Employer Branding and its Effectiveness at Dynamic TV Network Limited - Research Proposal Example

Business and Research Methodology] [Employer Branding and its Effectiveness at Dynamic TV Network Limited] Name] [Date] RESEARCH TITLE The title of this research is "Employer Branding and its Effectiveness at Dynamic TV Network Limited". INTRODUCTION Dynamic TV was established in May 2002. Its test transmission started on 14th august 2002. Its regular transmission started on 1st October 2002. It provides content comparable with world-class television broadcasters. Dynamic is the fastest growing TV channel in its country with ratings exceeding all satellite delivered TV channels in the market. It has the widest distribution on cable systems with 100% carriage within 90 days of launch. Diverse cultural backgrounds and multi-ethnic origins add up to create a strong resource base at Dynamic. Each member makes a valuable contribution while overall functioning as a team. Committed to doing more for their country, Dynamic people remain dedicated and passionate about their work. (Smedley, 2007) Dynamic people are focused on broadening horizons and meeting new challenges. Creative and multi-talented, these fine individuals take pride in shaping the future of their country. The purpose of this research is to analyze the effectiveness of the employer branding strategies that have been implemented by the organization on their employees. This research would provide answers regarding the employer branding strategy and their validity in increasing the affinity of the employees towards the organization in which they are working. (Rowe, 2007) RESEARCH OBJECTIVES Hypotheses I. Employer branding is motivating for employees, but other factors like salary, benefits are de-motivating. II. All activities and events of Dynamic HR has a good reach, but due to high frequency, clutter happens and therefore, no impact. III. For employees, basic factors like employee benefits are more important than employer branding activities. IV. The vehicles (notice boards, standees, emails, events) being used to do employer branding are not that effective. LITERATURE REVIEW Employer branding, an unfamiliar term, is an emerging concept in human resource management. As times are becoming competitive, the need for acquiring key resources is understood by organizations. Human resource of an organization, offering both tangible and intangible aspects, is critical to the success of an organization today. The main objective of human resource departments is to attract, retain talented workforce that would complement the skills required by the organization to excel. Employer branding is a strategic tool, used for such a purpose. Employer branding is the creation of brand icon and representation in the eyes of current and prospective employees1. Described as a set of qualities and intangible characteristics by the guide, the activities make an organization striking, by promising prospective and current employees a certain kind of experience that would appeal to them to work to their best in the culture2. Employer branding is deliberate and carefully planned3. It can be termed as the marketing of the culture of an organization that the people should expect while working in the organization. (Fernon, 2008) Therefore, to portray the right idea across, vigilantly structured employer branding is required. Also, employer branding proves to be different for different organizations. No two companies are alike; hence the same mix of strategies will not work for all. The brand an organization wants to cultivate should be in sync with the values practiced within the organization in order to for it to work. Money well spent will be when such a brand is tried to be executed in which the employees believe in. Google, a company that hardly spends money building the sound brand name that they possess, is a fine example of how important it is for the employees to relate to the culture and brand. (Dooley, 2007) The movement of employer branding is gaining momentum; some experts have called it ‘bigger than HR’ itself. According to Mike Campbell from EasyJet, the corporate brand and the employer brand should be treated as one, because the employee perceptions of an organization are reflected in the customer’s perception. The company was able to augment employee contentment from 68% to 82% in a single year4. Employees are increasingly seeing employer branding as a means to retain talent in their organization. According to the CIPD’s Recruitment, Retention and turnover 2007 survey, 80% respondents’ main objective to having an employer brand was the attraction of recruits. About 57% stated that their aim was also to improve external perceptions about the organization5. The impact of employer branding on retention of talent is being recognized all over the world. Research studies have been conducted in the past that show phenomenal positive relation between employee satisfaction at work and employer branding techniques. Efforts of organizations towards this kind of branding are being acknowledged all over the world; Broadridge Financial Solutions (India) Private Limited has been