Master Thesis

WHAT IS THE FUTURE OF EMPLOYER BRANDING THROUGH

SOCIAL MEDIA?

-Delphi Study-

Roxana Arama, Bsc

Coordinator Professors: Prof. Dr. Tanya Bondarouk
Prof. Dr. H.J.M. Ruel Huub
Table of content

I. Introduction……........................................................................................3
II. 2.1. Social Media
II.1.1. Social Media literature research.........................................6
II.1.2. Social Media defined..........................................................8
II.1.3. Types of Social Media.......................................................10
II.1.4. Research into Social Media...............................................13
II.1.5. Social Media adoption in companies................................19
II.2. Employer Branding
II.2.1. Employer Branding literature research.............................25
II.2.2. Employer Branding defined..............................................26
II.3. Employer Branding and Social Media..........................................31
III. Methodology
III.1. The Delphi Study.........................................................35
III.2. Data analysis................................................................37

Appendices: Appendix I- Social Media articles…………………………….………………………39

Appendix II- Employer Branding articles.............................................41
Appendix III- Letters sent to the participants.....................................41

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 I. Introduction

A simple search “Obama social media” on one of the most accessed search
engines on the Web, GOOGLE.com, will enlighten the reader with a bundle of
information: either it is about how the current President of USA won the election thanks
to social media or how he manipulated the masses through Facebook, Twitter and
Youtube, the search reveals over 9 other related topics and 59.400 results. In his
campaign, Barack Obama utilized Facebook, MySpace, Twitter, emails and blogging both
to promote his message to the public and “to instigate his message receivers to
foreword the content of his campaign” (Oluseyi and Gallop, 2010, p.251). Whether it is
rather inaccurate to acknowledge that the success of one of the most powerful leaders
of the world is due to his proactive use of social media, it is noticeable to understand
that these assumptions are based on utilizing a type of media accessible to every
individual. This might mean that social media, whether it is used by a future president or
a teenager uploading pictures on Facebook, could be a powerful tool of communication,
marketing, promotion and recruitment for organizations and individuals, if handled
consecutively.
The way people interact nowadays is rapidly changing; it is common sense to admit that
the most used interaction mean that individuals adhere to is related to web-based
technologies. Whether it is internet, e-mails, personal WebPages, blogging, search
engines, social networking or chatting, these days individuals are more and more
connected through these types of media communication. This type of interaction is
supported by the term “social media” which refers to a group of internet-based
applications which allow the creation and exchange of content for all the people that
use it (Kaplan &Haenlein 2010, p.61). But the interest in social media is not only for
entertainment purpose, such as YouTube, Facebook or Twitter, it can serve also as an
appropriate cyberspace for companies to both advertise/promote themselves and
connect with current and prospective employees. HR professionals identified the rapid
growth of social media usage and through the use of technology to attract and recruit
candidates (recruiting), they have understood the power of information sharing that

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could be obtained. Companies have Facebook profiles to announce job openings, use
LinkedIn to search for potential qualified personnel and advertise on blogs, Twitter or
Youtube new jobs available. Moreover, social media has also created the opportunity
for organizations to enhance their employer branding strategies. Creating an image of a
desirable and unique employer through social media has received much attention in the
last years. According to a survey conducted by OSCAR GbmH( an European student
management consultancy based in Cologne) and presented on March 2010, already 53%
of companies use social media for recruiting and employer branding, while 2/3 of the
internet population visits regularly social media sites. In the same matter, Facebook
officials declare that currently there are more than 500 million active users and more
than 1 million developers, companies and entrepreneurs from more than 180 countries,
while LinkedIn promotes themselves as the social media space where more than 75
million professionals exchange information, ideas and opportunities
(www.linkedin.com). This growing interest and power of social media seems to be of
major interest for companies that want to make themselves known as an employer and
recruit perspective employees, through the techniques that are more commonly used
by students, job seekers and professionals.
A 2009 report launched by CIPD1 finds that HR is failing to take advantage of many
opportunities presented by Web 2.0 social media technologies. One year later, the
OSCAR study suggested that the numbers of organizations willing to access social media
networks is continually growing for both recruiting and employer branding purpose,
thus assessing the power of social media. Additionally, “social networking adoption
more than doubled in use from 2008 to 2009. Social networking, such as Facebook, used
for recruiting and branding went up by 50% and the various tools that support
collaboration and knowledge sharing tripled in use “(Cedar Crestone, 2009, pg. 33).
Since evidence shows that from year to year the numbers are increasing as regards to
the usage of social media for recruiting and branding, there is still little research that
tackles the future of these issues. We know organizations use it since we see most of
the corporations out there on the platform, but what does this mean for the future?
1
Chartered Institute of Personnel and Development (CIPD) 26 February 2009

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Should HR professionals and academics embark on using and researching as much as
possible the social networks or should they stick to the same means as before? This
study considers relevant to understand future trends and consequences of social media,
in order to give reasoning to the numbers that indicate the future growing perspectives
for social media.
Giving the fact that the topic is rather new and there is no classical theory, in this
particularly study HR professionals will be the experts and based in their answers the
researchers will draft the forecasting of using Employer Branding through Social Media.
The chosen practitioners have experience in the field, they know how the phenomenon
started and developed in wealthy economic environment and they also deal with it
currently, in recession time. Thus, based on the experience the practitioners have and
their academic background, the researchers consider them appropriate for issuing
forecasts on the usage of employer branding through social media.
In the light of the above, the Delphi technique can answer some of this questions
addressed for the future. “In all subject domains, Delphi has been primarily employed
for forecasting, planning, issue identification/prioritization, or for framework/strategies
development (Bobeva, 2002, p.104). The Delphi method is mainly used for forecasting,
relying on systematic interviews with a panel of experts. Following the first interview
round, a facilitator informs the experts with respect to the results of the entire group
and encourages them to change their answers and argue on their choice, conducting
around three different stages of research.
In this matter, it is therefore adequate to address the following research question:
What is the future of employer branding through social media?

II. 2.1. Social Media

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 II.1.1. -Social Media literature research –

In order to find the most accurate, useful and relevant articles there were used 2 main
search engines: Google Scholar and Scopus.

On Google scholar the first search process started from the word “social media”
resulting in 2,450,000 articles. The search process was then narrowed to social media as
the exact phrase, searching articles only in the following subject areas: Social Sciences,
Arts and Humanities; Business, Administration, Finance and Economics resulting in 20,
100 articles. Next, it was considered social media as the exact phrase in the title of the
article and no citations resulting in a number of 832 articles. After an initial look of the
abstracts of each article it was considered that the articles from Social Sciences, Arts and
Humanities were not relevant for the topic of this research focusing more on social
behavior studies, teen psychology, healthcare and social interaction. The final search
was then accomplished in the field of Business, Administration, and Finance resulting in
197 articles. Based on the abstract of these 197 articles it was made a selection of 70
articles that might be of major interest. This selection was possible as that there were
numerous studies either focused on financial aspects of social media such as ROI, social
responsibility, steps on how to improve different applications such as Facebook or
Twitter, advices on how to make better use of social media or social media design.

The following step was for the three researchers involved to agree upon the articles
that could provide the most useful information, for this particular study. It was
commonly agreed to have an overview of the abstracts of the articles and understand
the main interest that previous research had on social media. Based on this, it was
observed that most of the articles are recently published (from2010 and 2009) thus
being an unexplored and new domain of research where there is still a lot of theory to
be developed.

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In order to systematically decide upon the 70 articles it were considered the following
items of interest: description of social media, users of social media, implementation of
social media and outcomes of social media. Keeping this into account, there were
selected a number of 29 articles which were in accordance to one or more of this items.

The starting point in searching articles on Scopus on “Social Media” was finding the
integrated phrase in Article Title, Abstract Keyword and Authors. All types of studies
from all years and from subject areas like Life Science, Health Science, Physical Sciences
and Social Sciences and Humanities were displayed. This resulted in finding 25, 445
articles.
The next step was to narrow the search of “Social Media” as integrated phrase in the
title and the subject area was reduced only to Social Sciences and Humanities, taking
out Life Science, Health Science, Physical Sciences . Also, the publication year was set
after 1999 and the document type was limited to articles. Thus, at the end of this
search, on Scopus 290 articles were found.
The researchers noticed that the number of articles found dropped considerably,
meaning that social media as research topic it is pretty new and not too many studies
were developed in the last 10 years. Still the newest articles were selected, most of
them from 2010 and some from 2009 and 2008. A document containing 14 papers from
2008 was found, from a workshop on Social Media. Therefore, although it is a new
subject in academic research, Social Media begins to take shape and scholars call for
more papers in this field.
Another selection was made, based on the subject of the articles. After a better look on
the abstract of the articles, the three researchers found studies involving social media
and technical or IT development, social and psychological factors, mass-media, health
care, etc. thus, articles not related to the topic of this research were not chosen. Out of
290 articles 64 were debating issues on social media in the context of organizations,
communication, PR, branding, users, marketing, etc, that could have been useful for the
present study.

