SUMMER INTERNSHIP PROGRAMME

ON
“The Role of Employee Branding in Talent Attraction and Talent
Retention”

SUBMITTED TO
Faculty of Management

In partial fulfillment of the requirement of the award for the degree of

Integrated
Master of Business Administration
GLS University

UNDER THE GUIDANCE OF

Faculty Guide
Dr. Maulik Shah

SUBMITTED BY
Aneri Jain - 201900510010077
Shivani Kabra - 201900510010096

IMBA Semester VIII [Batch: 2019-2024]

I
COMPANY CERTIFICATE

II
III
 INSTITUTE CERTIFICATE

“It is to certify that this Summer Internship Report Titled “The Role of Employee Branding in
Talent Attraction and Talent Retention” is the Bonafede work of Aneri Jain (Enrolment No
201900510010077) & Shivani Kabra (Enrolment No 201900510010096), who carried out the
research under my supervision.

Dr. Maulik Shah Dr. Hitesh Ruparel

Internal Faculty Guide Dean, Faculty of Management,
Faculty of Management Gls University
Gls University

IV
 DECLARATION

We, Aneri Jain (201900510010077) & Shivani Kabra (20190051010096), hereby declare that the
SIP report titled “The Role of Employee Branding in Talent Attraction and Talent Retention” is a
result of our work and my/our indebtedness to other work publications, references, if any, have
been duly acknowledged.

Place: Ahmedabad Date:

Name: Aneri Jain Name: Shivani Kabra

Signature: Signature:

V
 PREFACE

As a part of Integrated MBA Curriculum and to gain practical knowledge in the field of
Management, a report has been prepared on “A role of employee branding in Talent Attraction
and Talent Retention.”
The Integrated MBA program is a well-structured and integrated course in business management
at GLS University. The main objective of preparing the Summer Internship Programme Report at
the IMBA level is to develop skills in students by providing them an opportunity to relate a
practical experience with the theoretical concepts and principles of business management.

VI
 ACKNOWLEDGEMENT

The Summer Internship Programme has provided me with an opportunity to gain information on
the role of Employee Branding in Talent Attraction and Talent Retention. It was an experience of
applying the concepts as well as the knowledge learned in classrooms in real-life practical
situations.
Every Project Report is a culmination of a student's endeavor to gain optimum experience during
a short valuable tenure. This Project is dedicated to all the people to whom we met, talked, took
guidance, and learned many things from them.
We take immense pleasure in taking this as an opportunity to express my deepest gratitude to all
those people whose guidance and support have made it possible for me to complete this project
successfully.
First and foremost, we would like to convey my heartiest thanks to GLS University for providing
me with a huge platform for doing this SIP.
We are thankful to our Dean, Faculty of Management, Dr. Hitesh Ruparel for providing me with
constant support from the institute. My deepest gratitude to my project guide Dr. Maulik Shah.
I am thankful to the faculty guides who despite their busy schedules provided me with their
invaluable guidance, suggestions, and directions, which enabled me during all stages of this
project.
Finally, I would like to convey my most profound regard to everyone who has directly or indirectly
helped me in accomplishing this project.

VII
 EXECUTIVE SUMMARY

The topic of this research is “The Role of Employee Branding in Talent Attraction and Talent
Retention” in Svatantra Micro Housing Finance Corporation Limited. The motivate of choosing
this topic to understand the perception how the employee branding helps in attracting the talent
and talent retention.

The objective of this survey was to know to study the factors influencing job satisfaction of
employees in the corporate industry, to study the expectations of employees in the corporate
industry, to identify the factors that contribute to a strong employee brand as perceived by
respondents or to understand the influence of employee branding efforts on an individual's decision
to apply for jobs or join companies. Moreover, this survey would help the company for various
reasons such as which factors and elements would me consider most important for conducting the
employee branding to attract the employees.

For making SMHFC better for their employee branding with special reference to Gujarat,
Maharashtra and Rajasthan, this survey was performed where we collected primary data from 211
people residing in Gujarat, Maharashtra and Rajasthan in different areas with discrete demographic
profiles and giving a brief idea to them about employee branding and after that analysis of the data
was done by using SPSS software and running various test like Chi square, Anova test used various
charts and graphs.

The key findings from this were the majority of respondents 51.2% believe that social media
platforms are the most effective channels for communicating and promoting employee branding
efforts. Respondents. 4.7% indicated that internal company newsletters and communications are
effective channels for promoting employee branding efforts.

