EMPLOYER BRANDING: GENERATION Z JOB-SEEKING/EMPLOYMENT EXPECTATIONS
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Аннотация
INTRODUCTION 7
Background 7
Research goal, questions, objectives of the study 10
CHAPTER 1. THEORETICAL FRAMEWORK 11
1.1 Employer Branding Concept 11
1.1.1 Employer Attractiveness 11
1.1.2 Employer Brand & Employer of Choice 12
1.1.3 Employer Branding 14
1.2 The concept of Generation 19
1.2.1 Generational gap in context of Employer Branding 22
1.2.2 Generation Z (characteristics) 23
1.2.3 Generation Z (Workplace / Employment Expectations) 25
CHAPTER 2: RESEARCH METHODOLOGY 28
2.1 Research Approach 28
2.2 Research design & method 30
2.3 Data Collection 31
2.4 Reliability and Validity 32
CHAPTER 3: RESEARCH RESULTS 34
3.1 Key Findings (Background) 34
3.2 Research results 38
3.3 Key Findings (Job-Seeking Behavior) 40
3.4 Discussion of finding and results 43
3.5 Limitations and Future Research 44
CONCLUSION 46
List of References 48
Appendix 1 Survey Questionnaire (English) 53
Appendix 2 Survey Questionnaire (Russian) 58
INTRODUCTION 7
Background 7
Research goal, questions, objectives of the study 10
CHAPTER 1. THEORETICAL FRAMEWORK 11
1.1 Employer Branding Concept 11
1.1.1 Employer Attractiveness 11
1.1.2 Employer Brand & Employer of Choice 12
1.1.3 Employer Branding 14
1.2 The concept of Generation 19
1.2.1 Generational gap in context of Employer Branding 22
1.2.2 Generation Z (characteristics) 23
1.2.3 Generation Z (Workplace / Employment Expectations) 25
CHAPTER 2: RESEARCH METHODOLOGY 28
2.1 Research Approach 28
2.2 Research design & method 30
2.3 Data Collection 31
2.4 Reliability and Validity 32
CHAPTER 3: RESEARCH RESULTS 34
3.1 Key Findings (Background) 34
3.2 Research results 38
3.3 Key Findings (Job-Seeking Behavior) 40
3.4 Discussion of finding and results 43
3.5 Limitations and Future Research 44
CONCLUSION 46
List of References 48
Appendix 1 Survey Questionnaire (English) 53
Appendix 2 Survey Questionnaire (Russian) 58
In today's corporate environment, technological progress, and changes in demographic structure (i.e. urbanization), as well as the emerging tendency of D.E.I. (Diversity, Equality, and Inclusion), have caused various disruptions including a greater emphasis on knowledge, innovation, and technology, as well as intense competition for recruiting and keeping a high- quality staff. Competition isn't only about attracting customers; it's also about attracting high- capability personnel, which is one way to boost a company's profitability. Employer branding is one method of attracting exceptional individuals to the business and ensuring that potential workers and organizations have a shared vision in order to provide outcomes that satisfy expectations (Lindholm, 2018).
Organizations all over the world must be prepared with appropriate assets, particularly effective human resources, to adapt to these changes. Because people are seen as the most precious asset, attracting the essential employees to a business is regarded as a top priority. As a result, recruiting is unquestionably the most crucial company activity (Van Hoye & Lievens, 2009).
Organizations strive to run as profitable a company as conceivable. Financial performance, market share, and return on investment are all examples of success. Despite of concept, the base remains the same for all businesses, particularly human resources. The method used to achieve goals that lead to a successful outcome is crucial. As a result, businesses place a strong emphasis on the new and existing staff who fought to attain organizational target. As a result, human resources may be viewed as a significant advantage for one firm over another, raising the question of how a corporation can recruit and retain qualified personnel to attain competitive advantages. Employer branding is now a critical factor for businesses, as it allows for the recruitment of competent employees as well as the potential for competitive advantages (Stahl et al., 2012).
Barney (1991), in his widely referenced essay "Firm Resources and Sustained Competitive Advantage," stated that human resources, primarily people, produce competitive advantages. Thus, resource-based perspective, often known as RBV, is a concept of management character was founded. Companies can gain competitive advantages by utilizing strategic and organizational resources, according to the framework. This means that HR enable businesses to build capabilities and competences that may be leveraged to produce superior benefits that are exclusive to the resource's owner. Personnel are not only valued, unique and priceless; they also have intangible assets and abilities that are difficult to duplicate. As a result, businesses who are able to hire such workers are more likely to gain a competitive edge. As previously said, attracting and retaining personnel to gain sustainable competitive advantage has become a significant issue for businesses (Stahl et al., 2012).
