ABSTRACT

Owing to the dissatisfaction related to suboptimal workplace practices and cultures, majority of
the employees are looking for frequent job changes to satisfy their need apparently. From
human resource management perspective, this tendency to change the jobs frequently leads to a
serious threat of losing competent workforce and huge costs associated with recruitment,
selection, placement, and training of new entrants coupled with loss of productive man-hour.
Within this complicated context characterising todays labour market, organisations need to
increase focus on employer brand strategies to attract and retain the talented and highly skilled
employees. However, in the eagerness of creating a unique employer brand and attracting the
talents needed, the organisations risk is building around not fulfilling expectations of the new
entrants in the organisations. In consequence with that, employer branding has become a
strategic approach for gaining an edge in the competitive world as well as inducing the
employee commitment to the organisation as a whole. The new as well as less-known firms do
suffer from the problem of attrition and employees are seemingly less committed by prioritising
their own interests over the organisational interests. In this backdrop this paper seeks to
understand the relationship between employer branding and organisational performance. The
authors have made an attempt to develop a conceptual understanding and the relationship
between employer branding and organisational performance. This paper is based on review of
existing literature in the field of employer branding. The managerial implications of this paper
have discussed in this paper.
Key References: Employer Branding, Talent Acquisition, Talent Management, Organisational
performance, Marketing, Attrition, Brand management.

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Introduction
A knowledge economy emphasising the need for talented employees combined with significant
demographical and sociological changes in society, poses new challenges for organisations.
Within this complicated context characterising todays labour market, organisations need to
increase focus on employer brand strategies to attract the talented and highly skilled employees.
However, in the eagerness of creating a unique employer brand and attract the talents needed,
the organisations risk building expectations they are not able to fulfil after the talents enter the
organisations. Branding was originally used to differentiate tangible products, but over the
years it has been applied to differentiating people, places and firms (Peters, 1999). According to
Aaker (1991), established brand is regarded as a critical means for differentiating between
products and creating competitive advantage for organizations. Similarly, employer branding
has become a new approach for gaining an edge in the competitive world. It refers to the
process of identifying and creating a company brand.

Objective of the study

The objective of the present study is to give insight to the conceptualization of the term
employer branding and also to investigate its impact on organisational performance.

Problem Statements
It is within this context and on the premises discussed above, that this paper will investigate the
actual impact employer branding has on organisational performance in terms of building
expectations to an organisation as an employer. The paper will question the impact of employer
branding as a vital element in the strategic human resource management in the postemployment phase, and thereby also challenge the existing perceptions on the formation of the
organisational career management strategies.

Methodology
In order to make this article a meaningful one, the authors has required a review of available
related literatures and only secondary data were collected from related journals, books and
publications.

Review of Literature: Understanding the concept of Employer branding

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

According to Barrow and Mosley (2005), employer branding is used not only to transfer the
message of the personality of a company as an employer of choice, but it also has been used to
adapt the tools and techniques usually used to motivate and engage employees. Like a
consumer brand, it is an emotional relationship between an employer and employee. Ambler
and Barrow (1996) have defined employer branding as the development and communication of
an organization's culture as an employer in the marketplace. It is the package of functional,
economic and psychological benefits provided by employment, and identified with the
employing company. It conveys the "value proposition" the totality of the organisations.
The term Employer Brand was first used in the early 1990s to denote an organizations
reputation as an employer. Employer brand is understood as a brand which differentiates it from
other competitors in the employment market. The term also includes long term strategy that
establishes an organizations identity as an employer in the employment market. Minchington
defines employer brand as the image of organization as a great place to work in the mind of
current employees and key stakeholders in the external market (active and passive candidates,
clients, customers and other key stakeholders).
The employer brand concept is borrowed from marketing. It helps organizations focus on how
they can identify themselves within their market as an employer of current staff, as a potential
employer to new recruits and as a supplier or partner to customers (Harding, S., 2003).
Employer branding is a relatively new idea that has to be examined by Human Resources and
Marketing academicians. The term employer branding suggests the differentiation of a firms
characteristics as an employer from those of its competitors. The employment brand highlights
the unique aspects of the firms employment offerings or environment (Backhaus, K.B., and
Tikoo, S., 2004). The application of branding principles to human resource management has
been termed employer branding. Increasingly, firms are using employer branding to attract
recruits and assure that current employees are engaged in the culture and the strategy of the
firm. Employer branding is defined as a targeted, long term strategy to manage the awareness
and perceptions of employees, and related stakeholders with regards to a particular firm
(Sullivan, J. 2004).
The employer brand wheel