VIII
Serial Content Page no.
Number
Chapter 1 Research Methodology

1.1 Literature Review 1

1.2 Objective of Study 18

1.3 Scope of study 18

1.4 Research design 18

1.5 Sampling Design 18

1.6 Data Collection Sources 18

1.7 Beneficiaries of Study 18

1.8 Limitation of study 18

Chapter 2 Introduction to the Finance Industry

2.1 Meaning of Finance Industry 21

2.2 Introduction to Micro Housing Finance 24

2.3 PESTEL ANALYSIS 25

2.4 Market leader in Finance Industry 27

Chapter 3 Introduction to Svatantra Micro Housing Finance

Ltd
3.1 Introduction to Svatantra Micro Housing Finance Ltd 31

3.2 Company Values 32

3.3 Work culture 32

3.4 Products and services 33

3.5 SWOT Analysis 34

IX
Chapter 4 Introduction to Topic
4.1 Introduction 37

4.2 Talent Attraction 38

4.3 Talent Retention 39

4.4 Employee Branding in Svatantra Micro Housing Finance ltd 42

Chapter 5 Data Analysis

5.1 Frequency Distribution Analysis (One Variable Analysis) 48

5.2 Hypothesis Testing (Two Variable and Chi-square Test) 62

Chapter 6 Findings 72

Chapter 7 Recommendation 74

Chapter 8 Conclusion 76

Bibliography 78

Annexure 82

X
 LIST OF GRAPHS

No. Title Page No.

5.1.1 Gender 48

5.1.2 Age 49

5.1.3 Qualifications 50

5.1.4 Yearly Income 51

5.1.5 How many years of professional work experience do you have? 52

5.1.6 What is your current job title or role? 53

5.1.7 How important do you think employee branding is in attracting 54

top talent to an organization?

5.1.8 Have you ever chosen to apply for a job or join a company based 55
on its employee branding efforts?

5.1.9 In your opinion, does a strong employee brand contribute to 56

higher employee satisfaction and engagement?

5.1.10 How does a company's employee brand influence your decision 57

to stay with an organization for the long term?

5.1.11 What channels do you believe are most effective for 58

communicating and promoting employee branding efforts?

5.1.12 Have you ever witnessed or experienced a company with a weak 59

employee brand struggling to attract or retain talented
employees?

XI
 LIST OF TABLES

No. Title Page No.

5.1.1 Gender 48

5.1.2 Age 49

5.1.3 Qualifications 50

5.1.4 Yearly Income 51

5.1.5 How many years of professional work experience do you have? 52

5.1.6 What is your current job title or role? 53

5.1.7 How important do you think employee branding is in attracting 54

top talent to an organization?

5.1.8 Have you ever chosen to apply for a job or join a company based 55
on its employee branding efforts?

5.1.9 In your opinion, does a strong employee brand contribute to 56

higher employee satisfaction and engagement?

5.1.10 How does a company's employee brand influence your decision 57

to stay with an organization for the long term?

5.1.11 What channels do you believe are most effective for 58

communicating and promoting employee branding efforts?

5.1.12 Have you ever witnessed or experienced a company with a weak 59

employee brand struggling to attract or retain talented
employees?

5.2.1 Chi-Square Analysis 48

5.2.2 ANOVAs Test 62

XII
 CHAPTER 1
RESEARCH METHODOLOGY

1
1.1 LITERATURE REVIEW
1. MP Mishra, V Mishra(2023),
Employer branding is a tool to create a positive perception of an organization in the minds
of existing and prospective employees. Employer branding not only helps in getting the
best talent for an organization, but also reduces the cost of talent acquisition. Employees
are not merely passive participants of the recruitment process; they aggressively seek
information about the employers using secondary resources like blogs and social media
pages of the company and are involved in the co-creation of the recruitment process. The
study used a narrative review to identify the factors affecting employer branding. The study
then used the multi-criteria decision-making (MCDM) technique and TOPSIS to rank these
factors, hence identifying the importance of five factors for an employer. The study further
performed conjoint analysis to identify the utility of the identified factors for employees.
The narrative review of the studies identified salary, job security, training and
development, work-life balance, and career progress. The study's results suggested a
significant gap between employers' and employees' perspectives, which must be addressed.
Salary and job security are the hygiene factors and have a high priority for employees and
employers. While career progress is important for employees, it gets less preference from
employers. The study findings will be useful for managers designing online branding
strategies and those at the helm of corporate communication.

2. R Sharma, K Tanwaaar,(2023),
The primary aim of this study is to analyze the impact of the dimensions of the Employer
Brand on a candidate’s intention to pursue an employer. Secondly, the focus is on analyzing
the mediation effect of Perceived organizational Prestige (POP) between the independent
variable (Employer Brand) and the dependent variable (organizations pursuit intention),
followed by an evaluation of the moderating effect of Person–organization Fit (POF)
between POP and organizations Pursuit Intention (OPI). Data for this study was collected
from 419 final year students of engineering at various Central and State universities of
Delhi, India, as per the approved list of Institutions by the University Grant Commission
(UGC). Exploratory Factor Analysis (EFA), followed by Confirmatory Factor Analysis
(CFA), has been applied to validate the adopted scales in the current context. Structural
Equation Modeling (SEM) has been used to analyze the underlying relationship between
the dimensions of Employer Brand and OPI, along with the mediating effect of POP and
the moderating effect of POF in this context. This study finds a significant relationship
between independent variables (career enhancement opportunity, work culture, company
reputation, salary and other incentives and CSR and ethics) and organizations pursuit
intention (independent variable). Furthermore, perceived organizational prestige was found
to mediate the respective relationship of career enhancement opportunity (complete
mediation), corporate reputation (partial mediation) and Salary and other incentives (partial

2
 mediation) with the candidate’s pursuit intention. Also, the POF (moderator) was found to
have a significant impact on the relationship between the POP and the organization's
pursuit intention. This is the first study of its kind to investigate the dimensions of
Employer Brand that determine the intentions of a candidate to pursue an organization for
employment.

