雇主品牌的優勢

摘要：雇主品牌是如何幫助組織實現其目標？ 雇主品牌的主要優勢包括其情感利益，經濟利益，增強招募，讓員工感覺到自己的組織或公司是他們最好的選擇。

關鍵詞：雇主品牌 員工最佳選擇 優勢

1. Emotional Benefits

People’s emotional attachment to their employer tends to be driven by the value they derive from the total work experience， including the inherent satisfaction they derive from the tasks they perform， the extent to which they feel valued by their colleagues， and their belief in the quality， purpose and values of the organization they represent. (Barrow and Mosely， 2005) It is more like a psychological contract and people show more engagement and commitment to perform and achieve their results.

2. Financial Benefits

In the 2003 CIPD report， Martin and Beaumont argue that ‘branding has becomes the critical source of competitive advantage for many organizations’’ and that HR practitioners ‘have much to offer in the branding process’. (CIPD， 2003). They argue that employer branding activities help to increase the quality and loyalty of staff in order to leading better organizational performance. Consequently employee and employer branding increase profits and market share.

3. Recruitment

The application of branding principles to human resource management has been termed ‘employer branding’. Research has highlighted the recruitment of employer branding. A survey from CIPD (2008) mention that employer branding is increasingly cited as critical a factor in the war for talent. Research from the CIPD shows that around three-quarters (75%) of organisations use employer branding as recruitment tool and believe it is effective. According to Fernon (2008)， the CIPD employer branding conference reflects the growing importance of employer branding in creating competitive advantage for businesses. Successful employer brands improve organizational performance in the key business areas of recruitment， employee retention and engagement. It is also important to remember that being an ‘employer of choice’ is not only about recruiting the best talent， it means engaging current employees to ‘live the brand’ resulting in amore productive and loyal workforce.

A strong employer brand attracts better applicants (Collins and Stevens， 2002; Slaughter et al， 2004). Taylor (2005) defines recruitment as a positive activity that involves employers selling themselves to individuals in the labour market. A further definition offered by Newell (2005) talks of attracting people who will make a contribution to the organization through a role or job.

Employer branding may have positive impact on an organizations recruitment activities. A good employer branding may also attract individuals who identify with the credentials of the brand giving the organization concerned an advantage over its competitors when recruiting. In short， employer branding may be a useful tool but it is not a complete solution to recruitment difficulties.

4. Retention

In organizations with positive employee relations and enhanced public reputation， it is reasonable to expect to find lower turnover and recruitment costs together with increased commitment and enhanced work performance. To keep the most talented people is the main objective for employer branding. If an organization got good employer branding， the employees are less likely to leave. Organizations need employees to feel they improve as the companies improve. Backhaus and Tikoo (2004) identified two assets of a branding approach， brand associations and brand loyalty; it is the latter of these， which is said to have the most relevance for avoiding unwanted turnover. It is suggested that the perceived benefits of brand loyalty include an increased sense of commitment， and willingness to work hard and to stay with the firm. Backhaus and Tikoo (2004) go on to suggest that brand loyalty can itself be divided into two aspects， a behavioral element relating to organizational culture and an attitudinal element relating to organizational identity. They argued that employer branding can influence both of these to create and reinforce brand loyalty. It seems that if employees have more loyalty and commitment to their work， they will be less likely to consider leaving. This view is supported by Martin and Beaumont (2003) who argue that the retention is improved as a result of employees enjoying ‘living the brand’. (cited by Edwards， 2005)

Secondly， give new employees jobs suited to their talents， and respect and engage their interest so they can succeed. Highly skilled workers want to be challenged and stimulated in their jobs and give this approach opportunity to learn and grow with the company. Larkan (2006) also supports “Offer opportunities for growth and recognition based on respect. People like a challenge and they like to feel proud of where they work.” For instance， Costa’s believe treating people well with respect. Thus， employees take a greater interest in their work and the well-being of the organisation.

Thirdly， if staff turnover is lower than competitors， it will provide obvious advantage in terms of costs， and strong employer brands tend to enjoy higher levels of employee retention. Thus， by reducing turnover costs and recruitment costs， the reputation as a best employer can also contribute to a firm’s financial performance.