Employer brand equity measurement
| Pages | 29-33 |
| DOI | https://doi.org/10.1108/SHR-08-2015-0068 |
| Published date | 08 February 2016 |
| Date | 08 February 2016 |
| Author | Dmitry Kucherov,Violetta Samokish |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
On a different note...
Employer brand equity measurement
Dmitry Kucherov and Violetta Samokish
Dmitry Kucherov is based
at the Department of
Organizational Behavior
and HRM, Graduate
School of Management,
Saint-Petersburg State
University, St Petersburg,
Russia. Violetta Samokish
is a Bachelor of Human
Resource Management at
the Graduate School of
Management,
Saint-Petersburg State
University, St Petersburg,
Russia.
Abstract
Purpose –This paper aims to assess the value of the employer brand through employer brand equity.
Design/methodology/approach –Based on the model of employer brand equity by B. Minchington,
the core employer brand assets (employer brand awareness, associations, loyalty, perceived
employment experience) for three large companies are measured and the total employer brand equity
strength is evaluated.
Findings –The paper demonstrates a quantitative approach to employer brand evaluation. It takes into
account the core target groups of the employer brand and could be the integrated tool for the
assessment of the employer brand equity strength and its separate assets.
Practical implications –In the paper, the universal formula for total employer brand strength
evaluation is proposed. It provides evidence that employer brand needs to be measured systematically
and depending on the value of its particular assets different employer brand activities should be
intervened.
Originality/value –The value of this paper is to provide the human resource team with a holistic set of
tools for employer brand measurement to comprehend the competitive position of the company as an
employer on the labor market.
Keywords Employer brand, Employer brand equity, Employer brand assets,
Employer brand strength
Paper type Conceptual paper
The high level of competition for talents forces companies from both developed and
developing countries to implement employer branding programs. In the founding
study by T. Ambler and S. Barrow, the employer brand was defined as “the package
of functional, economic and psychological benefits provided by employment, and
identified with the employing company” (Ambler and Barrow, 1996, p. 187). As such, the
employer brand concept emerged about 20 years ago in Europe as a response for
practical needs of business to attract qualified employees in the conditions of increasingly
competitive employment market.
Nowadays, the employer brand is a valuable intangible source of sustainable competitive
advantages for the firm not only to recruit the best applicants from the external market but
also to engage and retain talents inside. According to Martin et al. (2011, pp. 3618-3619),
employer brand is:
[. . .] a generalized recognition for being known among key stakeholders for providing a
high-quality employment experience, and a distinct identity which employees value, engage
with and feel confident and happy to promote to others.
For the past 20 years, the core interest was focused on employer brand image; in other
words, on the perceptions and associations of employer brand by potential applicants. It is
obvious that “[. . .] the employer brand image is a particularly significant predictor of early
decisions made by new recruits about their employers” (Knox and Freeman, 2006, p. 698).
DOI 10.1108/SHR-08-2015-0068 VOL. 15 NO. 1 2016, pp. 29-33, © Emerald Group Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 29
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