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The researchers read the articles and organized them in four categories: description of
Social Media, types of users, outcomes, and types how it’s implemented. In this final
selection only 30 articles were selected to match the four categories.
The total number of articles used for Social Media was 59 (see appendix I).

2.1.2 - Social Media defined -

Social media represents a revolutionary new trend (Kaplan and Haenlein 2010, p.59),
replaces traditional media and communication (Perdue, 2010, p.35) is among the fastest
growing segment of the Web (Jansen et al, 2010, p.3854) and will be the locomotive via
which the World Wide Web evolves (Kaplan and Haenlein 2010, p.68).
Several studies that focused their attention on social media, social networking or web
2.0 research, have attempted to classify and give a proper definition to what social
media actually stands for. In most of the cases, social media is associated or even
equaled to web 2.0 or User Generated Content. Since it is still a new concept that
experts are debating regarding its definition, a universally accepted definition may prove
impossible (Solis, 2009). Thus, considering some of the definitions of previous academics
may provide a clear and accurate understanding of what social media represents on the
world of Web.

Social media relates to the sharing of information, experiences, and perspectives

throughout community-oriented websites as suggested by Weinberg (2009). This
definition may not capture completely the essence of social media due to its
generalization, thus Bruns and Bahnisch (2009, p.5) suggest a narrower definition,
according to which social media is defined by “websites which are built on Web 2.0
technologies to provide space for in-depth social interaction, community formation, and
the tackling of collaborative projects”. Since this definitions may not offer a clear
understanding of the content of social media, because it suggests that through social
media u can only interact, form communities and tackle collaborative projects, this

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particular study considers the definition of social media given by Kaplan and Haenlein
(2010, p.61). The two authors argue that in order to properly define social media, it
must first be established an understating of the two concepts most associated with it:
Web 2.0 and User Generated Content. “Web 2.0 is the platform for the evolution of
social media while User Generated Content is the sum of all ways in which people make
use of social media”.
From this, the following definition is depicted: “Social media is a group of Internet-based
applications that build on the ideological and technological foundations of Web 2.0, and
that allow the creation and exchange of User Generated Content”. Kaplan and Haenlein
(2010, p.61)
Although there might be some other definitions available that explain the concept, the
main point that needs to stand out is that social media and related technologies are “in
the beginning stage of their evolution” (Oluseyi and Gallop, 2010, p.252). Social media
has increased its popularity in the last years, overwhelming organizations with its rapid
power of sharing information. Research about social media or the impact it might have
on companies and HRM is still at a premature faze; this particular study which aims at
forecasting employer branding through social media could eventually point out if social
media will continue its evolution or fade as quick as its growth.
Social media covers a large area of activities and websites which differ from content,
purpose, users and information. We all hear about Facebook, Twitter or MySpace but
social media covers much more than the profane knowledge of an internet surfer.
Although the social web communities mentioned before are indeed part of social media,
according to Kaplan and Haenlein (2010) there are 6 different categories of social media
that are discussed below.

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 2.1.3. - Types of Social Media -

1. Collaborative projects

According to the authors, collaborative projects are the most democratic manifestation
of the user generated content and allow the joint and continuous creation of content by
many end-users Kaplan and Haenlein (2010). The most known collaborative project of
such type is Wikipedia, which allows the registered users from all over the world to add,
remove and change information about encyclopedic subjects of all nature. This online
encyclopedia is available in 230 different languages (www.wikipedia.com).

2. Blogs
Blogs are “the primarily form of social media and provide a channel for users to express
opinions, facts and thoughts” (Java, 2007, p.1). Traditional media was based on personal
web pages which not many had the interest or time to own one; it was mostly dedicated
to organizations, celebrities or entities that needed space for advertising on the web.
With the development of web 2.0, blogs represent the equivalent of personal web
pages; the difference is that anyone can easily start up a blog whether it is a company,
employer, teenager or any other individual. The content of any blog can differ from
personal diaries of different people to specific information on a specific subject. What
can be particular of blogging is that “bloggers influence each other and engage in
conversations that ultimately lead to exchange of ideas and spread of information
“(Java, 2007, p.1). In the blogosphere, “the blogger becomes aware of a topic by reading
another blog then writes about the topic, spreading awareness of the topic among its
readers. The blogger may choose to write about the topic again offering a fresh
perspective or not “(Oluseyi and Gallop, 2010, p.244)

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 3. Content communities
This category covers all the network channels purposed at sharing media content
between users. Content communities share a vast amount of different types of media
from text – Bookcrossing which involves sharing books from user around the world,
photos – FlicKr, “a network currently holding billions of photographs stored and
hundreds of thousands of paid subscribers, in addition to the free ones” (Weinberg,
2009), power point presentations via SlideShare and videos – YouTube, the most
accessed video sharing channel with over 100 million of videos uploaded each day.

4. Social networking sites

Social networking sites are applications that enable users to connect by creating
personal information profiles, inviting friends and colleagues to have access to those
profiles, and sending e-mails and instant messages between each other (Kaplan and
Haenlein 2010, p.63). One of the most famous social networking site is Facebook, which,
according to Facebook officials, is continuously and rapidly increasing its number of
users each day. Facebook started from Mark Zuckerberg who initially developed the
network to keep in touch with his Harvard colleagues in 2004. Since then, it registered
an amazing growth being available all over the world, emphasizing the rapid expansion
of social media networks amongst users. Sociolnomics.net, a famous blog that covers
every aspect of social media on W.W.W, posted a video on YouTube called Social Media
Revolution which goes back in history pointing out that it took 38 years to Radio to
reach 50 million users, 13 years for Television, 4 years for the Internet and less then 9
months for Facebook to register 100 million users (www.sociolnomics.net).
Other known and accessed social networking sites are MySpace, hi5 and Twitter. Twitter
users tweet about any topic within the 140-character limit and follow others to receive
their tweets and is considered to be “a new powerful medium of information sharing,
for both individuals and organizations” (Kwak et al, 2010, p.591).

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 5. Virtual game worlds
In this category are included platforms “that replicate a three-dimensional environment
in which users can appear in the form of personalized avatars and interact with each
other as they would in real life” (Kaplan and Haenlein 2010, p.64) A known example of
virtual game world is “World of Warcraft” with more than 12 million subscribers as of
October 2010, according to Wikipedia information.

6. Virtual social worlds

Similar to the virtual game worlds, this platform allows the user to create avatars of
themselves but with a lot more freedom of action and without restrictions, as in a game.
This allows the users to create a virtual world where they can act as in real life: talk,
socialize with others, design their clothing, purchase and sell different goods etc. Second
Life is a virtual social world where everyone can join and create a life of their own.
“Virtual social worlds have recently become very popular because they offer a multitude
of opportunities for companies in marketing (advertising/communication, virtual
product sales/v-Commerce, marketing research), and human resource and internal
process management” (Kaplan and Haenlein 2010, p.64).
Reviewing these types of social media, it is not difficult to notice that the main
difference lie in the content of information and purpose of use: one might be an user of
Facebook to find his friends, on Linked to promote his professional life, on Second Life
to imagine living in a different world then his own realty or on Wikipedia to find useful
information regarding a specific topic. Both individuals and organizations have different
reasons for using all sources of social media; what is similar about all the users of social
media is accessing and sharing the same information available for everyone. Users
should be aware that everything they post, share, write, confess on their blogs,
complain and suggest is available for all the other users of the same network, thus
making social media the most transparent means of communication.