3. Shrivastava, N.K. and Shukla, A.V. (2023),

The study aims to conceptualize, develop, and validate a scale to measure an employer
brand(ing) (EB) based on the opinion of existing and potential employees. A total of 431
student respondents from B-Schools across India were surveyed in a cross-sectional study
using a 70-item scale generated through a literature review and expert interviews. Through
exploratory factor analysis, six EB dimensions were derived. These were further validated
using confirmatory factor analysis on data from 120 power sector employees. A total of
431 student respondents from B-Schools across India were surveyed in a cross-sectional
study using a 70-item scale generated through a literature review and expert interviews.
Through exploratory factor analysis, six EB dimensions were derived. These were further
validated using confirmatory factor analysis on data from 120 power sector employees. A
new 20-item EB scale- “EmBran”- covers six dimensions of EB: good human resource
(HR) practices, business impression and work conditions, financial compensation, work-
life balance, passive culture, and standard HR policy. The paper posits EB as a second-
order factor determined by six first-order factors.

4. P Tien Thanh, N Thu Ha, P Thi Hong Ngoc(2023 )

High-quality workforce is the most important source for competitive advantage, and thus
all organizations attempt to attract and recruit young talents. This study aims to examine
the relationships between corporate social responsibility (CSR), corporate reputation and
intention to apply for a job in young individuals. For empirical analysis, this study uses
data collected from final-year students and fresh graduates in a developing city. This study
uses structural equation modeling (SEM) to test the research model’s is found to be
positively and directly associated with intention to apply for a job. CSR is also positively
and indirectly associated with intention to apply through the mediation of corporate
reputation. This study underscores the importance of CSR practices in enhancing corporate
reputation and attracting talented young candidates. Accordingly, organizations can gain
their competitive edge in a highly competitive environment. This study suggests that
organizations should be more concerned about CSR practices for the sake of corporate
reputation as well as community development. This study is among the early attempts to
examine the direct and indirect relationships between CSR, corporate reputation, and
intention to apply for a job in a developing city. The findings add to the growing literature

3
 suggesting that CSR may help organizations achieve competitive advantage regarding the
attraction of prospective young talent.

5. Shrivastava, N.K. and Shukla, A.V. (2023),

The study aims to conceptualize, develop, and validate a scale to measure an employer
brand(ing) (EB) based on the opinion of existing and potential employees. A total of 431
student respondents from B-Schools across India were surveyed in a cross-sectional study
using a 70-item scale generated through a literature review and expert interviews. Through
exploratory factor analysis, six EB dimensions were derived. These were further validated
using confirmatory factor analysis on data from 120 power sector employees. A total of
431 student respondents from B-Schools across India were surveyed in a cross-sectional
study using a 70-item scale generated through a literature review and expert interviews.
Through exploratory factor analysis, six EB dimensions were derived. These were further
validated using confirmatory factor analysis on data from 120 power sector employees. A
new 20-item EB scale- “EmBran”- covers six dimensions of EB: good human resource
(HR) practices, business impression and work conditions, financial compensation, work-
life balance, passive culture, and standard HR policy. The paper posits EB as a second-
order factor determined by six first-order factors.

6. Person organization Fit and Perceived organizational Prestige(2023)

The primary aim of this study is to analyze the impact of the dimensions of the Employer
Brand on a candidate’s intention to pursue an employer. Secondly, the focus is on analyzing
the mediation effect of Perceived organizational Prestige (POP) between the independent
variable (Employer Brand) and the dependent variable (organizations pursuit intention),
followed by an evaluation of the moderating effect of Person–organization Fit (POF)
between POP and organizations Pursuit Intention (OPI). Data for this study was collected
from 419 final year students of engineering at various Central and State universities of
Delhi, India, as per the approved list of Institutions by the University Grant Commission
(UGC). Exploratory Factor Analysis (EFA), followed by Confirmatory Factor Analysis
(CFA), has been applied to validate the adopted scales in the current context. Structural
Equation Modeling (SEM) has been used to analyze the underlying relationship between
the dimensions of Employer Brand and OPI, along with the mediating effect of POP and
the moderating effect of POF in this context. This study finds a significant relationship
between independent variables (career enhancement opportunity, work culture, company
reputation, salary and other incentives and CSR and ethics) and organizations pursuit
intention (independent variable). Furthermore, perceived organizational prestige was found
to mediate the respective relationship of career enhancement opportunity (complete
mediation), corporate reputation (partial mediation) and Salary and other incentives (partial
mediation) with the candidate’s pursuit intention. Also, the POF (moderator) was found to

4
 have a significant impact on the relationship between the POP and the organization's
pursuit intention. This is the first study of its kind to investigate the dimensions of
Employer Brand that determine the intentions of a candidate to pursue an organization for
employment.

