IMPACT OF EMPLOYERS BRANDING ON NEW BUSINESSES IN BAYELSA STATES

CHAPTER ONE

INTRODUCTION

1.1 Background of the study

The most effective instrument for recruiting, engaging, and maintaining the proper personnel fit that will help leaders build their firm is the employer brand. In theory, brands may be thought of as a collection of symbols that reflect a number of concepts and traits, the end result of which is an organization's public image, character, or personality. Employer brand is defined as a brand that distinguishes a company from its rivals in the labor market ( Barrow,2005).

HR marketing that is well-adjusted is now a trend that impacts not only management but also employees. An organization's internal environment has an influence on its external environment. Employees are the most significant ambassadors of an employer's brand, not just because of the logo, history, quality of goods and services, and so on (Edwards and Edwards, 2013). Because most employees interact with others on a daily basis, they may speak – directly or indirectly – about the company in which they work: they may recommend the company's products and services to their friends and family, they may present their company as a suitable employer to others, and so on. When there is a shortage of skilled people with acceptable skills, these are the major facts that an employer should be concerned about (Elving et al., 2012). According to Minchington (2016), any firm may engage in HR marketing on five levels, the first of which entails a dialogue with a single individual, most typically an HR department representative, who is responsible for resolving these concerns. The fifth stage, on the other hand, is when all managers have been schooled in employer branding and are aware that each choice they make has a significant influence on HR marketing. According to (Minchington, 2016), working with an employer's brand and building a suitable HR marketing plan must involve a business strategy that lays a holistic emphasis on three pillars: customers, employees, and the organization's financial success. Organizations that favor just one of the three aspects are not long-term viable (Minchington, 2016; Grabara, 2013). However, it is critical to recognize that if HR marketing is to assist in the development of a strong employer brand, it must only function with accurate information that existing and future workers can relate to (Grabara, 2013). According to the findings, an employer's brand must pay attention to the requirement to express the organization's basic values in order to be viewed as a desirable employer establish a place for present workers to develop their abilities, stimulate creativity, and instill pride in the organization's goods and services among employees (Helm, 2011; Saini et al., 2014). According to (Neumeier, 2006), "branding" is often used in marketing, but the phrase "employer branding" is relatively new. According to Achana(2014), most employees who are looking for employment would choose a well-known company over an unfamiliar one. According to (Minchington, 2016), a strong employer brand enhances the favorable perception of stability, prosperity, and the good reputation of the topic in the eyes of prospective recruits. According to (Bursová, 2009), employer branding is a difficult process that must affect all present and future stakeholders. Employer branding is important in the realm of employee engagement and activation, as well as in the search for new prospective applicants for different job positions in businesses. Employer branding increases the number of candidates for a single position. Employer branding, according to Wilden et al. (2010), is a collection of psychological, economic, and functional advantages that link prospective workers with their companies. As validated by Van Mossevelde's findings, knowing about these advantages helps firms develop an appealing and competitive employer brand, promote knowledge-sharing across generations of workers, and boost competitive advantage (2014). As a result, the emphasis should be on the potential and methods for promoting employer branding today and in the future.

1.2 Statement of the problem

According to Helm(2011), an appealing employer brand is a mix of concrete and intangible characteristics such as the package of employee perks, the culture and work environment, management engagement, and the brand's image and reputation, which are all validated by Helm (2011). In contrast to branding in the consumer context, branding is still not acknowledged as a major marketing strategy. The challenge for brand managers is to tackle these issues and design rules that will allow their brand to reach its full potential in and across numerous markets at the same time. This necessitates the creation of a generic framework that can be used across the board to achieve branding consistency. A consistent framework ensures that global brand management not only speaks the same brand language as local brand management, but also takes the same procedures; it also becomes clear whether internal or external causes are influencing certain communities or sub-parts exclusively. Hence the need to look into impact of employers branding on new businesses in Bayelsa state.

1.3 Objective of the study

The primary objective of the study is as follows

1.        To examine the challenges of employee branding on a new business.

2.        To evaluate the benefit of employee branding on a new business.

3.        To find out the importance of employee branding on a new business.

4.        To find out strategy to improve employee branding for a new business.

1.4 Research Questions

The following questions have been prepared for the study

1)        What are the challenges of employee branding on a new business?

2)        What are the benefit of employee branding on a new business?

3)        What are  the importance of employee branding on a new business?

4)        What are the strategy to improve employee branding for a new business?

1.5 Significance of the study

This study focuses on the impact of employers branding on new businesses. Hence this study will be significant to private organizations and entrepreneurs as they will be exposed to the need to brand their product in other to be different from other market competitors.

The study will be of benefit to the academic community as it contribute to the existing literature.

1.6 Scope of the study

This study will examine the challenges of employee branding on a new business. The study will also evaluate the benefit of employee branding on a new business. The study will further find out the importance of employee branding on a new business. Lastly, the study will find out strategy to improve employee branding for a new business. Hence this study will be delimited to selected entrepreneurs in Bayelsa state.

1.7 Limitation of the study

for the researcher.This study was constrained by a number of factors which are as follows:

 just like any other research, ranging from unavailability of needed accurate materials on the topic under study, inability to get data

Financial constraint , was faced by  the researcher ,in getting relevant materials  and  in printing and collation of questionnaires

Time factor: time factor pose another constraint since having to shuttle between writing of the research and also engaging in other academic work making it uneasy

1.8 Definition of terms

Employee branding: it is about how your employees value you as an employer. 

REFERENCES

Archana, L., Nivya, V. G., Thankam, S. M. (2014). Recruitment through social media area:Human Resource. Journal of Business and Management, 1, 37-41.

Barrow, Simon. (1996), “The employer brand”, The Journal of Brand Management, Vol. 4 No. 3, pp. 185-205.

Bursová, I. (2009). Ma smysl v teto době budovat zaměstnavatelskou značku? A jak na to?Available at http://www.hrmanager.cz/files/hrforum0309.pdf (accessed May 2015).

Edwards, M. R., Edwards, T. (2013). Employee responses to changing aspects of the employer brand following a multinational acquisition: a longitudinal study. Human Resource Management, 52(1), 27-54.

Elving, W. J. L, Westhoff, J. J. C., Meeusen, K., Schoonderbeek, J. W. (2012). The war for talent? The relevance of employer branding in job advertisements for becoming an employer of choice. Journal of Brand Management, 20(5), 355-373.

Grabara, J. (2013). Employer’s expectations towards the employees from the marketing and management department. Polish Journal of Management Studies, 7, 58-70

Helm, S. (2011). Employees' awareness of their impact on corporate reputation. Journal of Business Research, 64(7), 657-663.

Minchington, B. (2016). People Management Forum, 5, 10.

Neumeier, M. (2006). The Brand Gap. 2. vyd. Berkeley: New riders.

Saini, G. K., Rai, P., Chaudhary, M. K. (2014). What do best employer surveys reveal about employer branding and intention to apply? Journal of Brand Management, 21(2), 95-111.

Van Mossevelde Ch. (2014). What is Employer Branding? Available at http://universumglobal.com/2014/03/whatis-employer-branding/ (accessed May 2015).

Wilden, R., Gudergan, S., Lings, I. (2010). Employer branding: Strategic implications for staff recruitment. Journal of Marketing Management, 26, 56-73.

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