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 2.1.4. - Research into Social Media-

Social media has opened various means of communication that in the past were either
impossible or destined to a particular segment of users. What social media brings new
to the world of media and internet is that every single individual or organization can
easily participate to any of the types mentioned above. Moreover, it has come to a point
where “peer-to-peer communication is proved to be more trustworthy than top-down
messages, turning to “people like us” to get input and advice on products and services”
(Fichter, 2007, p.57).
Initially, social media started from “people like us”, as a form of blogging where ordinary
individuals would register under a certain blogging website and share all their thoughts,
complains and stories to their friends. Some years later Facebook and MySpace came as
a need of teenagers and graduates to keep in touch with their friends and share
pictures, information and gossip. Nowadays, “businesses of all types are getting involved
in social media in an attempt to reach new audiences and strengthen their ties with
existing customers” (Perdue, 2010, p.3).
A study of Lenhart et al (2007) among a sample of 935 parent-child pair suggested that
93% of teens use the internet, “and more of them than ever are treating it as a venue
for social interaction – a place where they can share creations, tell stories, and interact
with others” (Lenhart et al, 2007, p.2). Still, the registered increase of social media usage
is not particularly influenced by teenagers and young students or graduates: three-
quarters of American adults have been online, and almost all Internet users say one of
their primary purposes for going online is for communication (Jones, Fox, 2009). The
results of a research sampled on 1482 respondents points out that on a scale from 1 to
10 ( 1 being never/rarely and 10 often), the respondents rate their average social media
use at 8,03; from this sample, 74,5% of women respondents and 67,7 men respondents
use social media ( Coreea et al, 2009, p.250).

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“Most users visit the sites to keep in touch with people they already know, and more
than half have two or more profiles online” (Lenhart, 2009, p.3). One trend that
emerges is that the more social media platforms that a person has, the more willing
they are to engage in opinion sharing practices, commenting, responding to polls
( Jansen et al, 2010) and being an active participator.
Facebook statistics declare that amongst their active users, there are more than one
million developers and entrepreneurs from more than 180 countries, proving that social
media interest is not of entertainment and socializing purpose only. In fact, “if there is
one certain path to failure , it involves thinking that social media is just about posting
existing TV spots on YouTube or putting prefabricated press announcements on
corporate blogs” (Kaplan and Haenlein, 2010, p.66).
Companies have understood the power of social media and the direct contact they have
with their customers and clients, thus engaging in more and more activities via social
networks. In the United States alone, 86% of the top 100 companies use at least one
social media platform (Coon, 2010). “The enormous growth of social media—at least in
terms of users—carries many implications, one of which is how social media
technologies can transform business” (Perdue, 2010, p.5). LinkedIn offers great
opportunities for HR professionals to recruit thanks to the numerous profiles of all types
of professionals, Facebook, Twitter and Youtube could allow public relations and
marketing to communicate and promote their products while in the same time make
use of free advertisement space etc. “Social Media allow firms to engage in timely and
direct end-consumer contact at relatively low cost and higher levels of efficiency,
making it not only relevant for multinational firms, but also for small firms and medium
sized companies, and even nonprofit and governmental agencies” (Kaplan and Haenlein,
2010, p.67).
“Whether companies like it or not, social media is impacting business”(Tsai, 2009, p.1).
Wright and Hinson (2008) analyses the effect that blogs and social media have on PR
and communication within companies and externally. They found that, at the end of
2005 there were 38 million blogs and at the end of 2007 the number increased up to

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100 million. Rees and Hopkins reveal in their study a Melcrum report in 2007, showing
that by adopting social media communication companies improved their employees’
engagement- 71% respondents agreed with this affirmation, internal communication-
59% respondents agreed with this affirmation and also internal communities were
helped to develop- 51 % respondents agreed with the affirmation. Thus, social media
through its various channels positively affected businesses by increasing communication
among employees and encouraging individuals to interact more than just in professional
purposes.
Social media, decided from the beginning how and what to use it for, is free and it can
be seen either as global focus groups to inform employees exactly what customers
want, or as means for publicity. As this section presents, several outcomes useful for
companies can arise from appropriately using social media. Various users refer to the
concept of social media as “great tools that we need to embrace and use” (Wright and
Hinson 2008, p.17), or state that “they make public relations two-way symmetrical thus
enhancing and facilitating mutual understanding” (Wright and Hinson 2008, p 17).
Many companies noticed that the effects of social media can be worked out in their
advantage, so they encourage their employees to start using social media and get into
direct contact with their customers or executives.
Using social media enhances communication between customers and organizations.
Users become a member of a network, exchange opinions, share knowledge and
collaborate more efficient for organizations. (See text box 1)
Text box 1
John Simpson is a professional runner and a member of Nike+ online community.
Social media connects him to people who share the same preoccupation, life style,
stories, challenges, training tips, etc. Nike online community does not limit only to
discussion about shoes or sport wear, but all related topics that interest the members.
Also, Simpson runs a company called Jama Software, competing with big names like
IBM. Jama Software built an online community, Jama Backstage, in which clients
discuss open and without secrets with staff members.

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 Source: Grensing-Pophal, 2010, p. 37

Bruns&Bahnisc (2009) argue that online communities well educated and trained can be
drivers for innovation and valuable free feedback. Online communities are not a given,
they require to be formed, carefully developed and managed according to the expected
result. Members should be guided and should also be provided with the necessary tools
regarding what type of behavior, attitudes and actions are accepted, they should share a
sense of purpose, common values and beliefs. Therefore, a set of guidelines can be
added, toolkit set, or section with Frequently Asked Questions. Having these
instruments, online community can contribute to the organization’s new product
development. (See text box 2)
Text box 2
Spore is an evolution game, issued by Maxis/Electronic Arts, in which players have to
build from single-cell organisms to much more complex ones. In 2008 Spore Creature
Creator was released in a limited demo version, along with an online community.
Members of the community discusses about strong/weak points of the game, type of
creatures they were controlling, tips on how to do it, etc. They provided valuable
information to Maxis/Electronic Arts and in the same time practice on how to play
better. When finally an improved version was released to the large public, the game
had a history- users came with 1.5 million creatures- online community was strong
and useful information was being provided constantly.
Source: Bruns and Bahnisch, 2009, p. 20

Moreover, by developing strong forums, customer service department can improve its
results, by helping both customers asking online questions and those who use the
classical phone method. Simultaneously social media can be used as new product
generator or to simply get feedback from clients and stay in direct touch with them.
(See text box 3)

Text box 3:

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 “Lenovo has seen a 20% reduction in call-center activity in the U.S. over six months
because nearly 50,000 customers go to its community website for information about
laptops”. (Swartz, 2010, p. 3)

A well known multinational company, Starbucks, relies on its online followers-

through their own social network MyStarbucksIdea.com- to develop new products or
get feedback from clients. Still, this does not mean that Starbucks is not present on
Twitter or Facebook, where the company has 230.000 followers, respectively 3.2
million fans. (Swartz, 2010, p. 9)
Source: Swartz, 2010

Information about brands, products and services are all available though social media.
Jon Swartz published an article about social media’s effects on marketing, revealing a
statistic made by Nielsen pointing that 9 out of 10 consumers trust more their peers
than regular marketing. Information on events, arguing good or bad reviewing, all can
be done instantly through social media so the gap between customers and organizations
is slowly breached. (Swartz, 2010, p. 3).
Companies choose and manage social media channels to build trust and to gain loyal
customers. Social media channels usage creates and adds value for the organization and
it is cheap. For instance, HP adopted a social media system, in which they manage blogs
providing answer to their customers’ questions by commenting to different posts.
Customers know that their concerns, thoughts, problems are being solved, which builds
a strong connection between them and HP (Perdue, 2010, p. 17).
Attempts of increasing communication through social media happen not only in private
and profit oriented companies, but also in public organizations. U.S. Air Force educated
its employees how to use Facebook, Twitter and MySpace, what information to post not
to interfere with the security routine they have respect, but still to be able to
communicate and stay in touch with their families and friends. (See text box 4)
Text box 4
David Faggard, chief of the emerging developing department within Pentagon

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 established as goal for his team to learn how to communicate online. They want to
explore and develop the Web 2.0 application on the one hand for their employees and
on the other hand for those who might use it against the nation: “We obviously have
many more concerns regarding cyberspace than a typical social media user,” Faggard
says. “I am concerned with how insurgents or potential enemies can use social media
to their advantage. It’s our role to provide a clear and accurate, completely truthful
and transparent picture for any audience”
Source: Scott, 2010, p. 1