Therefore, the resource-based perspective and the idea of competitive advantage underscore the need of ongoing employer branding strategy for firms. It should be highlighted, however, that while the resource-based perspective is not directly related to the notion of branding, nevertheless it is relevant. One may argue that the notions overlap because the resource-based approach emphasizes the significance of human resources in creating competitive advantages, and companies have to understand how else to promote business for attraction of these resources to obtain competitive advantages.
Nowadays, many people have changed their mindset as a result of the traditional layoffs culture: instead of a secured and fixed position in company and commitment to a single employer, people are now more interested in their own career path, with a strong focus on individual growth, advancement of professional skills and further marketability in the future (Collins & Kanar (2014). To put it another way, workforce nowadays is not afraid to actively seek for better work alternatives outside of their existing company. Furthermore, in order to obtain a competitive edge, an increasing number of businesses are trying to attract, and hire employees from other companies. Therefore, all businesses seeking to recruit and retain highly desired personnel must eventually engage in a so-called "talent war" (Van Hoye & Lievens, 2009).
As the demand for talent grew in both quantity and quality, while the supply of high-quality labor could not keep up, a severe and urgent labor shortage developed and is still developing (Lievens et. al., 2016). Finding talented employees gets more difficult every year - according to studies, the global talent deficit has increased by 80% in the previous ten years. (ManpowerGroup 2019).
Employer branding is one of the most common strategies firms use to manage recruiting difficulties (Martindale 2010, Ambler and Barrow 1996) Employer branding includes the activities aimed at influencing customer impressions of a brand as well as the reputation of a firm as an prospect employer. This concept may be defined as the process of blending traditional branding ideas with human resource management. This term has evolved into its own conception in particular fields of marketing and brand management. Nowadays it is a critical component for businesses that want to stay competitive (Backhaus & Tikoo, 2004). Researchers who worked in this field of research focused on the growth of brands actions and centralization in the marketing secto. Employer branding aims to establish an atmosphere in which a company's image is one of an excellent workplace. When the guarantee and attainment of employer branding enable the inspiration, retention, and attraction of the most relevant talents for the organization, the aim is to build an emotional relationship with the greatest talents and to provide potential workers significant benefits (Parmar, A. (2014).
As previously said, companies must distinguish themselves from rivals in terms of branding and corporate identity. The relevance of organizational difference, on the other hand, is emphasized in a variety of ways. Another crucial source of uniqueness for businesses is their ability to recruit and retain exceptional employees. The unemployment level in today's society is short, and as a consequence, the market for attracting and retaining the best-qualified individuals has become extremely competitive (Worldbank, 2021).
Nowadays, companies must deal with generational cohort of workers on the job market. A generation is defined as "a group of individuals or cohorts that share a birth year and experiences as they move through time together, affecting and being impacted by a range of crucial circumstances," (Kupperschmidt (2000, p. 66).. When it comes to enticing new employees, companies should consider tailoring their employer branding approach to the generation they want to hire. This may be accomplished in a variety of ways and particularly by employer branding. These variables influence each generation's way of thinking, values, attitudes, and behaviors.....
Organizations all over the world must be prepared with appropriate assets, particularly effective human resources, to adapt to these changes. Because people are seen as the most precious asset, attracting the essential employees to a business is regarded as a top priority. As a result, recruiting is unquestionably the most crucial company activity (Van Hoye & Lievens, 2009).
Organizations strive to run as profitable a company as conceivable. Financial performance, market share, and return on investment are all examples of success. Despite of concept, the base remains the same for all businesses, particularly human resources. The method used to achieve goals that lead to a successful outcome is crucial. As a result, businesses place a strong emphasis on the new and existing staff who fought to attain organizational target. As a result, human resources may be viewed as a significant advantage for one firm over another, raising the question of how a corporation can recruit and retain qualified personnel to attain competitive advantages. Employer branding is now a critical factor for businesses, as it allows for the recruitment of competent employees as well as the potential for competitive advantages (Stahl et al., 2012).
Barney (1991), in his widely referenced essay "Firm Resources and Sustained Competitive Advantage," stated that human resources, primarily people, produce competitive advantages. Thus, resource-based perspective, often known as RBV, is a concept of management character was founded. Companies can gain competitive advantages by utilizing strategic and organizational resources, according to the framework. This means that HR enable businesses to build capabilities and competences that may be leveraged to produce superior benefits that are exclusive to the resource's owner. Personnel are not only valued, unique and priceless; they also have intangible assets and abilities that are difficult to duplicate. As a result, businesses who are able to hire such workers are more likely to gain a competitive edge. As previously said, attracting and retaining personnel to gain sustainable competitive advantage has become a significant issue for businesses (Stahl et al., 2012).