Through employer brand wheel an organisation can identify the important factors that can
influence the employer branding. This provide an excellent framework for facilitating
*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

workshops, promoting debates about the sort of organisation people currently experienced and,
in turn, the kind of organisation they wanted to be.

Postemployme

Vision &
Leader
ship

Policies &
value

Reward
system

Fairness &
cooperatio

Working
environme

Corporate
personality

Performanc
e
Developme
nt

External
reputation

Recruitmen
t&

Communicati
on

The employer brand wheel, Adopted from Barrow & Mosley, 2010
The Value of Employer Branding

As with other branding and HR activities it is difficult to measure the actual outcome of
employer branding, however its impact can be identified in the attraction, natural selection, and
retention of employees. As discussed above, employer branding has become a vital tool in the
war for talent to ensure that organisations attract talented employees and retain key employees.
Externally, the employer brand functions to attract employees and to create positive
associations and enhance corporate image. Further, it also functions as a selection tool to
ensure that the right kinds of employees are attracted and that potential employee who does not
match the organisations is not attracted. Internally, the employer brand generates value by
*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

creating a unifying and strong culture as well as increased employee satisfaction and
commitment (Edwards, 2010., Backhaus & Tikoo, 2004., Gaddam 2008). Thus, the rationale
behind employer branding is that it will indirectly have a positive influence on organisational
profitability.

Employer branding in Indian industries:

Employer branding has always been a strategic tool to recruit, retain talented people for the
organisation. Employer branding provides a competitive advantage to the firms who use this
technique continuously. Generally organisation uses employer brand for three main reasons,
they are
1. Employee fit organisational culture.
2. Facilitating recruitment.
3. Retention of talented workforce.
Employer branding is a long term strategy through which organisation promote themselves as
employer of choice. The concept of employer branding has widely accepted by the Indian
industries and they have identified the positive outcomes of it as well. In a survey conducted by
TJinsite the research site of TimesJobs.com it is revealed that Employer Branding is not very prevalent
in the Indian industry. However, they do believe that companies with strong employer brands can
potentially reduce the cost of employee acquisition, improve employee relations and also helps increase
employee retention. The Latest TJinsite Research Report throws light on this fact - Overall, only 24%
say that they have a clear Employer Branding strategy. More than 40% claim that, yes, they have a
strategy, but it could be developed further; and another 26% who say that do not have one, but they are
working on it; which could be interpreted as 'such a strategy is not priority, we have more pressing
matters on our hands!' A lack of vision and clarity is seen as the primary challenge in realizing
Employer Branding. This is strongly felt in the BFSI and the BPO sectors, where 75% state this as a
problem (conceptualisation employer brand, Parta).

Indias best company to work for:

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Google

Google's care quotient for employees helps it stay on top

Google celebrates its employees in more ways than one. It has
developed bureaucracy busters program where an employee can
suggest ways of slashing red tape.

Intel

At Intel, bosses make sure personal life does not take a backseat
Intel has its litmus test to ensure it has the best pick. a job interview
here is not about knowing a product but making sure if you are a right
fit.

American express

American Express has one of the strongest retention rates in financial

sector
It is integration that American Express is keen to adopt. The initiatives
are all about caring for the employees' personal relationships and
health.

NIIT

Employee is a taboo word at NIIT

The company was also one of the first in the country to give dating
allowances in the nineties targeted at their predominantly young
workforce.