Internet World Stats presented statistics of 2009 saying that 1.7 billion people use
internet, which represents a 380% growth from 2008 (Perdue, 2010). Gordhamer(2010)
came with four ways in which social media changes business (Gordhamer, 2010). One
point in his article states that due to increased social media usage, executives and
companies in general can shift from “hard to reach” to “available to everyone”.
Explanation lies in the fact that before contacting a company, customers first search for
it on the Internet: Twitter, Facebook, Flickr, etc. and more important, on discussion
forums. The piece of advice he provides for the companies, is that they should allow
their customers to search for them through the means clients choose.
Communication through social media seems to be useful also in politics or public
administration, by reaching the electorate much easily. Online audiences address
different questions to which politicians can answer by posting YouTube movies with
explanations. In this way, although their schedule is tight, politicians and public persons
manage to communicate in due time to as many citizens as possible. “In this regard, it is
the collective opinion of social media users that help to set a political agenda” (Hilts and
Yu, 2010, p.1).
As text box 5 shows, social media as a whole can be used for different purposes, if
manager properly. (See text box 5)
Text box 5
An example of company using social media to get three different results is Sun

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 Microsystem, an international company with more than 35.000 employees, globally
distributed. For them, social media bridged distances by creating virtual half-ways and
allowing the employees from different countries to connect regardless their
geographical position or hour; provided innovative ideas for the company-which being
a technical one had to be competitive and come up with improvements in products-
and through social media employees posted various ideas, information, etc. leading or
enhancing the innovative process; and connected employees and executives, which
resulted in less money and time spent on travels and more focus on the strategy and
on the company’s mission.
Source: Barker, 2008

Although no scientific research validated the effects of social media on businesses, but
as seen in the light of the given examples, we assume that social media can be used in a
wide range of fields, for different purposes: private companies use it to gain loyal
customers, public defense authorities use social media in strengthening national
security and politicians use it to stay in touch with their electorate. A properly designed
and used social media can have positive a positive impact on business, resulting in
enhancing communication (US Air Force, politicians), encouraging people to
shareknowledge, collaborate, exchange opinion in the company’s benefit (Nike online
community), innovating and providing valuable feedback (Spore game), building trust,
adding value and gaining loyal customers (HP).

2.1.5. -Social Media adoption in companies-

As pointed out before, it took less than one year for social media to reach an incredible
high number of users- e.g. “iPhone applications hit 1 billion in only 9 months” (Coon,
2010, p.2), - compared to the development of the previous media like radio or
television. We still contribute and witness an increase in the number of social media
users. Companies use it either for marketing or business related purposes. It may work
or not. There is no certainty that once stepping into social media, your business will
19
prosper more, unless this step is planned very carefully in advance. Literature does not
offer strict guidelines for a proper implementation of a working social media system, but
things to consider are being mentioned. Scholars offer general items to think of when
deciding to implement social media.
For instance, in Sun Microsystem, the implementation of social media firstly had to fit
with the company’s mission. Therefore they approached a 3 stage plan as follows:
 Community Mashups- virtual gatherings with all the stakeholders in the
company were created so members can discuss,share information, networking,
connect different groups, etc.
 Getting Started with Social Media Guide-introduced to make things clear and
easier for their users, and also to offer the opportunity to learn how social media
tools work or in which purpose they can be used.
 Building online forums- made for users to interact, connect, solve problems and
create multi-way conversations by answering to multiple questions.
Stating that the process of adopting and using social media in Sun Micrsystem is and on-
going process, the author of the article, Paris Barker, suggests 6 things to consider
before choosing to implement social media in a company:
 Collaboration- cooperate with employees and technical department
 Simplicity- easy to access and use
 Flexibility- offer an integrated mix of social tools (Wiki, Facebook, Twitter)
 Focus- establish achievable targets
 Control- set guidelines, but give users freedom
 Embrace the chaos- the process is a dynamic one, things will always change
Bruns and Bahnisch (2009) highlight as well several aspects that should be taken into
account when choosing social media for companies:
 Be as open as possible to new users, and encourage the community to sort good
from bad- new users have to be in balance with the ones that leave or are
inactive. The old users are needed so they can show the new comers what

20
 behavior to adopt, which form of participation etc. The more connected the
community will be, the more difficult will be for users to give up.
 As the community defines its aims and values, work with those who emerge as
leaders- connect with most active users, reward them, give feedback, rate and
look on the rating the other users give. Be aware of the individual status of the
users within the community.
 The community and its processes will change over time. Follow and encourage
this evolution- number of users might increase and decrease, innovative ideas
may become the core of the community. Provide both technological and social
tools for development.
 The community will feel a sense of pride in its achievements. Don’t take it away
from them- members of the community will feel like the own a part of it. This
feeling should be encouraged, because it comes with both loyalty and pride,
which lead to more engagement in the community and solid partnerships.
In the same line, Rees and Hopkins (2009), present their personal experience in using
social media for private, public and business purposes. Based on this experience, the
authors come with 10 items to be considered when adopting social media for
corporations:
 Assess the organizational culture readiness
 Focus on people not on technology
 Think about the business purpose of the tool
 Make sure the difference between tradition and social media is understood
 Prepare to relinquish and share the process
 Be experimental and involve employees
 Clarify what employees can and can’t do
 Don’t push staff too hard to adopt social media tools
 Integrate social media tools to existing system
 Don’t obsess about the number of participants and usage

21
Although there are no mutual accepted guidelines for implementing social media,
scholars advice companies to bear in mind general attitudes before or while stepping
into social media world. Flexibility, out of the box thinking, willingness to share, setting
up guidelines, user friendliness, step by step implementation etc. are only a few of the
aspects that literature suggests companies to plan before implementing.
Nokia can be considered one of the companies that implemented carefully social media,
considering the company’s philosophy and type of activity. A case study made by Laura
Katajisto (2010) describes what social media channels Nokia uses, how and for what
purposes. (See text box 6)
Text box 6
Nokia is active on Facebook, Twitter, Nokia support videos, Second life, Nokia support
discuss and Nokia conversations. At the time of writing the article, Katajisto found
948,000 fans. At the time of writing the present paper (October 2010), on Facebook
there were 1,561,366 fans. Nokia uses Facebook for marketing and sales: posts
advertisements, news related to new product launch, sends messages containing
marketing information and even have OVI toolbar, which directly connects you to
their online store. For NOKIA Twitter is more business oriented, twitting information
on the management, changes in the company’s strategy and launches of new
products. On Twitter, at the time of the present study there were 38,022 users who
follow Nokia. Youtube is another social media channel where Nokia has its own
channels: Nokia Channel, which is also marketing oriented. Subscribers post videos
about Nokia, videos made with Nokia mobile phones and of course the administrators
post news whenever there is necessary. On Second life Nokia owns an island, where
there is one product showroom and one lecture. Each user creates an avatar and they
can improve it by buying different features, ask about experiences and leave feedback
and suggestions. Beside these channels, Nokia has Nokia support discuss at
www.nokia.com/discuss and Nokia conversations- www.conversations.nokia.com-
which is the official Nokia blog. These are its own online platforms for ensuring 24h
support to their clients and encouraging group discussions on different topics.

22
 Source: Katajisto (2010) p. 238-241

Before organizing the social media system, Nokia made a strategy and planned all steps
as it follows:
 Careful company planning
 Clear new guidelines and brave mindset for both technical communicators and
users
 Implement social media according to the company’s strategy, profile and policies
 Implementing one step at a time- technical communicators to be familiar with
social media, become creators rather than spectators or collectors, learn new
skills
 Competitor analysis to know what channels to take into use- check on the
competitors’ adoption of social media channels and make a product analysis
 Offer direct assistance- one question receives detailed answers and it is
translated for all social media channels: YouTube, Facebook, Blogs, Twitter, etc.
Although there is no standard recipe to implement social media, the guidelines
presented in this section can be clustered into several items. The researchers chose the
following aspects as being the most important when implementing social media in a
company:
 Design social media implementation according to the organizational culture
 Make the implementation a step by step process and make sure that both
employees and members are ready for this change
 Set guidelines to clarify what members can and cannot do
 Be open to new members and offer them various channels to reach you
 Be continuously prepared to react to the changes around you, to evolve and be
an important part in the interactive process
From the literature and the example the researchers used, several advantages of
implementing social media can be named. For instance:
 Get into direct contact with your customers and obtain valuable feedback

23
  Communicate easier and cheaper in the same organization, but in different
subsidiaries located worldwide
 Get innovative ideas from your customers
 Improve customer service department
 Gain trust and loyal clients
Being a new concept, social media is referred to in most articles by scholars as a useful
tool for promoting your company, attract valuable employees and gain competitive
advantage. Still, some questions can be suggested for further discussions or studies:
 The present trend encourages companies to adopt social media and advertise
their unique organizational culture and employer identity. It might be argued on
how much information should companies reveal to they keep the unique
features and attract employees and customers in the same time. How do
companies remain simultaneously original and open to their clients?
 The adoption of social media places the client in a very comfortable area, where
he has the freedom to chose, give feedback, influence on the products and most
important to give up and chose other products/services whenever he wants. So
in the end is it about building trust by keeping balance and creating a win-win
situation between clients and companies, or is it an ingenious strategy to take
advantage of the endless and costless feedback and innovative ideas from the
users?