7. Rizwan Raheem Ahmed,2022

had conducted a study on the relationship between internal employer branding and talent
retention. The major objective of study is the objective of the undertaken study was to
develop an inclusive conceptual framework for the relationship between internal employer
brand image and talent retention. For this purpose, authors have carried out an extensive
and semi-systematic literature review and identified several antecedents and consequences
that have been empirically established in numerous leading-edge research studies carried
out around the globe at different time horizons in different prestigious indexing journals.
Finally, a comprehensive and relatively rich conceptual framework has been proposed for
future empirical explanations in various social settings via prospective research based on
competitive compensation, organizational environment, career progression, job design,
employer’s prestigious, internal employer brand image, employee’s engagement, and talent
retention.

8. Herminia Dias,2022
had conducted a study on the relationship between employer branding, corporate
reputation, and intention to apply to a job offer. The major objective of study is Currently,
organizations need to differentiate themselves, and one of their biggest challenges is the
search and retention of talent. One of the factors that have been associated with attracting
talent is employer branding. To achieve the goals, data were collected from 225 Portuguese
adults. The response rate was 75%. Based on a survey, respondents reported their
perceptions of employer branding of a specific organization, and they rated the
organization’s reputation and their intention to apply to that organization. The results
showed that employer branding (interest value; social value; economic value; development
value; application value) positively influenced an organization’s corporate reputation,
which, in turn, increased an individual’s intention to apply for an employment offer in that
organization. This study demonstrates how employer branding may influence the decision
of applying to a job offer by exploring the process through which it occurs. This study
contributes to a more comprehensive approach to employer branding and its relationship
with the applicants’ decision to apply (or not) for a job in the Portuguese working context.

5
9. AJ Silva, H Dias, 2022 .

Employer branding is a topic that has gained relevance in the organizational world. Currently,
organizations need to differentiate themselves, and one of their biggest challenges is the search
and retention of talent. One of the factors that have been associated with attracting talent is
employer branding. However, studies that explore the relationship between this, corporate
reputation, and the intention to apply for a job are scarce. As such, this study aims to analyze
the mediating role of corporate reputation in the relationship between employer branding and
the intention to apply for a job offer. To achieve the goals, data were collected from 225
Portuguese adults. The response rate was 75%. Based on a survey, respondents reported their
perceptions of employer branding of a specific organizations, and they rated the organization's
reputation and their intention to apply to that organizations. The results showed that employer
branding (interest value; social value; economic value; development value; application value)
positively influence an organization's corporate reputation, which, in turn, increased an
individual’s intention to apply for an employment offer in that organizations. The present study
is a contribution to the literature on employer branding, as it reinforced the importance that
employer branding and corporate reputation play in the intention of applying for a job offer.

10. Dr. N. Barathi Dasan,2022

had conducted a study on an Empirical Study on Impact of Employee Retention in IT

Companies on The Employer Branding. The major objective of study is to measure the impact
of the strategies of retention of employees in the IT companies on the employer branding. This
is an empirical study carried out in Chennai city. Employer branding helps the companies to
improve and efficient management of the human resource in the IT sector. Recruitment and
retention of employees are strongly influenced by the employer branding. The study is intended
to analyze the employer branding in the IT companies and the influence of the retention
strategies on the employer branding. The study concludes that Employee turnover is a major
problem in the industry. The main causes of turnover are pay satisfaction, other benefits
obtained from the company and alternative employment opportunities.

11. Dr. N. Barathi Dasan,2022

conducted a study on the Empirical Study on Impact of Employee Retention in IT Companies

on Employer Branding. The major objective of the study is to measure the impact of the
strategies of retention of employees in the IT companies on the employer branding. This is an
empirical study carried out in Chennai city. Employer branding helps the companies to
improve and efficient management of the human resource in the IT sector. Recruitment and
retention of employees are strongly influenced by the employer branding. The study is intended
to analyze the employer branding in the IT companies and the influence of the retention

6
strategies on the employer branding. The study concludes that Employee turnover is a major
problem in the industry. The main causes of turnover are pay satisfaction, other benefits
obtained from the company and alternative employment opportunities.

12. Ghulam Muhammad,2021

had conducted a study on the Employer Branding and Sustainable Competitive Advantage:
Mediating Role of Talent Acquisition. This study discusses and analyzes the literature and the
concepts relevant to this research and the more the organization satisfies the development value
of its employees, the higher will be the chances of talent acquisition. The target population in
this study was HR heads, managers, assistant managers, and superintendents of the power
generating organizations. We believe the participants that are chosen are fit to answer the
research questions based on their different levels within the organization. The main objective
of this study was to examine the employer branding role in attracting new talent that leads
organizations to sustainable competitive advantage. We have included the assessment of the
measurement model and the assessment of the structural model. In the assessment of the
measurement model, the researchers have tested the reliability of individual items, internal
consistency, convergent validity, and discriminant validity. In the assessment of structural
models. The main objective of this study was to examine the employer branding role in
attracting new talent that leads organizations to sustainable competitive advantage.

