarvarumärket inifrån och ut

Hasse, Jonathan LU and Aaröe-Holm, Victor LU (2012) SKOK01 20121
Department of Strategic Communication
Abstract
The acknowledgement that organizations have an employer brand, combined with the rising demand of highly qualified workers, has led to countless best practice models and employer brand consulting agencies specializing in managing organizations’ reputation as employers. Early definitions describe employer branding as aimed at both potential and existing employees in order to attract, but also retain a talented workforce. However, recent research has showed that employer branding has slipped from its initial definition to focus mainly on external communication during recruitment processes. The purpose of this study is therefor to identify how internal branding activities could impact on the employer brand.
We approach our problem from an... (More)
The acknowledgement that organizations have an employer brand, combined with the rising demand of highly qualified workers, has led to countless best practice models and employer brand consulting agencies specializing in managing organizations’ reputation as employers. Early definitions describe employer branding as aimed at both potential and existing employees in order to attract, but also retain a talented workforce. However, recent research has showed that employer branding has slipped from its initial definition to focus mainly on external communication during recruitment processes. The purpose of this study is therefor to identify how internal branding activities could impact on the employer brand.
We approach our problem from an organizational perspective by conducting qualitative case studies on two large Swedish service companies with strong employer brands, competing for a similar type of workforce.
Our results show that personnel development and training serves as an enabler for employees to deliver the brand promise to customers, but can also serve as a means to attract and retain career-driven workers. Workplace related factors such as the possibility for career advancement within the organization could also impact the employer brand. Finally, clearly communicated and implemented vision and goals as well as a clear customer focus can shape the employer brand to attract the right talent for the organization. (Less)
Abstract (Swedish)
Uppmärksammandet av att organisationer har ett arbetsgivarvarumärke, i kombination med en ökad efterfrågan på högkvalificerad arbetskraft, har lett till uppkomsten av ett flertal best practice-modeller och konsultbyråer som specialiserat sig på att förvalta organisationers rykten som arbetsgivare. Tidiga definitioner av det som kommit att kallas för employer branding beskriver målet med detta att locka, men även behålla en talangfull arbetskraft. Senare forskning har dock visat på att employer branding i praktiken glidit från dessa tidiga definitioner till att främst fokusera på extern kommunikation vid rekrytering. Vårt syfte med denna studie är därmed att undersöka hur internt varumärkesarbete kan påverka arbetsgivarvarumärket.
Vår... (More)
Uppmärksammandet av att organisationer har ett arbetsgivarvarumärke, i kombination med en ökad efterfrågan på högkvalificerad arbetskraft, har lett till uppkomsten av ett flertal best practice-modeller och konsultbyråer som specialiserat sig på att förvalta organisationers rykten som arbetsgivare. Tidiga definitioner av det som kommit att kallas för employer branding beskriver målet med detta att locka, men även behålla en talangfull arbetskraft. Senare forskning har dock visat på att employer branding i praktiken glidit från dessa tidiga definitioner till att främst fokusera på extern kommunikation vid rekrytering. Vårt syfte med denna studie är därmed att undersöka hur internt varumärkesarbete kan påverka arbetsgivarvarumärket.
Vår studie bygger på kvalitativa fallstudier på två stora svenska serviceföretag med erkänt starka arbetsgivarvarumärken och som konkurrerar om högkvalificerad arbetskraft. Studien utgår ett organisationsperspektiv.
Våra resultat visar på att utbildning av personal, utöver att ge personalen de tekniska kunskaper som krävs för att leverera varumärkeslöftet till kunder, även kan fungera som ett attribut som karaktäriserar ett attraktivt arbetsgivarvarumärke om dessa möjligheter kommuniceras effektivt internt och externt. Arbetsplatsrelaterade faktorer som karriärmöjligheter inom organisationen kan även de påverka arbetsgivarvarumärket. Slutligen kan formuleringen och implementeringen av tydliga mål, visioner och kundfokus resultera i ett tydligare arbetsgivarvarumärke som attraherar rätt talang för organisationen. (Less)
Please use this url to cite or link to this publication:
author
Hasse, Jonathan LU and Aaröe-Holm, Victor LU
supervisor
organization
alternative title
En studie om interna varumärkesaktiviteters påverkan på arbetsgivarvarumärket
course
SKOK01 20121
year
type
M2 - Bachelor Degree
subject
keywords
Employer branding, Internal branding, Branding, Arbetsgivarvarumärke, Internt varumärkesarbete, Varumärkesbyggande, War of talent
language
Swedish
id
2702122
date added to LUP
2012-08-29 10:49:28
date last changed
2014-09-04 08:36:18
@misc{2702122,
  abstract     = {The acknowledgement that organizations have an employer brand, combined with the rising demand of highly qualified workers, has led to countless best practice models and employer brand consulting agencies specializing in managing organizations’ reputation as employers. Early definitions describe employer branding as aimed at both potential and existing employees in order to attract, but also retain a talented workforce. However, recent research has showed that employer branding has slipped from its initial definition to focus mainly on external communication during recruitment processes. The purpose of this study is therefor to identify how internal branding activities could impact on the employer brand. 
We approach our problem from an organizational perspective by conducting qualitative case studies on two large Swedish service companies with strong employer brands, competing for a similar type of workforce.
Our results show that personnel development and training serves as an enabler for employees to deliver the brand promise to customers, but can also serve as a means to attract and retain career-driven workers. Workplace related factors such as the possibility for career advancement within the organization could also impact the employer brand. Finally, clearly communicated and implemented vision and goals as well as a clear customer focus can shape the employer brand to attract the right talent for the organization.},
  author       = {Hasse, Jonathan and Aaröe-Holm, Victor},
  keyword      = {Employer branding,Internal branding,Branding,Arbetsgivarvarumärke,Internt varumärkesarbete,Varumärkesbyggande,War of talent},
  language     = {swe},
  note         = {Student Paper},
  title        = {Arbetsgivarvarumärket inifrån och ut},
  year         = {2012},
}