II. 2.2. Employer Branding

2.2.1. - Employer Branding literature research-

24
The search process started from the word “branding” resulting in 3,800 word on Scopus
and 794,000 on Google Scholar. The immediate narrowing was on the word “employer
branding” resulting in 32 articles on Scopus and 32, 900 on Google Scholar. In order to
make a selection of the most cited articles that debate the employer branding issue, the
following process of narrowing was accomplished:
For Scopus, there were selected only articles in English, which have the exact word in
the title from Business, Management and Accounting and Economics, Econometrics and
Finance subject areas, resulting in 8 articles.
For Google Scholar, there were selected only articles in English, which have the exact
word in the title, from Business, Administration, Finance and Economics subject areas
resulting in 54 articles.
The three researchers involved in the process of selecting necessary articles for building
the theory, decided to firstly consider the articles on “employer branding” according to
the number of citations of each article. From this preliminary consideration, a number of
21 articles resulted (from 66 citations to 1 citation per article). Based on the abstract of
these 21 articles, it was commonly agreed upon a number of 10 articles for employer
branding. The 10 final articles were chosen according to the information provided by the
abstract, considering the followings: - conceptualization of employer branding –
dimensions of employer branding and outcomes of employer branding. In addition to
the 10 articles used from Google Scholar and Scopus, 5 more articles were found during
the theoretical research. The total number of articles used for Employer Branding was
15 (see appendix II).

2.2.2. -Employer Branding defined-

25
Corporate brand personality gained a lot of credit in the last years. If in 2004 Google was
offering more than 3,000 results when typing employer branding, in 2010 the number
increased to more than 6,450,000. Companies spend considerable amount of money on
creating an identity inside and outside the company, which leads to adding value to
their organization. Along with human capital, brands became a firm’s most valuable
assets (Backhaus and Tikoo, 2004). “There is an increasing realization that corporate
brands serve as a powerful navigationaltool to a variety of stakeholders for a miscellany
of purposes including employment or consumer buying behavior “(Balmer and Gray,
2003, pg.972). Thus, corporate branding refers to the general strategy of branding
within a company which also includes employer branding; Personnel have a crucially
important role in transmitting the brand’s values andas such bring them to the heart of
the corporate branding process (Balmer and Gray, 2003, pg.979). But employer branding
is more than the personnel within a company, it is an entire process designed for the
image of the company as an employer, the employees and future possible candidates.

One of the most important sources of information on Internet, Wikipedia, refers to

employer branding as to the image of an organization as an employer. The term
branding, refers to “a name, term, sign, symbol, or design, or combination of them
which is intended to identify the goods and services of one seller or group of sellers and
to differentiate them from those of competitors” considering the definition given by the
American Marketing Association. Applying branding to HRM field resulted in employer
branding (Backhaus and Tikoo, 2004, p. 502) .
The concept became known around the ‘90s and started being widely used in the
management world. The rapid growth of the concept’s usage lead to organizing a
Conference Board on employer branding in 2001, which revealed its positive effects, like
gaining competitive advantage, helping employees to internalize the company’s values,
employee retention, etc. During the conference, employer branding was understood as
“establishing the identity of the firm, as an employer. It encompasses the firm’s value

26
system, policies and behaviors towards the objectives, or attracting, motivating and
retaining the firm’s current potential employees” (Backhaus and Tikoo, 2001, p. 502).
The concept received various definitions during the years and development of the
academic material. Reichenberg (2009), discusses employer branding as involving the
development and communication of the culture of an organization as an employer,
defining and delivering the employment experiences. According to him, the basic
principle is that all employees are consumers who must be recruited and retained.
A definition given in 1996 by Amber and Barrow and taken over by Backhaus and Tikoo
(2004, p. 502) refers to the rewards of employer branding, calling it “the package of
functional, economic and psychological benefits provided by employment and identified
with the employing company.”
Another interpretation of employer branding is offered by Backhaus and Tikoo (2004, p.
501), who state that “employer branding represents a firm’s efforts to promote, both
within and outside the firm, a clear view of what makes it different and desirable as an
employer.” Or, citing Sullivan (2004) from Backhaus and Tikoo (2004, p. 501), employer
branding is defined as “a targeted long-term strategy to manage the awareness and
perceptions of employees, potential employees and related stakeholders with regards
to a particular firm”. In the end, the conclusion Backhaus and Tikoo (2004, p. 502)
reached in their study defined employer branding “as the process of building identifiable
and unique employer identity, and the employer brand as a concept of the firm that
differentiates it from its competitors”. This particular study considers both the
definitions, but suggests the following combination:
- Employer branding is viewed as a long term oriented strategy of any given company,
aimed both at building a unique and desirable employer identity and managing the
perceptions of perspective and current employees, in order to gain competitive
advantage-

Employer branding is a significant part of the HR function allowing it to be more

strategically focused(Bach, 2007, p.268), in the way that the major interest is to search

27
and identify workers that would best fit that organization’s culture, values and vision. “A
stronger employer brand therefore fosters a positive image, identity or reputation and
encourages employees to identify with the organization”. Thus, HR specialists are in
charge of creating a compelling and unique environment that would convince the job
seeker that their organization is the best place to work. This fact brings out the concept
of employer attractiveness which refers to the “envisioned benefits that a potential
employee sees in working for a specific organization” (Brethon et al, 2005, p.151).
Employer branding is used to attract better candidates, to help them picture themselves
as being a part of the corporation. By using employer branding companies show why
they are different from their competitors and why should the best applicants choose to
work for them. “Employees as well as customers like to be associated with distinctive
organizations. One role of employer branding should be then to distinguish the
employer in the minds of the employees” (Davies, 2008, p. 670). Furthermore, they
create loyalty, satisfaction and develop emotional attachment for the already existing
employees. Employees become loyal as long as their opinions are paid attention and
unless they deal with stressful situations at work, job dissatisfaction or lack of
commitment to the employer, they are less likely to quit their job (Davies, 2008, p. 670).
One purpose of employer branding is to increase the satisfaction degree among
employees. Employees who are satisfied also create better relationships with
customers. (Davies, 2008, p. 670) A powerful campaign on employer branding in time
results in emotional attachment from employees towards the company. They evaluate
their job and company based on their affective evaluation rather than objective rational
criteria. “As the success of branding is concerned with promoting and emotional
response from the target, the employer branding should promote an effective response
from the employee (Davies, 2008, p. 671).
Lievens et al. (2007) refer to the emergence of employer branding as to the usage of
marketing principles to personnel recruiting (Lievens et al. 2007, p.4). In the same idea,
Van Geffen (2010) comes with a table picturing the traditional vs the web 2.0 employer
branding practices. (see table 1)

28
Table 1
Traditional Web 2.0
Advertisement in print(Stowsand and Business Networking Sites (Donath and
Wenzel, 1979) Boyd, 2004; Parise and Guinan, 2008)
Commercials on Television (Renforth and Company Blogs (Rosenbloom, 2004;
Raveed, 1983; Stanton and Herbst, 2006) O'Reilly, 2005; Parise and Guinan, 2008)
External Quality Certification (Guler et al., Employee Blogs (O'Reilly, 2005;
2002) Rosenbloom, 2004; Parise and Guinan,
2008)
Mailings (Balasubramanian, 1998) Search Engine Optimization (SEO) of
company site/brand(Zhang and Dimitroff,
2005; Sen, 2005)
Online company presentation at other Social Networking Sites (Donath and Boyd,
websites (Muylle et al., 1999; Sherman and 2004; Boyd and Ellison, 2007; Cormode
Deighton, 2001) and Krishnamurthy, 2008; Parise and
Guinan, 2008)
Online company presentation at own Syndication (RSS)(Cormode and
websites (Muylle et al., 1999) Krishnamurthy, 2008; O'Reilly, 2005)
Sponsorship (Porter and Kramer, 2002; Virtual Worlds (Thilmany, 2008; Parise and
Collins and Stevens, 2002; Copeland, 1996; Guinan, 2008; Les, 2008)
Madrigal, 2001; Ruth and Simonin, 2003)
Wikis (Hasan et al., 2007; O'Reilly, 2005;
Parise and Guinan, 2008)
Source: Van Geffen 2010, p. 3

Employer branding can be seen as a 3 stage process, according to Backhaus and Tikoo
(2004):
 Value proposition- information on the organization’s culture, management style,
qualities of the current employees, current employees’ image, etc. an image on
what the company can offer to its employee
 External marketing- presenting the value proposition to recruiting companies,
placement councilor, to reach and attract the target population. Creating a
different image allows possible candidates to picture themselves within the
company, increasing the commitment degree. Distinctiveness of the brand
allows the firm to acquire distinctive human capital.