13. Jiří Bejtkovský and Narcis Copca, 2020

The paper focuses on employer branding creation and HR marketing in selected healthcare
service providers. Employer branding creation and HR marketing have become interesting
and creative areas in the field of HR management and marketing. The process of the employer
branding creation and the conception of HR marketing coming from within the organizations
and corporations could be an interesting and effective tool that management not only in
healthcare service Providers Could use to create a relationship with their current and also
Potential employees. The article aimed to find out, among other things, which factors
influence the choice of the employer(concerning the selected healthcare service provider’s
This study researched on the gender and biological age of the respondents. For research
purposes, a structured questionnaire was used. This questionnaire was distributed among
selected healthcare service providers in the Czech Republic. The proposed research
hypotheses have been verified through research. The statistical method of the Pearson’s
Chi Square test was chosen to verify the research hypothesis seethes research study has brought
the compelling findings. Firstly, that there is a statistically significant relationship between the
factors influencing the choice of the employer (the selected healthcare service provider)
and the age of the respondents, and secondly that there is a statistically significant

7
relationship between the factors influencing the choice of the employer and the gender of the
respondents in selected health care service providers in the Czech Republic.

14. Kumari,2020

had conducted a study on Employer Branding and its Role in Effective Recruitment. The major
objective of study is to identify the factors influencing employer branding and to determine the
value propositions of employer branding which affects employee attractiveness. The sample
size of the study was 205 consisting of job seekers- fresh graduates or final year students and
employees who are actively searching for better opportunities outside the organization. Hence
judgmental sampling has been used in collecting the responses. The study finds that y, the first
value proposition i.e. Social value assesses the most important variable related to the working
environment such as enjoyment, relation with employer and colleague. ‘Economic value’
offers the potential employee to attract. The study concludes that Organization. Employer
branding is a sum of psychological, economic, and functional benefits provided by
employment and identified by the employer. It has a psychological impact on prospective
employee one’s image perception and attractiveness do influence the job seekers to apply for
the job

15. S. Chandrasekaran,2020

had conducted a study on the Impact on Employer Branding through Talent Retention and
Motivation in Insurance Companies. The major objective of study is to know about the
magnitude of Employer Branding and its need in an organizations Talent Management strategy
and to understand the vital role of Organization in Building Effective Employer Branding of
their company. The researcher has tried to investigate how the predefined organizational
strategies over Employer Brand building, Talent retention & motivation, and perceived
Organizational prestige helps to glorify the Employer Branding in the company. The
organization must focus upon providing and encouraging its employees to be aware about the
Cross-culture Training.HR department should be more flexible in motivating employees to
communicate their ideas to management for improvement.HR department conducts more
various attractive activities to reduce stress for enhancing their mental abilities.

16. Tre Shalin Sellar,2020

had conducted a study on the Impact of Employer Brand Equity on Employee Attraction and
Retention. The major objective of study is to Familiarity with the Employer Brand and
Employer Brand Loyalty. The researcher has selected 240 employees from each company
using the simple random sampling, where each employee of the population has an equal chance
of being selected as a respondent. Data presentation and analysis is one of the crucial parts of

8
a study and it assists to reach accurate study conclusions. This part of the research study
analyzed data of personal information and research information in an understandable way. The
study concludes that This study is focusing on the impact of one of the emerging HRM
strategies, employer branding on employee attraction and retention. The study deeply
discussed the impact of EBE elements on attraction for the employer and retention.
Accordingly, this study discussed managerial implications that contribute organizations to
build stronger EBE to encourage best talented employees to prefer the organization and choice
to stay with the organization.

17. Atif Badri Al-Qura'an,2020

had conducted a study on the role of employer branding in enhancing the talent management
strategies. The main aim of this study is to identify to what extent the managerial leaderships
in top, middle, and lower levels of commercial banks at Jordan practice the employer branding
dimensions and talent management strategies. Also, it aims to explore the impact of employer
branding dimensions on talent management strategies. The researcher relied on analytical-
descriptive methods to analyze and classify the data to achieve the objectives and to identify
the variables of the study. To collect data a questionnaire was developed based on relevant
literature and scales, (226) questionnaires were distributed, out of which (187) were returned
and analyzed using SPSS (version 19), with response rate (82.7%). The results of the study
showed that the relative importance of employer branding dimensions and talent management
strategies practices in commercial banks of Jordan was high. Also, the results revealed that
there is a positive relationship and significant impact of employer branding dimensions on
talent management strategies. And they realized the importance of talented employees in
achieving a positive outcome at individual level such as increasing work motivation,
commitment, satisfaction, and engagement. In regard to the second aim of the study, the results
revealed that there is a positive relationship and significant impact of overall employer
branding dimensions on talent management strategies.