Forbes Marshall

Forbes Marshall projects a home away from home for its employees
The company takes its people seriously. Kuriakose says that the focus
has always been to align people policies to the core values of the
company.

NTPC

How NTPC creates a culture where people work to enjoy and enjoy to
work
To attract young talent and keep them from leaving, NTPC has
worked on building self-contained project stations with recreational
facilities.

Ujjivan Financial
Services

MakeMy Trip

Marriott Hotels

What makes Ujjivan Financial Services a coveted employer

It has no glass doors, no access cards to swipe or pews of security
clearances needed to meet Ghosh. His office is at the entrance as if
built to mock hierarchy.
Weaving a fun element at work, MakeMyTrip looks to do more with
less people
'The company is not looking for travel agents but tech-savvy
individuals to make a mark in a highly competitive online
transactional space.'
With endearing HR practices, Marriott Hotels India beats industry
attrition
As an international chain, Marriott has given opportunities to grow not
only within India, but also in regions like the Middle East and

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Australia.
Blue Dart

'People First' philosophy helps Blue Dart Express in retaining talent

Blue Dart Express has a strong culture of communication through
active leadership spearheaded by the managing director and high level
of employee engagement.

Source: The Economic Times

Employer Branding - Discussion on Extant Theoretical Models of Employee Attraction

and/or Retention:
It is evident that recruitment strategies are strengthened by manifold with the Employer
Branding concept. Plethora of research works is expected in this area and many have already
been done. With reference to our statement in the Scope of the Study section, we will try to
build up a conceptual framework by structuring a model. While doing that, we would like to
refer to the existing models in use in order to develop and present a new model concurrent with
the theoretical perspective. Our effort is directed towards synthesis a framework rather than
juxtaposing the ideal blocks of the available models.
At the beginning of this section, we would like to discuss about a relatively simplified but
logically sequenced model propounded by David Guest in 1997. This model involves 6
components in tandem which are HRM (Human Resource Management) strategies, HRM
Practices, HR Outcomes, Behavioral Outcomes, Performance Outcomes and finally the
Financial Outcomes. According to this model, the financial benefits for the organization are the
result of proper HRM strategies. Unlike the other HRM models, this model is not limited by
the system boundaries and signifies that the HRM system itself is an open system constantly
interacting with the external environmental modifiers. The model of David Guest, also well
known as Guest Model is illustrated underneath:

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Fig.: The Guest Model of Human Resource Management (Aswathappa, 2008)

So far, we have discussed at length with citation of the pertinent cases that employer branding
has really been successful in the area of attracting new talents and retaining existing manpower
as well. The organizational benefit, which is best measured in terms of financial excellence, as
per the Guest Model, can be viewed as the resultant effect of employer branding process which
is evidently a vital component of HRM strategy formulation.
However, the internal and external modifiers affecting HRM strategies like employer branding
has not been ignored by the authors Lara Moroko and Mark Uncles in ANZMAC 2005
conference paper. The effect of such impacting factors is recognized in this model which is
illustrated underneath:

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Fig.: Virtuous Circle - Internal and External Effects of the Employer Branding Process
(Moroko & Uncles, 2005, p. 54)
Intense competition in the labor market on acquiring the best talents is inducing the firms to
take the strategic decisions on assimilating practices like employer branding. While planning
for such practices (basically a part of Human Resource Planning of HRP) needs a through
introspection as well as a clear overview of the external factors affecting such decision making.
The factors like demographic influence, demand for competence, as well as changed attitude
are highly influencing the employer branding. The model as cited by Emma Melin in the
Masters Thesis of Lulea University of Technology, Sweden, titled as Likeness and
Differences between External and Internal Employer Brand Images, incorporates and considers
these factors. The model is illustrated below:

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Fig.: Factors Influencing the Competitive Labor Market (as cited by Melin, 2005, p. 8)
Another model which is developed by V. Uma and Dr. R. Mary Metilda in a journal article
titled as - Employer Branding - A conceptual framework provides an insight about the internal
factors that facilitates the employer branding in an organisation. The factors mentioned in the
model are - job security and promotion, career application of learning, social environment and
culture. The model as described by the authors is illustrated in the following section.

