Strategic Level Management Contribution to Corporate and Employer Branding - Example

The paper "Strategic Level Management Contribution to Corporate and Employer Branding" is an outstanding example of a management capstone project. Employer brand entails a set of qualities and attributes mostly intangible that promises a specific employment experience and uniqueness of the organization. This concept mainly appeals to people who perform and strive to their best in corporate culture. According to Tikoo (2004), employer branding connects members, culture and organizational identity hence shaping the daily lives of employees and reinforces corporate heritage, company anecdotes, attitudes and values. Employer Brand image is a synergy of the various organizational aspects such as Human Resource, current company brand positioning, strategic management, tactical orientation and Communication (Jiang and Iles 105). This also has to incorporate all the departments and functions if they are to build the overall reputation, image, mission, vision and objectives of the organization.

The brand connects values, people strategy and Human Resource (HR) policies to organizational mission and vision. Employer branding is important in the sense that it not only influences employee performance but also enhances employee loyalty. In today’s competitive environment, most companies have been forced to undertake employer branding to attract and retain the best talent in the market (Lievens 59). As companies desire to be employers of choice, they aim at focusing on both long term and short term goals in recruitment and talent achievement among front-line workers, professionals and managers.

Employer branding changes the culture, strategy and works in attracting and retaining talent in the organization. Most companies have incorporated talent management metrics in a bid to track progress and work in becoming an employer of choice. Branham (2005) asserts that the hurdle of many senior executives in pegged on talent hiring and retention. Majority of them put pressure on the HR department to solve the turnover issue and seek best practices from other organizations. This is a bit challenging as the company may not fit the business strategies of other firms. He advises a reduction in hiring in cases where the company has a pool of adjunct staff, part-time workers and a pool of temporary staff. The culture of performance in customer service is adversely affected (Lyon and Marler 65).