18. Poonam Pratap Dev,2019

had conducted a study on the history and importance of employer branding. The major
objective of this study is to understand the concept of employer branding, its antecedents and
consequences and techniques and to discuss the steps for internal and external branding.
Employer branding was not so popular in the past but in the present context employer branding
is essential to have a competitive advantage. Proper implementation of employer branding
strategy will help to attract and retain talented employees who will indeed help in growth and
development of the organization. Employer branding should also focus on retaining existing
candidates for the smooth and steady operation of the organization. So, the main focus of

9
employer branding is to have an alignment between reality and expectation working in an
organization.

19. Shahjehan Ahmed,2018

Conducted a study on the Role of Employer Branding Dimensions on Employee Retention:

Evidence from the Educational Sector. The major objective of the study incorporates insight
into how employer branding can contribute towards making an organization more attractive
and eye-catching for employees. This will provide an action-oriented outline for the enterprises
in improving the organizational attractiveness to ensure the intake of new talented workers and
successful retention of the existing employees. The study used a quantitative research design
to test the hypothesized relationship between the variables. The units of analysis were teachers
and administrative staff members of branded institutes. The study finds that There is a
significant positive relationship between development value and employee retention but there
is no relationship between application value, interest value, work/life balance, and employee
retention. There are currently eight dimensions of employer brand and we have only considered
four. Maybe the combined effect of other relevant dimensions would yield different results.
From this study, we can therefore conclude that development value is a crucial value for
employees as it enhances employer retention while the other values have no significant
relationship with employee retention. Employees tend to leave the organization if they are not
praised accordingly or if the management of the organization exhibits excessive and
unnecessary complaint factors.

20. Mičík, K Mičudová - Economics & Sociology, 2018

Having the image of an attractive employer allows organizations to hire the most talented
employees. To win in this ‘war for talents, organizations must build their employer brand.
Ideally, branding should be perceived as a comprehensive recruiting strategy that attractively
positions a company and keeps it top of the mind for potential candidates. Potential candidates,
in this case, the Millennial, will make up a large share of the global workforce by the year
2020. Millennial are a specific social group due to several characteristics and expectations
different from the previous generations, which means that companies cannot use the same
strategies that have been in use so far. Because Generation Y has grown up with the Internet,
firms should also develop their communications on the Web. The goal of this research study
was to find out whether organizations build an image of an attractive employer for potential
employees of Generation Y and to what extent companies can attract Millennial. To identify
the most attractive companies for the generation in question, cluster analysis was used. The
outcomes of this study can be used by companies to increase their attractiveness among
talented young people looking for jobs.

10
21. AA Aldousari, A Robertson, MSA Sajid2017,

An increasing number of organizations embark on employer branding although this practice is

not theoretically supported. Our study explores the employer brand by employing branding
that examines the interrelation between the elements and the branding process’ outcomes. Our
study is based on the employer branding model having two major components: the employer
brand (with interrelated internal and external images) and the efficiency outcomes originating
from the application of the employer branding process. Our study combines quantitative and
qualitative research methods. The data were obtained from the companies operating in the
western province of Sri Lanka. Our findings reveal that organizations with an advanced
employer branding strategy have greater productivity than those organizations that lack or have
partially developed strategy. Our study compares organizations with different levels of
implementation of the employer branding strategy. Special attention is paid to organizational
communication and the incorporation of values into the external and internal employer brand.

22. H Gilani, L Cunningham - The marketing review, 2017

The subject of employer branding and its impact on employee perceptions is attracting great
interest from researchers and practitioners. The main aim of this research is to explore the
influence that employer branding has on employee retention. A detailed literature review of
core and contemporary academic contributions on the subject areas was carried out and there
were seven key themes identified within employer branding literature, which were: brand
values, induction and training, internal brand communication, organizational culture, rewards
and benefits, brand commitment, and employer brand management. Overall analysis of the
literature review indicates that employer branding is integrated into the organizations and the
various employer brand attributes, and along with the organization's culture, holds value for
employees and contributes to them staying employed within the company. These findings,
along with previous research, allow the conclusion that employer branding does have a clear
influence on employee retention. Scope for future research could include undertaking
quantitative research testing the devised conceptual framework, in addition to looking in more
depth at the seven key themes identified within retail employer branding to find out which
brand attributes are valued the most by employees. Moreover, other service organizations set-
ups could be researched in a similar way to see if results are similar between services
organizations, and the results can then be generalized across the service sector.

23. Kotler and Armstrong, 2017 .

Carry out a theoretical investigation for the creation of a conceptual framework on the
relationship between internal employer branding and talent retention. The study's main goal is
to show that career planning and training/learning and development initiatives are crucial

11
elements that influence employer brand perception. Opportunities to grow professionally and
personally are always valued by employees. Out of the more than 200 research publications
we accessed, 66 met the standards for high recency and relevance. Recognition of employees'
work, interaction with co-workers, colleague behavior, job environments, nature of the work,
guidance, pay structure, promotion-related strategies, and exercises, individual characteristics
of employees, work-life balance, and economic situation are just a few of the research's various
constructs that emerged from the literature review.