Therefore, the resource-based perspective and the idea of competitive advantage underscore the need of ongoing employer branding strategy for firms. It should be highlighted, however, that while the resource-based perspective is not directly related to the notion of branding, nevertheless it is relevant. One may argue that the notions overlap because the resource-based approach emphasizes the significance of human resources in creating competitive advantages, and companies have to understand how else to promote business for attraction of these resources to obtain competitive advantages.
Nowadays, many people have changed their mindset as a result of the traditional layoffs culture: instead of a secured and fixed position in company and commitment to a single employer, people are now more interested in their own career path, with a strong focus on individual growth, advancement of professional skills and further marketability in the future (Collins & Kanar (2014). To put it another way, workforce nowadays is not afraid to actively seek for better work alternatives outside of their existing company. Furthermore, in order to obtain a competitive edge, an increasing number of businesses are trying to attract, and hire employees from other companies. Therefore, all businesses seeking to recruit and retain highly desired personnel must eventually engage in a so-called "talent war" (Van Hoye & Lievens, 2009).
As the demand for talent grew in both quantity and quality, while the supply of high-quality labor could not keep up, a severe and urgent labor shortage developed and is still developing (Lievens et. al., 2016). Finding talented employees gets more difficult every year - according to studies, the global talent deficit has increased by 80% in the previous ten years. (ManpowerGroup 2019).
Employer branding is one of the most common strategies firms use to manage recruiting difficulties (Martindale 2010, Ambler and Barrow 1996) Employer branding includes the activities aimed at influencing customer impressions of a brand as well as the reputation of a firm as an prospect employer. This concept may be defined as the process of blending traditional branding ideas with human resource management. This term has evolved into its own conception in particular fields of marketing and brand management. Nowadays it is a critical component for businesses that want to stay competitive (Backhaus & Tikoo, 2004). Researchers who worked in this field of research focused on the growth of brands actions and centralization in the marketing secto. Employer branding aims to establish an atmosphere in which a company's image is one of an excellent workplace. When the guarantee and attainment of employer branding enable the inspiration, retention, and attraction of the most relevant talents for the organization, the aim is to build an emotional relationship with the greatest talents and to provide potential workers significant benefits (Parmar, A. (2014).
As previously said, companies must distinguish themselves from rivals in terms of branding and corporate identity. The relevance of organizational difference, on the other hand, is emphasized in a variety of ways. Another crucial source of uniqueness for businesses is their ability to recruit and retain exceptional employees. The unemployment level in today's society is short, and as a consequence, the market for attracting and retaining the best-qualified individuals has become extremely competitive (Worldbank, 2021).
Nowadays, companies must deal with generational cohort of workers on the job market. A generation is defined as "a group of individuals or cohorts that share a birth year and experiences as they move through time together, affecting and being impacted by a range of crucial circumstances," (Kupperschmidt (2000, p. 66).. When it comes to enticing new employees, companies should consider tailoring their employer branding approach to the generation they want to hire. This may be accomplished in a variety of ways and particularly by employer branding. These variables influence each generation's way of thinking, values, attitudes, and behaviors.....
Therefore, the empirical study met the thesis goals by supporting a number of key theoretical hypotheses concerning Generation Z job searchers' views of Employer Brand and their job-search behaviors in light of these perceptions. All 3 hypothesis were accepted. This proves that Employer Branding is essential for Generation Z and among instrumental and symbolic factors Career Development, Innovative and Adaptive Job, HR Development; Competence, Innovativeness, Sincerity are the most valuable respectively.
However, due to geographical and time constraints, the authors were unable to include several intriguing topics surrounding Employer Brand in the scope of the survey, such as the impact of people's actual backgrounds and beliefs on their perception of the Employer Brand and their job search behaviors. Some potential study branches were excluded from this research, such as circumstances of change of mind/opinions about the employer during the recruitment stage, the effects of previous rejection on subsequent application decisions, and some other in-depth aspects of the topics that may have captivated interest. Future longitudinal investigations of Gen Z perceptions of Employer Brand are also recommended, according to the authors, in order to more consistently confirm the findings given in this study. As a result, future researchers may want to go deeper into these subjects in order to uncover more useful components of the Employer Brand concept.
Based on the research findings, few recommendations to companies may be concluded in order to assist in developing an appropriate Employer Brand and communicating that Generation Z job-seekers. First and foremost, companies should reevaluate their present employer value proposition, including how internal stakeholders and the general public perceive them, and compare it to the image they want to project to the targeted prospects. This phase is essential because it sets the direction in which future Employer Branding initiatives will be directed. Companies would be able to effectively construct an effective Employer Branding strategy to develop, alter, or fix it to meet targeted applicants' values and demands if they had a comprehensive grasp of their present position and the discrepancy between the established brand image and the perfect image.