29
  Internal marketing- lies in respecting the promises made to the employees
before recruiting them and so it becomes a part of the organization’s culture. It
is meant to build a workforce difficult to imitate and committed to the
organizational goals, but also to achieve a unique culture and increase employee
retention degree.
Employer branding gained a lot of attention in the last years and its usage to create and
spread corporate identity became familiar for more and more companies. V an Geffen
(2010) used 109 Dutch companies for the website analysis and then he ranked the usage
of various aspects of employer branding. (see table 2)
Table 2: Usage Employer Branding Tools
Employer Branding tool Used by % of
companies
Online Company Presentation at own website 98%
External Quality Certification 49%
Online Company Presentation at other websites 27%
Search Engine Optimization (SEO) of company / brand 22%
Wikis 9%
Syndication (RSS-feed) 7%
Career Fair External 7%
Career Fair In House 6%
Source: Van Geffen 2010, p. 5

Lievens et al. (2007) concluded that the conceived identity of the outsiders usually is
ranked higher than the actual identity, known by the current employees. The study was
conducted in the Belgian army, on a sample of 179 employees, suggesting thatthe
applicants might have an optimistic view of the army, than the employees themselves
(Lievens et al., 2007, p11).

II. 2.3. - Social Media and Employer Branding -

30
As revealed by the previous inquiry into the social media world, with this “easy to access
and ever growing source of people, brands have begun to realize the potential to reach
these people through social networks” (Coon, 2010, p.2). How to make best use of social
media or how to promote yourself as a company or as an employer, are questions that
marketing, HR professionals, public relations and advertising practitioners are pursuing
to answer. Studies have shown that “social media are replacing traditional media in the
eyes of the consumer by informing their views on brands, purchases and services
offered” (Fichter, 2007, p.57). People trust social media, trust the people in their
network and not only do they seek and share opinion but “they also act on the opinion
they received” (Jansen et al, 2010, p.3858). The outcomes and benefits of social media
diffusion of information could be of major interest for companies willing to establish a
strong employer branding reputation. Imagine if someone is looking for a job and he
asks or searches information about various companies before applying somewhere;
what if he receives negative information or considers that the company does not offer
enough information about the job openings? Organizations could lose a potential
qualified and fit candidate for their vacancies. Indeed, not all the companies are
comfortably about “ a world where the consumers can speak so freely with each other
and businesses have increasingly less control over the information available about them
on the cyberspace” (Kaplan and Haenlein 2010). Still, companies should understand
that the struggle to recruit and retain competent future employers takes place “in a
world where technological advances and global competition are driving widespread
change in employment pattern (Osborne and Jones, 2001).
How do you build and promote your company’ employer branding? Through all types of
media channels would probably be the optimum and direct solution. A major possibility
is to advertise on TV, radio, newspapers, magazines, personal websites etc. since
advertising in general is considered a critical tool “in the efforts that firms make to
identify, acquire and retain skilled employees (Brethon et al, 2005). But, what happens
when more and more academicians and researchers suggest that traditional media has
been replaced by social media and 65% of organizations are actively involved in this type

31
of networking? “Efficient employer branding requires innovative methods of personnel
market research to control and target the employer attractiveness of companies
(Erlenkaemper et al, 2006). A recent study conducted by OSCAR confirms that 53% of
companies use social media for recruiting and employer branding while 65% of
Value Proposition
respondents hesitated to give personal data on social media sites, as potential
employers could find these private information.
Organizational “When used effectively, the internet is
cultureManagement
style.
the best tool for improving reputation” (Jonesemployees.
Image of current et al, 2010, pg.936) and creating the
Imageout
image that each organization sets on what the company can
for. Nevertheless, the social media platforms
offer to its employees.
capture a “risky environment and corporations need to be creative as well as
transparent and honest in order to captivate and communicate effectively with their
various publics” (Jones et al, 2010, pg.930).
As depicted from previous research on social media, organizations understand that it
offers the possibility of promoting
External
themselves
Marketing
with less costs involved, gain competitive
advantage and improve the quality of their service. Although employer branding, in
general, has been on the mindsReach and attract
of researchers in employees.
the past years, it comes to a point to
address the future of employerRecruiting.
branding strategies since “there is no telling what the
future will hold for business, but social media will only continue to grow” ( Coon, 2010).
Creating a unique image.

Distinctiveness.

Internal Marketing

Respecting the promises made

before recruiting.
Build a workforce difficult to
imitate.
Achieve a unique culture and
increaseemployee retention.
Social Media Employer Branding Social Media

Fig.1
32
 Social Networks Blogs
(Facebook, Twitter, MySpace, Bloggers influence each
LinkedIn). others.
Personal information pages Exchange of ideas.
Instant messaging. Spread information.
Easy access.
Millions of active users. Collaborative projects
(Wikipedia)
Creation of content.

Social Networks
(Facebook, Twitter, MySpace, Blogs
LinkedIn). Bloggers influence each
Personal information pages. other.
Instant messaging. Exchange of ideas.
Easy access. Spread information.
Millions of active users.

Virtual Social and Game

Content Communities Worlds
(Youtube) Virtual worlds.
Video sharing accessible to everyone.
everyone

Social Networks
(Facebook, Twitter, MySpace, Blogs
LinkedIn). Bloggers influence each other.
Personal information pages. Exchange of ideas.
Instant messaging. Spread information.
Easy access.
Millions of active users.

33
Based on the previous research and findings we gathered from the theoretical inquiry of social
media and employer branding, we suggest a general us of social media platforms for employer
branding: fig.1.

Thus, in order to:

a) Thus, in order to create value, create an image of desirable employer and strengthen the
organizational culture, companies or even HR /PR/ marketing managers might use blogs,
tweets on Twitter or Facebook instant messages to continuously keep current and future
employees updated as regards to the value proposition of the company. Wikipedia could
also provide unique information about that specific company since the content is
generated by users all over the world. The responsibility of HR managers is to make sure
that what they promise and propose as an employer is valid and long-lasting.
b) Recruit, attract targeted population and create a unique and distinctive image as an
employer could be possible almost through all the social media channels available. First of
all, since blogging is the primordial form of social media, companies and managers should
actively create and write on their blog. Bloggers exchange information continuously and
spreads the word around faster than any other media channel. Facebook, Twitter and
LinkedIn could offer a new perspective of recruiting for HR practitioners since all the
personal and professional information of users is available online. Posting original and
creative videos on YouTube could allow the creation of a unique and desirable
organization and also promote job openings for ideal candidates. Virtual games and
worlds allow companies to create their own island where they can promote themselves as
a company but also as a desirable and open-minded employer.
c) Respect the promises made before recruiting and build a workforce difficult to imitate
could be achieved through social networks and blogs. Having an account on either
Facebook or Twitter allows the organizations to promote themselves daily using tweets,
instant messages or suggest topics of discussion. Describe the everyday life of an
employer within that company, share inside secrets that might sound attractive to

34
 perspectives employees or create an inner blog for the current employees where they can
participate and share their opinions could represent a successful employer branding
strategy.
The most important aspect of social media is that companies should keep in mind is that what
they promote and militate should be the reality. Social media might be a fast way of
communicating and spreading your values and intentions as an employer, but if the
information is not true and turns out to be fake advertising then the negative publicity will
probably spread even faster.