24. Rubin Gehlot,2017

had conducted a study on the Employer Brand – Talent Management and Retention of
Employees. The major objective of study is Identification of the dimensions of attractiveness
in employer branding and determine the perceived importance level of the identified
dimensions. This study aims to identify the dimensions of the employer branding attractiveness
and to find out the perceived importance level of each dimension. In this study, we examine
the different dimensions of employer attractiveness and its importance level. Employer
attractiveness dimensions were analyzed by principal component analysis in factor analysis.
This study shows that respondents attributed the highest importance to social life value and
economic value and gave least importance to humanitarian value of the potential employers.
This analysis also reveals the importance of different employer attractiveness dimensions.

25. The effect of employer brand dimensions on job satisfaction: gender as a moderator(2016)

The purpose of this paper is to identify key dimensions of employer brand (EB) and empirically
examine the impact of different dimensions of EB on job satisfaction. A six-factor EB model
has been tested for reliability and validity through confirmatory factor analysis. The study also
addresses the moderating role of gender in the relationship between EB dimensions and job
satisfaction. Structural equation modeling has been adopted to determine the contribution of
EB dimensions toward employees' job satisfaction. Critical dimensions of EB are identified
through a literature review. Item generation has been done through a literature review and
exploratory structured interviews with employees. The results demonstrate that EB acts as a
critical predictor of job satisfaction. All six dimensions of EB (training and development,
reputation, organizations culture, ethics and corporate social responsibility, work-life balance,
and diversity) were found to be critical predictors of job satisfaction. Also, gender is found to
have a moderating effect on the relationship between EB dimensions and job satisfaction.

26. Ms. Sathya,2014

does a study on the use of branding to retain employees and attract talent. The study's main
goal is to determine how the company is perceived by current and potential employees who

12
are considering working there. Employment branding is one of the most effective
communication tools for attracting and keeping talent in this technologically rapidly changing
era. The approach they took looked at several research papers on fostering brand loyalty to
attract and keep outstanding workers. In the study that emphasizes the significance of employer
branding, the findings of the research work carried out by numerous researchers over some
time are provided. The study concludes that maintaining strong dedication and performance
among employees will lead to higher productivity.

27. Serhat Era,2014

had conducted a study on Attracting Talented Employees to the Company: Do We Need

Different Employer Branding Strategies in Different Cultures? The major objective of study is
Our research objective is to identify dimensions of attractiveness in employer branding. In
order to achieve this objective, our study aims to identify what is the perceived importance
attributed to each dimension of attractiveness in employer branding and to examine whether
there are statistically significant differences in perceptions of Latvian and Turkish respondents.
Furthermore, the study aims to examine differences in perceptions amongst male and female
respondents. The findings have some theoretical and practical implications. First of all, human
resources professionals should know that distinct aspects of an employer brand are valued
differently. In general, “Recognition/appreciation from management” and “Having a good
relationship with colleagues” as a social benefit; and “An above average basic salary” as an
economic benefit are the most important attributes of an employer to our respondents. More
specifically, it examines whether there are significant differences in cultures and nationalities
on the perceptions of potential employees with regard to the employer brand. The effect of
gender as an important individual characteristic is also investigated.

28. AM Sivertzen, ER Nilsen, AH Olafsen,2013

The aim of this study is to investigate which factors employers should focus on in their
employer branding strategies. The present study tested the employer attractiveness scale
(Empathy) and analyzed relationships between dimensions in this measurement scale and the
use of social media in relation to corporate reputation and intentions to apply for a job.
Electronic questionnaires were distributed to students at three higher education institutions in
Norway. The proposed model is analyzed on the basis of 366 responses related to three well-
known Norwegian engineering firms. The results indicate that several employer attributes are
positive for corporate reputation, which again is related to attraction of potential employees.
Specifically, the results suggest that innovation value, psychological value, application value,
and the use of social media positively relate to corporate reputation, which in turn is positively
linked to intentions to apply for a job. Psychological value, which is the strongest predictor, is
also directly related to intentions to apply for a job. Furthermore, the validation of the Empathy

13
scale resulted in different dimensions than in the original study. New dimensions and a re-
arrangement of indicators are proposed. The research is original in the way it combines
employer branding and social media, and this will be of value to employers in their recruitment
processes.

29. Evans Sokro,2012

the effect of employer branding on recruiting and retaining staff. The major goal of the study
is to determine how an employer brand may be utilized to boost employee loyalty and assist
businesses to compete successfully in the labor market through efficient hiring, engagement,
and retention strategies. This study's methodology is a descriptive survey. A descriptive survey
is a methodical, non-experimental descriptive research technique used to collect data from (a
sample of) people to describe the characteristics of the larger population to which they belong.
According to the study, the induction procedure assisted 93.1% of the respondents in adjusting
to their workplace, which helped them form a favorable opinion of their organizations.
According to the study's findings, organizations should strive to be places of employment
where qualified candidates want to work and where current employees are loyal to the company
and give their best efforts. Employers must evaluate, measure, and position their employer
brands in the labor market so that they can quickly draw in qualified candidates with the
necessary skills.

