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Mellan strategi och vardag

Bergön, Elin LU and Haraldsson, Alicia LU (2026) SOCK20 20252
Department of Sociology
Abstract
The labour market has become increasingly dynamic, characterised by technological change,
greater job mobility and shifting employee expectations. As employees place growing
importance on development, work environment and work-life balance, organisations face
new challenges in retaining talent. One strategy to retain employees is internal employer
branding. As engineers have good opportunities to change employers, it is therefore relevant
to examine how an organisation with a large engineering workforce works with internal
employer branding.

The purpose of this study is to explore how the employer branding strategists within the
company work with internal employer branding and how it is perceived by its employees,
particularly... (More)
The labour market has become increasingly dynamic, characterised by technological change,
greater job mobility and shifting employee expectations. As employees place growing
importance on development, work environment and work-life balance, organisations face
new challenges in retaining talent. One strategy to retain employees is internal employer
branding. As engineers have good opportunities to change employers, it is therefore relevant
to examine how an organisation with a large engineering workforce works with internal
employer branding.

The purpose of this study is to explore how the employer branding strategists within the
company work with internal employer branding and how it is perceived by its employees,
particularly engineers as a professional group. The study adopts a qualitative research
approach and is based on semi-structured interviews with employer branding strategists and
engineers working in a large organization within the technology sector. The empirical
material was analyzed using thematic analysis.

The findings show that internal employer branding is primarily expressed through
organizational culture, activities, internal communication, and opportunities for learning and
development. While learning and development appear to be a well established and shared
priority within the organization, discrepancies emerge between organizational intentions and
employee experiences regarding activities and communication. These differences highlight
gaps between expressed intentions and actual everyday practices. The study contributes to a
deeper understanding of internal employer branding in this engineering organization and
emphasizes the importance of aligning organizational initiatives with employees’
experiences. (Less)
Please use this url to cite or link to this publication:
author
Bergön, Elin LU and Haraldsson, Alicia LU
supervisor
organization
course
SOCK20 20252
year
type
M2 - Bachelor Degree
subject
keywords
Internal employer branding, organizational culture, engineers, learning and development, internal communication, psychological safety, employee experience
language
Swedish
id
9221904
date added to LUP
2026-02-03 12:16:26
date last changed
2026-02-03 12:16:26
@misc{9221904,
  abstract     = {{The labour market has become increasingly dynamic, characterised by technological change,
greater job mobility and shifting employee expectations. As employees place growing
importance on development, work environment and work-life balance, organisations face
new challenges in retaining talent. One strategy to retain employees is internal employer
branding. As engineers have good opportunities to change employers, it is therefore relevant
to examine how an organisation with a large engineering workforce works with internal
employer branding.

The purpose of this study is to explore how the employer branding strategists within the
company work with internal employer branding and how it is perceived by its employees,
particularly engineers as a professional group. The study adopts a qualitative research
approach and is based on semi-structured interviews with employer branding strategists and
engineers working in a large organization within the technology sector. The empirical
material was analyzed using thematic analysis.

The findings show that internal employer branding is primarily expressed through
organizational culture, activities, internal communication, and opportunities for learning and
development. While learning and development appear to be a well established and shared
priority within the organization, discrepancies emerge between organizational intentions and
employee experiences regarding activities and communication. These differences highlight
gaps between expressed intentions and actual everyday practices. The study contributes to a
deeper understanding of internal employer branding in this engineering organization and
emphasizes the importance of aligning organizational initiatives with employees’
experiences.}},
  author       = {{Bergön, Elin and Haraldsson, Alicia}},
  language     = {{swe}},
  note         = {{Student Paper}},
  title        = {{Mellan strategi och vardag}},
  year         = {{2026}},
}