III. Methodology
3.1. -The Delphi method-

Researchers at the RAND Corporation starting from the premises that “two heads are
better than one” (Dalkey, 1969. p.5), began to develop the Delphi method, which uses
individuals estimations as prediction for short-term periods. Rand Corporation
conducted studies and built the Delphi method from the simplistic version- formulate
group judgments- to how it is used nowadays. One of the developed experiments to
prove the method’s validity took place at the UCLA2, where upper class and medium
student were asked general but difficult questions. Though, they could make an
estimation considering their background knowledge. Some of them received additional
feedback relating their answers to the group’s answers. The results showed
participants’ responses got progressively narrowed and that the group response became
more accurate (Dalkey, 1969). In the following years the method has been long used
and various definitions were given. For instance, in a study published in 2000 “Research
guidelines for the Delphi survey technique”, Hasson et al define Delphi method as:” a
group facilitation technique, which is an iterative multistage process, designed to
transform opinion into group consensus”. (Hasson et al., 2000, p.1008) Landeta (2006)
stated that “the Delphi method was conceived as a group technique whose aim was to
2
UCLA- University of California, Los Angeles

35
obtain the most reliable consensus of opinion of a group of experts by means of a series
of intensive questionnaires with controlled opinion feedback. (…) It is a method of
structuring communication between groups of people who can provide valuable
contributions in order to resolve a complex problem.” (Landeta, 2006, p. 468)
According to Landeta (2006), the main characters of the Delphi method are considered
to be the following:
 Repetitiveness- participants should be questioned at least two times on the
same items
 Anonymity- answers are kept anonymous and considered as part of the entire
group
 Controlled feedback- the communication between experts is externally
controlled
 Group statistical response- all the answer can be found in the final answers.

As literature argue, “In all subject domains Delphi has been primarily employed for
forecasting, planning, issue identification/prioritisation, or for framework/strategies
development (…)Whatever the perceived reasons for its choice, the method offers
reliability and generalisability of outcomes, ensured through iteration of rounds for data
collection and analysis, guided by the principles of democratic participation and
anonymity.” (Bobeva, 2002, p.104). Furthermore, during the time other researchers
(Landeta 2006, p. 478) found that “Delphi method continues to be used and is a valid
instrument for forecasting and supporting decision-making”.
Following the evolution of the Delphi explanations, the researchers gathered the
important features and combined the definitions Landeta (2006) and Bobeva (2002),
which resulted in the following interpretation of the Delphi method used in the present
research: “the Delphi method was conceived for forecasting, planning, issue
identification/prioritisation, or for framework/strategies development (Bobeva, 2002)
through obtaining the most reliable consensus of opinion of a group of anonymous
experts by means of a series of intensive questionnaires with controlled opinion
feedback (Landeta, 2006).

36
The present research aims at forecasting the future of recruiting and employer
branding. Taking into account the literature review, Delphi method is mostly used for
forecasting, issue identification or to explore assumptions or information leading to
differing judgments. This study considers the Delphi method due to the experience and
information that experts poses, allowing the researcher to analyze the data received
both qualitative and quantitative, in order to generate consensus regarding the future of
recruiting and employer branding through social media. In addition, controlled feedback
can enable to narrow the most important ideas of the experts and obtain reliable and
general information. Considering the fact that the research is subject to a master thesis,
Delphi method could provide valuable information from experts in a shorter period of
time and using less financial resources, compared to applying questionnaires or
interviews.

3.2. -Data collection-

The process used in gathering the necessary data involved HR practitioners from various
companies around Europe and USA, from the consulting and government sector. In
selecting the respondents, our criterion was to find those with e-HRM expertise. Thus,
the researchers coordinating the study had access to the Twente Network , from which
they could choose the ones matching the profile. The selected HR professionals were
recruitment managers with expertise in staffing and recruiting, HRM directors in public
and private organizations, HR consultants.
In the first stage of the study, all the selected experts were sent e-mail invitations on the
subject of the study and were kindly ask to take part in the study as panel members and
in the same time were informed on the development of the process. In the end, 20
practitioners agreed to participate. All the selected panelists were sent letter containing
a short description of the Delphi study, the questions they were asked to answer and

37
the development of the process (see appendix 3). The experts who did not reply in 10
days were sent reminders and those who sent their answers were thanked and sent
notification on how important their answers is for the well development of the study.
During the entire study contact was maintained and the researchers communicated
with all the experts. Unclear issues were all discussed with both coordinators and also
clarifications were asked when necessary.
The study is still at this first stage.

Appendices
Appendix I- Social Media articles

38
No. Article
1 Implementing social media in technical communication (2010)
2 Self-service and social media: Communication hierarchy and message diffusion in
participatory media (2010)
3 Modeling social media support for the elicitation of citizen opinion
4 Beyond participation to co-creation of meaning: Mobile social media in generative
learning communities (2010)
5 Social media: Opportunity or risk? (2010)
6 Treat your customers as equals! Fostering customer collaboration through social
media
7 Social media enhanced studying and learning in higher education (2010)
8 M matters: Whats social marketing and media got to do with it? (2010)
9 Information media, social imagination, and public society during the Ming and Qing
dynasties-2010
1 Who interacts on the Web?: The intersection of users' personality and social media
0 use
1 Business: Look, listen, leap: Plan your strategy to make social media marketing your
1 interactive advantage (2010)
1 Adoption of social media for public relations by nonprofit organizations
2
1 Getting the social media on your side: Marketing specialists must embrace the world
3 of technology (2010)
1 Management education using social media (2009)
4
1 User interests in social media sites: An exploration with micro-blogs (2009)
5
1 Freshly generated for you, and Barack Obama': How social media represent your life
6 (2009)
1 Terminology mining in social media (2009)
7
1 Social media helps out the help desk (2009)
8
1 Social media use, perceptions of decision-making power, and public relations roles
9 (2009)
2 The structure and dynamics of the brand
0
2 How to use facebook in your market research
1
2 Outlook: Social media and apparel
2
2 Media richness, user trust, and perceptions of corporate social responsibility: An
3 experimental investigation of visual web site disclosures
2 Social semantic web at work: Annotating and grouping social media content

39
4
2 Armed with social media
5
2 Proceedings of the 2008 ACM Workshop on Search in Social Media, SSM'08, Co-
6 located with the 17th ACM Conference on Information and Knowledge
Management, CIKM'08
2 Towards a model of interactivity in alternative media: A multilevel analysis of
7 audiences and producers in a new social movement network
2 Asking the right questions about social media
8
2 PR practitioners' use of social media tools and communication technology
9
3 How social media is transforming employee communications at Sun Microsystems
0
3 How social is your web site? Top five tips for social media optimization
1
3 Social interactions across media: Interpersonal communication on the internet,
2 telephone and face-to-face
3 A Framework for Modeling Influence, Opinions and Structure in Social Media
3
3 An integrated evaluation model of user satisfaction with social media services
4
3 Brand advertising, on-line audiences, and social media: invited talk
5
3 CALL FOR PAPERS ACM Transactions on Multimedia Computing, Communications
6 and Applications Special Issue on Social Media
3 Challenges and Potentials for Institutional and Technological Infrastructures in
7 Adopting Social Media
3 Distinguishing Knowledge vs Social Capital in Social Media with Roles and Context
8
3 Effects of feedback and peer pressure on contributions to enterprise social media
9
40 Finding roles for social-media tools in HR
4 Gen X and Ys attitudes on using social media platforms for opinion sharing
1
4 Get Real and Prosper: Why Social Media Demands Authentic Brands
2
4 Gettin' Geeky with Twitter: Build Your Business and Manage Your Brand with Today's
3 Hottest Social Media Tool
4 How Blogs and Social Media are Changing Public Relations and the Way it is
4 Practiced
4 How Social Media Transforms the Way We Live and Do Business
5

40
 4 Introduction: Social media and search
6
4 Marketing and Social Media: EVERYONE'S SOCIAL (ALREADY)
7
4 On Estimating The Geographic Distribution Of Social Media
8
4 Signed networks in social media
9
5 Social Media Marketing: Gaining a Competitive Advantage by Reaching the Masses
0
5 Social Media Marketing: Successful Case Studies of Businesses Using Facebook and
1 YouTube With An InDepth Look into the Business Use of Twitter
5 Social media: Tools for user-generated content
2
5 Social Media’s Effects on Marketing
3
5 Teens and Social Media An Overview
4
5 The New Influencers: A Marketer's Guide to the New Social
5
5 Towards the Integration of Social Media with Traditional Information Systems
6
5 Two Faces of Social Media: Brand Communication and Brand Research
7
5 Ways Social Media is Changing Business
8
5 What is Twitter, a social network or a news media?
9

Appendix II- Employer Branding articles

No. Article
1 Conceptualizing and researching employer branding.
2 Captivating company: dimensions of attractiveness in employer branding
3 Employer branding in the Belgian army: The importance of instrumental and
symbolic beliefs for potential applicants, actual applicants, and military employees.
4 Employer and Employee branding: HR or PR? (Managing human resources:
personnel management in transition book by Stephen Bach)
5 Employer branding and its influence on managers.
6 Branding the Government As An Employer of Choice.
7 Employer branding and its influence on managers.