Fig.: Factors Influencing Employer Branding (Uma & Melitda, 2012, p. 111)

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

One highly significant internal factor influencing the employer branding efficiency has not yet
been explored by the models so far we have discussed, and it is the organizational culture. In a
thesis by Elina Poyry titled as Employer Branding Fashion or the Future? Investigation into
the Necessity of Employer Branding for Organisations to Attract Talent, the author has cited a
model, which is basically adopted from Martin (2007), showing the active role of
organizational culture in regulating employer branding practices. The model is illustrated
below:

Fig.: Storyline to Capture the Process of Employer Branding (as cited by Poyry, 2012, p. 14)
The model cited by Emma Melin of Lulea University of Technology, Sweden involves the
different factors influencing the employer branding process and demographic factor is one of
them. This factor has been assigned with a significant weightage in a model propounded by V.
Lale Tuzuner and Cenk Arsun Yuksul. The concept illustrated by these authors has already
been discussed in our literature review section. The readers are requested to refer to the same.
The mode is presented underneath.

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Fig.: Relationship between Demographic Characteristics and Employer Branding (Tuzuner &
Yuksel, 2009, p. 52)
The consumer-based brand equity framework presented by Swait, Erdem, Louviere, &
Dubelaar, (1993) and modified and cited by Wilden, Gudergan, & Lings, (2010) is illustrated
underneath:

Fig. Conceptual Framework for Employee-Based Brand Equity (as cited by Wilden, Gudergan,
& Lings, 2010, p. 69)
*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Based on the signaling theory of marketing management, the authors have inferred that the
perception of potential employees about employer brand is determined by brand signals. This
article has been reviewed in our literature review section and the readers are requested to refer
to the same for details.
Last but not the least, we have considered another model explaining relationship between
employer branding and organizational profitability. Basically this model is modified and cited
by Eshoj (2012). This model states how employer branding creates values for organizations.
The implications of this study is discussed at length in our literature review section. The mode
is as follows:

Fig.: How Employer Branding Creates Values for Organizations (as cited by Eshoj, 2012, p.
17)
The concepts obtained from the above-mentioned models lay down a foundation for
proposition of a model grossly synthesized with new points of view. In the following section,
we have attempted to develop a model based on conceptual framework that has been discussed
so far. Our model; however, does not contain any empirical input from our side.

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

Synthesis of Model on Employer Branding with Illustration and Explanation:

Attainment of
Organizational Goal and
Consequent Growth

Job Changers

Strategy Modifiers
External
Intense Competition on
Acquiring Best Talents

Employer Brand Signals

Labor
Market

Response to Brand Signals

New
Entrant
s

Response Modifiers
External:

Employee
Developme
nt & Growth

Employee
Retention

Brandi
ng
Strateg
ies

Optimal
Organizatio
nal Culture
& Practices

Human
Resource
Manageme
nt
Dimension
s

Technological
Challenge
rs

Integrator
s

Sociocultural
Political-Legal

Fig.: Model Developed by Authors Delineating Relationship between Employer Branding and
Organizations Performance

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

The model presented above, is a synthesized approach with the concepts obtained from the
models discussed already in the previous section. The initiation point for this model is the
labor market where two types of entrants are grossly observed the new entrants like fresh
graduates or postgraduates and job changers, the experienced professionals who want a job
change. The new entrants can further be classified into two categories like challengers, who
prefers challenging work environments and less concerned about the employer brand values,
and on the other hand, the integrators who are much more focused on employer brand values
(Tuzuner & Yuksel, 2009). The job changers are quite understandably cautious and selective
about the employer brand.
Labor market itself is a strategic location for the recruiters.