Secondly, it is critical that companies focus their branding efforts on establishing a genuine and consistent image. Employers can use the instrumental and symbolic elements identified by the authors in this study to create more appealing pictures for their desired brand. Generation Z, arguably more than any other generation, values honesty and honesty the most, making it vital for them to uncover those qualities in a potential employer. Employers who fail to establish an aspirational description that consistently and authentically reflects their real organizational culture and services risk losing out on highly desirable talent.
Finally, the authors advise companies to select the best method for effectively communicating their Employer Brand. Employers may want to focus their branding efforts on these channels to demonstrate their appearance among young talents, as suggested by the survey results. Generation Z job seekers most frequently come to job websites, social networks, and the company's own website to search for employer information, indicating that companies also might want to concentrate on their marketing initiatives on such channels to showcase their image among young talents. Companies must also make continuous attempts to maintain their image on communication media by paying enough attention to what stakeholders and the general public have to say about them. As digital natives, Gen Z has acquired the habit of double-checking information before making major decisions, requiring businesses to carefully establish and maintain a favorable Employer Brand across all media, including official material, reviews, and word-of-mouth. This can only be accomplished if organizations remain loyal to their Employer Brand in both words and deeds, and uphold their commitments to existing workers and stakeholders.
In practice, Employers might use these implications to be more transparent about what they would offer a potential or present employee in terms of employer branding features in practice. Employers may also want to consider branding themselves according to the culture they want to attract. Similarly, companies should think about how to promote themselves in a way that appeals to both men and women equally. In conclusion, companies may want to consider profiling their employer brand based on these three factors. Overall, the goal of this thesis is to provide a broad picture of the Employer Branding idea from the standpoint of recruiting for the youngest Generation Z. All presented data and conclusions should ideally provide important information that will assist employers in making sensible branding and recruitment investments in order to hire top talent.
However, due to geographical and time constraints, the authors were unable to include several intriguing topics surrounding Employer Brand in the scope of the survey, such as the impact of people's actual backgrounds and beliefs on their perception of the Employer Brand and their job search behaviors. Some potential study branches were excluded from this research, such as circumstances of change of mind/opinions about the employer during the recruitment stage, the effects of previous rejection on subsequent application decisions, and some other in-depth aspects of the topics that may have captivated interest. Future longitudinal investigations of Gen Z perceptions of Employer Brand are also recommended, according to the authors, in order to more consistently confirm the findings given in this study. As a result, future researchers may want to go deeper into these subjects in order to uncover more useful components of the Employer Brand concept.
Based on the research findings, few recommendations to companies may be concluded in order to assist in developing an appropriate Employer Brand and communicating that Generation Z job-seekers. First and foremost, companies should reevaluate their present employer value proposition, including how internal stakeholders and the general public perceive them, and compare it to the image they want to project to the targeted prospects. This phase is essential because it sets the direction in which future Employer Branding initiatives will be directed. Companies would be able to effectively construct an effective Employer Branding strategy to develop, alter, or fix it to meet targeted applicants' values and demands if they had a comprehensive grasp of their present position and the discrepancy between the established brand image and the perfect image.
Secondly, it is critical that companies focus their branding efforts on establishing a genuine and consistent image. Employers can use the instrumental and symbolic elements identified by the authors in this study to create more appealing pictures for their desired brand. Generation Z, arguably more than any other generation, values honesty and honesty the most, making it vital for them to uncover those qualities in a potential employer. Employers who fail to establish an aspirational description that consistently and authentically reflects their real organizational culture and services risk losing out on highly desirable talent.
Finally, the authors advise companies to select the best method for effectively communicating their Employer Brand. Employers may want to focus their branding efforts on these channels to demonstrate their appearance among young talents, as suggested by the survey results. Generation Z job seekers most frequently come to job websites, social networks, and the company's own website to search for employer information, indicating that companies also might want to concentrate on their marketing initiatives on such channels to showcase their image among young talents. Companies must also make continuous attempts to maintain their image on communication media by paying enough attention to what stakeholders and the general public have to say about them. As digital natives, Gen Z has acquired the habit of double-checking information before making major decisions, requiring businesses to carefully establish and maintain a favorable Employer Brand across all media, including official material, reviews, and word-of-mouth. This can only be accomplished if organizations remain loyal to their Employer Brand in both words and deeds, and uphold their commitments to existing workers and stakeholders.
In practice, Employers might use these implications to be more transparent about what they would offer a potential or present employee in terms of employer branding features in practice. Employers may also want to consider branding themselves according to the culture they want to attract. Similarly, companies should think about how to promote themselves in a way that appeals to both men and women equally. In conclusion, companies may want to consider profiling their employer brand based on these three factors. Overall, the goal of this thesis is to provide a broad picture of the Employer Branding idea from the standpoint of recruiting for the youngest Generation Z. All presented data and conclusions should ideally provide important information that will assist employers in making sensible branding and recruitment investments in order to hire top talent.
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