41
 8 An integrative review of employer branding and OB theory.
9 Employer Branding through Preference Matching .
10 The Influence of Symbolic Person-Organization Fit on Employer Attraction——A
Research on Symbolic Employer Branding.
11 Organizational Identity and Employer Image: Towards a Unifying Framework.
12 The Meaning of Employer Branding: Traditional and Web 2.0 Concepts.
13 Corporate brands. What are they? What of them?
14 Corporate reputation in the era of Web 2.0: the case of Primark.
15 HR systems survey: HR technologies, deployment approaches, value and metrics.

Appendix III- Letter sent to the participants

Dear Mr./ Ms. X,

Recently, through the e-mail correspondence with Tanya Bondarouk, you have indicated
an interest in participating in a Delphi study regarding the future of employer branding
through social media. Thank you very much for showing an interest in this study which
aims to shed light on how will Employer Branding will develop though Social Media in
the next 5 years.
We now begin the data collection process. Attached to this e-mail, you will find:
- The sheet with six open questions
- The description of the research and Delphi method.

 The goal of this study is to explore the future of Employer Branding through Social
Media.
“Social media” in this study refers to “a group of internet-based applications
which allow the creation and exchange of content for all the people that use it”
(Facebook, LinkedIn, YouTube,Wikipedia, MySpace, Second Life, Blogs, etc.).
Growing interest and power of social media seems to be of major interest for
companies that want to strengthen their popularity and recruit perspective
employees. This process is covered by the term “employer branding” , seen in
this study as a long-term oriented strategy of any given company, aimed both at
building a unique and desirable employer identity and managing the perceptions
of perspective and current employees, in order to gain competitive advantage.

The research employs the Delphi method. Delphi method is mainly used for forecasting;
relying on systematic interviews with a panel of experts and consists of 2 or 3 rounds of
questions. The Delphi method is viewed as a technique to obtain the reliable consensus

42
among a panel of experts. The panel members in this study are worldwide experts and
(e-)HRM business leaders.
Answering the questions should not take more than 20 min.  In accordance to standard
Delphi process protocol, your answers will be treated anonymously. In this round you
are asked to answer 6 open questions. Answers should express your knowledge and
opinion regarding the future of employer branding, whether it is a positive or negative
perspective.
 Please send your answers to: [email protected]  in two weeks time.  After 10
days we will remind you about it.
The next round (Round 2) will take place during December 2010 and will consist of top
10 lists created from answers given in the first round. During rounds 2 and 3 you will be
asked to re-evaluate your answers based on the list we provide. Rounds 2 and 3 should
take less time to complete than this round.
Thank you for your collaboration and we are looking forward to receiving your answers. 

Best regards,

Mrs. Roxana Arama, BSc

Mrs. Elena Axinia, BSc
Mrs. Dr. Tanya Bondarouk

THE DELPHI METHOD

Researchers at the RAND Corporation starting from the premises that “two heads are better
than one” (Dalkey, 1969. p.5), began to develop the Delphi method, which uses individuals
estimations as prediction for short-term periods. Rand Corporation conducted studies and built
the Delphi method from the simplistic version- formulate group judgments- to how it is used
nowadays. The following years, the method has been long used and various definitions were
given. Delphi method received various definitions long the time. In 2000 Hasson et al define
Delphi method as:” a group facilitation technique, which is an iterative multistage process,
designed to transform opinion into group consensus”. (Hasson et al., 2000, p.1008)Landeta
(2006) stated that “the Delphi method was conceived as a group technique whose aim was to
obtain the most reliable consensus of opinion of a group of experts by means of a series of
intensive questionnaires with controlled opinion feedback. (…)It is a method of structuring
communication between groups of people who can provide valuable contributions in order to
resolve a complex problem.” (Landeta, 2006, p. 468)
According to Landeta (2006), the main characters of the Delphi method are considered to be the
following:
 Repetitiveness- participants should be questioned at least two times on the same items
 Anonymity- answers are kept anonymous and considered as part of the entire group
 Controlled feedback- the communication between experts is externally controlled
 Group statistical response- all the answer can be found in the final answers.

43
 As literature argues, “In all subject domains Delphi has been primarily employed for forecasting,
planning, issue identification/prioritisation, or for framework/strategies development
(…)Whatever the perceived reasons for its choice, the method offers reliability and
generalisability of outcomes, ensured through iteration of rounds for data collection and
analysis, guided by the principles of democratic participation and anonymity.” (Bobeva, 2002,
p.104).

The present research aims at forecasting the future of recruiting and employer branding.
According to the literature review, Delphi method is mostly used for forecasting, issue
identification or to explore assumptions or information leading to differing judgments. This
study considers the Delphi method due to the experience and information that experts poses,
allowing the researcher to analyze the data received both qualitative and quantitative, in order
to generate consensus regarding the future of recruiting and employer branding through social
media. In addition, controlled feedback can enable to narrow the most important ideas of the
experts and obtain reliable and general information. Considering the fact that the research is
subject to a master thesis, Delphi method could provide valuable information from academic
experts in a shorter period of time and using less financial resources, compared to applying
questionnaires or interviews.

DELPHI STUDY PROCESS

Selection of participants
- The respondents of this study are all Academics, which
share common expert knowledge of HRM.

Delphi Round 1WE ARE HERE!!!

Purpose: - To receive Academic experts’ opinion on 7 open questions, that allows the creation of the survey in Round
2.
- Monitoring the response rate and send reminders.
- Keep permanent contact with the respondents.

Progress to Delphi round 2

- Review the responses from Round 1 and cluster the responses into
Top 10 (or Top 5 if low variance).
If sample size is acceptable, proceed to round 2.
44
 Delphi Round 2
Purpose: - To inform the participants of the results from Round 1, and give the opportunity to review their opinions
considering the previous results.
The survey will contain the opinions given by all the experts in the first round, which were clustered and gathered into a
list of Top 10 or Top 5 ( if the variance is low).

-
Progress to Delphi round 3
Make analysis of the responses of Round 2, with regards to changes
of opinion, and create new lists.
If sample size is acceptable, proceed to round 3.

Delphi Round 3
Purpose: - To inform the participants of the results of Round 2 and give the opportunity to review their answers.
The survey will contain Top 10 or Top 5 (if low variance) lists, based on the answers from Round 2.

-
Analysis of the Delphi study Results
- Analysis of the results and qualitative feedback received from respondents
- Summaries of findings sent to the respondents

Delphi questions

WHAT IS THE FUTURE OF EMPLOYER BRANDING THROUGH SOCIAL MEDIA

DELPHI STUDY

There is no restriction on how much you wish to write, as long as you consider it to be
relevant. We welcome as many opinions from respondents as possible. We recommend
you to save this document in a special folder, in this way you could return to these

45
answers in case you did not complete them at once. If you work with the Word '97 or
older, you simply write the answer “normally”, under the question. If you work with the
Word 2003, you may use the possibility below to insert your answers. Use any option
you prefer.
In your opinion:
1. What are the consequences of using Employer Branding3 through Social Media4?
Click here to enter text.
2. Which developments in social media will positively and/or negatively influence
employer branding in the coming 5 years?
Click here to enter text.
3. What implications will social media have for the employer branding proposition,5 in the
coming 5 years?
Click here to enter text.
4. What implications will social media have for the internal marketing6, in the coming 5
years?
Click here to enter text.
5. What implications will social media have for the external marketing7, in the coming 5
years?
Click here to enter text.
6. What implications will these developments have for the role of the HR professionals?
Click here to enter text.
After you have completed answering the questions, please save is as a word document and send
it back to [email protected] .

3
A long term strategy, aimed at building a unique employer identity and managing the perceptions of perspective and
current employees, to gain competitive advantage

4
A group of applications that build on foundations of Web 2.0, like Facebook, LinkedIn, YouTube, My Space, Hyves

5
Information on the organization’s culture, management style, qualities and image of the current employees.
6
Reach Activities to reach and attract employees, and create a unique image that allows candidates to picture
themselves within the company
7
Building a workforce that is difficult to imitate; achieving a unique culture, and increasing employee retention

46
Thank you for your collaboration!

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52