At the face of cut-throat

competition and fragility, the enterprises like to reap the best talents. Now, the question is who
will win the game? It is evident that the best strategists who are able to generate the employer
brand signal will be at the leading position (Wilden, Gudergan, & Lings, 2010). Additionally,
we have perceived the role of external modifier of employer brand strategy and the moderator
is the intense labor market competition. Once the branding signal received by the job aspirants,
the time comes for them to respond to that. We have tried to synchronize the role of external
factors in modifying such responses. In an effort to elucidate the role, we can say that the role
of technological, sociocultural, and political-legal environmental factors are highly significant
in regulating such decision making on employer preference by the job seekers. Let us view the
role of social networking websites nowadays. Comprehensive globalization has taken place
through these tools involving technological and sociocultural attributes. Decisions are highly
being influenced by these sociocultural interactions beyond the cross-cultural boundaries.
Internet has helped having all possible job searching resources easily as well as subsequent
verifications about employer credential can also be done comfortably.

This definitely

influences the employees' choice about employers. The impact of political and legal factors are
equally vital because the labor regulations are relaxed, the organisations without unions are no
more a rare sight. Therefore, job seekers who used to be skeptical about the organizations'
well-being due to the corporate-union scuffle, are much more focused on individual growth and
are eager to join such erstwhile "forbidden" organisations. It is noteworthy that flexible labour
market has induced enhanced employment worldwide and the performance of enterprises is

*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

much more satisfactory in non-unionized firms compared to its unionized counterparts (Hirsch,
1990).
Once the response is received by the Human Resource Management department, it starts
acquiring and acclimatizing the manpower through the standard human resource process like
selection, induction, training, and placement etc.

The new employee gradually finds

himself/herself at convenient position and this acclimatization process is governed by the other
cultural dimensions like leadership, group dynamics, team dynamics etc. These dimensions
along with the acclimatized employees having sense of belongingness with organization nurture
the organizational culture. If not the best, at least an optimal organizational culture leads to
employee motivation, hence retention. (Eshoj, 2012). This favorable organizational culture in
turn promotes the employer branding strageies by sending the branding signal like -"our
organisation is a good place to work" to the prospective employees.
Our model delineates the relationship between three interlinked attributes - HRM dimensions,
organizational culture, and employer branding strategies.

These attributes are obviously

interlinked and overlapping in function; however, they are independent in nature and no
commonly shared area is observed in the diagram. The curved arrows indicate the contribution
of each attribute towards the other one.
Employee retention is strengthened with the practice of employee development. Employee
development is large carreid out by training and development as well as employee
empowerment practices. Once the employees are developed in terms of their knowledge, skill,
movitation, and performance levels, it is bound to contribute towards the attainment of
organizational goals. Attainment of organizational goal is synomously aligned with excellent
organizational performance.

Employer Branding and Organisational performance:

The concept of employer branding has emerged in to the corporate world to solve two most
important questions i.e. talent attarction and talent retention. This could be the answer for many
organisation to imporve there organisational performance. In this paper we have tried to
emphasise the relationship between employer branding and its impact on organisational
*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

performance. In recent study by Whirlpool Corporation it has been established that, if an

organisation implement the employer branding strategies in line with the HR and corporate
strategy the impact can be identified in the organisational performance. In there own conduct
they have been able to successfully increase in few areas of there performance. Because if the
organisation has good reputation in the market it will attract talented people and if if their
expectation is well fulfilled through EVP then they will contribult at their level best.

Brand indicator

Results

Talent Attraction metrics:

Hiring turnaround time

Reduction from 50 days to 35 days

Campus slots

14 days to 0 slots

Hires from fortune 500 companies

37% of newhires

Talent Retention Metrics:

Overall Attrition

Reduction from 22% to 16% in 2 years

Top Talent attrition

Reduction from 7% to 6% in 1 year

Talent Engagement:
Overall engagement

Overall engagement has improved

External Recognition:
Aon Hewitt Best employers to work for in
*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

India

GPTW Institute Best companies to work

for in India

Mercer Top companies to work for

Source:

WHIRLPOOL CORPORATION

Employee Satisfaction as indicator for organizational performance:

There are various scientific definitions of the term employee satisfaction. The probably
simplest definition of employee satisfaction is defined by Professor Weiss (2002) as a positive
(or negative) evaluative judgment one makes about ones job or job situation. (Brief A. &
Weiss H., 2002). This definition does not consider the reasons why an employee makes an
indication whether he/she is or is not satisfied with their current job situation. Also, it does not
take into consideration whether the judgment of the employee is only temporary or long-term.
However, for the creation of a satisfaction-indicator, these factors are only of preliminary
relevance, since this inaccuracy will affect the variance of the indicator in the same way across
time. Based on different methodology, a large number of measuring instruments for job
satisfaction were developed. The reasons for this diversity in measuring instruments are subject
to the different objectives in drawing up the criteria and the measures of job satisfaction. A
further difficulty is that there are different operational definitions, the respective designs of the
instruments have been based on. (Mertel B., 2008). Organizations collect information either
through 360-degree feedback or employee surveys in written and oral form. These surveys vary
by organization and by goal of the measurement. Through 360-degree feedbacks, employee
opinions and employee satisfaction can be assessed from different perspectives such as the
view of the organization, supervisors, colleagues or team members; this research it is not
directly focused on employee satisfaction, but also on performance assessment. Previous
research has proven that employee satisfaction does have a positive influence on employee
involvement (van van Wegge J. et al., 2007), performance of employees (Wright T., 2007), the
*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

employees customer satisfaction (Stock 2009) and many other factors. A positive attitude
towards the company can result in higher creativity of employees, more innovation, more
participation in workshops and discussions, decline in sick leave times and higher loyalty.
(Schller A., 2010).
Implication of the study:
The implementation of this model will provide a strategic framework for employers and will
also help them to enhance the performance of the employees as well as the organisation.
1. It will help to maintain a strategic linkage between corporate, HR and retention
strategies.
2. A collaborative approach will help organisation to implement the retention strategy at
different levels of the organisation.
3. Effective HRM involves understanding the ways in which policies and procedures
influence an employees job satisfaction and organisational commitment.
Scope of Future Research:
Our model being a conceptual one does have some limitations of making certain assumptions
about ideal conditions. However, it leaves a wide area of open for empirical testing. The
relationship depicted in the model can be assessed through development of cases or
comparative analysis between organizations operating in same and/or different industrial
domains. We have further observed that majority of the studies on employer branding have
been conducted in countries other than India. It, therefore, allows the researchers to reproduce
the studies in Indian scenario and we expect our model to serve as a guideline for them to
conduct the studies.
CONCLUSION:
Today, an effective employer brand is essential for gaining competitive advantage. Increasingly,
Indian corporations are becoming intentionally strategic to utilize the employer brand to attract
and retain talent for the expansion and growth. The increasing focus on competitive advantage
is leading many Indian firms to rethink their employer brands. A powerful employer brand has
the capacity to attract and retain talent and represent quality to its customers, with the goal of
gaining global recognition in a sustainable manner. The right kind of employer branding has
*Assistant Professor at Cyber Research & Training Institute, Burdwan, and a Ph.D. scholar at
The University of Burdwan.
**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
scholar at The University of Burdwan.

also plenty of advantages as it provides a personality to the company and helps structure
recruitment. It pulls in the right kind of candidates and spells out the companys expectations
from them right at the beginning. Most importantly, it ensures that the best employees stay on
longer, thus allowing the company to carry on its operations smoothly. Ultimately, the key to a
successful employer brand is to ensure that expectations are fully aligned with the realities of
working for the organization.

Bibliography:
Berthon, P., Ewing, M., & Hah, L. L. (2005). Captivating Company: Dimensions of
Attractiveness in Employer Branding. Internationla Journal of Advertising, 24(2), 151172.
Eshj, P. A. (2012, October). The Impact of Employer Branding on The Formation of The
Psychological Contract. MACC Master Thesis. Aarhus, Denmark: Department of
Business Communication, Aarhus University.
Lee, C., Liu, J., Rousseau, D. M., Hui, C., & Chen, Z. X. (2011). Inducements, Contributions
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**Assistant Professor at International Institute of Business & Excellence, Asansol, and a Ph.D.
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