award the ‘Talent Management Award’ in the regional category, by the Employer Branding Institute. The organization was amongst one of the four contenders from 2600 organizations from India6. RESEARCH METHODOLOGY The means and methods through which the data would be collected are of immense importance. In order to collect the most valuable of data from the vast resources present, the scale, data collection methods and analysis methods are very important. I. Data collection method: The data measurement method that will be used to research and test the hypotheses will be telephone interviews. The data collection method of telephone interviews consists of contacting respondents by telephone to gather responses to survey questions. Therefore, the research design is that of survey but it was done with the help of a telephone interview. The quality of data obtained by telephone will be comparable to that collected in personal interviews. Respondents usually are more willing to provide detailed and reliable information on a variety of personal topics over the telephone than in personal interviews. The speed of data collection will be a major advantage of telephone interviewing. Telephone interviews are also becoming relatively inexpensive. People also cooperate more with a telephone survey request. Around 216 employees of the organization will be called and taken a 5 - 6 minutes survey, which will be based on the questionnaire especially designed to test the various hypotheses which were extracted for this purpose. II. Measurement Instrument: The measurement instrument will be a questionnaire, designed in a simple and easy language as the HR of Dynamic is generally not that well versed in English language. They do not have business degrees; rather they are creative people, who have taken the media industry by storm. A total of 6 questions will be asked in the telephonic survey. The nature of the questions will be objective and there will be options provided at the end of each question. In other words, the questionnaire will be closed ended. The data that collected from the questionnaires will be a mix of nominal and ordinal data. III. Target Population: The target population for this research was the employees of Dynamic Television network. This target population was selected due to the reason that the effectiveness of the program under consideration could only be gauged by the employees. Employees of Dynamic television network are the only ones who have been exposed to the various activities and methods executed on them. IV. Sample: The sample selected for this research will be 10% of the total employee population of Dynamic Television Network. Out of the strength of 2160 employees, 216 people will be selected using probability sampling techniques. The reason for choosing probability sampling was firstly, the ease of information access and to increase the objectivity of the research. In order to analyze the impact of strategies on people from all departments of Dynamic, probability sampling served as the best option. V. Analytical Techniques: The standard coding and editing procedures will be applied for the analysis of the data that was collected. This will be done to eliminate interviewer errors and data entry errors that may have taken place during the collection of data. Although telephonic surveys reduce the chances of errors in data recording, care will be taken to reduce any other chances through which an error can occur. (Armstrong, 2006) After the editing and coding of the data collected, analytical tools such as bar charts and pie charts will be used to summarize the data and to identify important trends. To accomplish this, special software will be used, which is known as SPSS. Cross tabulation, graphs and charts will be analyzed with the help of this software and important trends identified. Hypotheses testing will be done, keeping univariate statistics in mind. If the frequency fell within the confidence interval of the sample, the null hypothesis would be rejected in favor of the alternate hypothesis. REFERENCES Online Journals: Kaski, T. (2007) Employer Branding Vital. Finweek, pages 50-52, Retrieved April 6th, 2010, from Business Source Premier Dooley, R. (2007). Branding, Trends, Communicable Diseases. HR Magazine, Volume 52, pages 31-32. Retrieved April 6th, 2010, from Business Source Premier Fernon, D. (2008) Employer’s Strike up the Brand. People Management. Volume 14, pages 47-47. Retrieved April 6th, 2010, from Business Source Premier Rowe, T. (2007) Passionate People. Finweek, pages 53-53. Retrieved April 6th, 2010, from Business Source Premier Smedley, T. (2007) Why Employer Branding is “Bigger than HR”. People Management, Volume 13, pages 12-12. Retrieved April 6th, 2010, from Business Source Premier General Press Releases. (February 9, 2009). Broadridge Financial solutions (India) receives Employer Branding Institute’s Award for Talent Management. Retrieved March 2, 2009, from www.press-releases.techwhack.com/32804-broadridge-2 Armstrong, M. (2006). A hand book of Human Resource management practice. Page 395. Kogan Kage Publishers. 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