30. Evans Sokro,2012

conducts research on the effect of employer branding on recruiting and retaining staff. The
major goal of the study is to determine how an employer brand may be utilized to boost
employee loyalty and assist businesses compete successfully in the labor market through
efficient hiring, engagement, and retention strategies. This study's methodology is a descriptive
survey. A descriptive survey is a methodical, non-experimental descriptive research technique
used to collect data from (a sample of) people in order to describe the characteristics of the
larger population to which they belong. According to the study, the induction procedure
assisted 93.1% of the respondents in adjusting to their workplace, which helped them form a
favorable opinion of their organizations. According to the study's findings, organizations
should strive to be places of employment where qualified candidates want to work and where
current employees are loyal to the company and give their best efforts. Employers must
evaluate, measure, and position their employer brands in the labor market so that they can
quickly draw in qualified candidates with the necessary skills.

31. Lukas de Swardt,2011

14
conducts research on a predictive model of employer brands for attracting and keeping talent.
This study investigates the existing state of understanding of employer brands and analyzes
the many building blocks of an employer brand that are conceptually included in a predictive
model. With a non-empirical methodology, this study used pertinent contextual data to look
for connections between theoretical ideas. To support future empirical study, theoretical
hypotheses that explain the discovered relationships were established. Key research results
indicated that the employer brand is driven by target group demands, a unique Employer Value
Proposition (EVP), the people strategy, brand consistency, employer brand communication,
and monitoring of Human Resources (HR) employer branding initiatives. According to the
study's findings, the goal was to identify the components of a predictive employer brand model
and comprehend how these components work together to create a conceptual coherence that
represents the employer brand regarding talent acquisition and retention.

32. Lukas de Swardt,2011

conducts research on a predictive model of employer brand for attracting and keeping talent.
This study investigates the existing state of understanding on employer brands and analyzes
the many building blocks of an employer brand that are conceptually included into a predictive
model. With a non-empirical methodology, this study used pertinent contextual data to look
for connections between theoretical ideas. To support future empirical study, theoretical
hypotheses that explain the discovered relationships were established. Key research results
indicated that the employer brand is driven by target group demands, a unique Employer Value
Proposition (EVP), the people strategy, brand consistency, employer brand communication,
and monitoring of Human Resources (HR) employer branding initiatives. According to the
study's findings, the goal was to identify the components of a predictive employer brand model
and comprehend how these components work together to create a conceptual coherence that
represents employer brand in relation to talent acquisition and retention.

33. Armstrong (2007)

established that the aim of an employer brand is to become an employer of choice. The
importance for organizations to be able to attract, recruit and retain talent has been identified
due to the growing shortages within labor markets (Chhabra & Sharma, 2014; Lievans &
Highhouse, 2003). Companies should understand employer branding, as it is the instrument
that allows firms to show how they differentiate themselves from competitors (Ito,
Brotheridge, & McFarland, 2013). Likewise, employer branding helps to improve
organizational performance within the context of HR in areas such as recruitment, retention,
and engagement, by allowing them to differentiate themselves from competitors (Chhabra &
Sharma, 2014; Russell & Brannan, 2016). Fernon (2008) additionally argued that, if done

15
 correctly, employer branding has the ability to retain the best people by providing an
environment that allows employees to live the brand through various aspects such as training
and progression.

34. Ginni Syal,2006

had conducted a study on the determinative impact of employer attractiveness dimensions of

employer branding on employee satisfaction. The major objectives of this empirical study
focuses on identifying the different aspects of employer attractiveness dimensions that have
significant impact on satisfaction of bank employees and which lead to determination of strong
employer brands from employees’ perspective. The research methodology includes the
primary data, which has been collected through structured questionnaires. Among the 250
questionnaires distributed in different banks, a total of 209 questionnaires have been returned
and found usable, accounting for the 83.6 percent response rate. It can, therefore, be concluded
that an effective employer brand is essential for satisfying its existing workforce. A strong
internal as well as external branding by organizations helps them to influence the employees’
delivery of promised brand with the assumption of employees being satisfied from
organization.

35. G. Sindhu,2005

had conducted a study on A Study on Employer Branding Strategies for Talent Retention. The
major objective of this study is Recruiting and retaining top talent continue to be major, costly
challenges for organizations that jeopardize business success. Employer branding becomes an
integral part of any successful business plan. The present study is analytical in nature. The data
collected through questionnaire has been tabulated and analyzed by using Simple Percentage
Analysis, weighted average, and K-related sample test. An organization with no brand name
has to shell out lots of money to attract and retain the right candidate. A good brand image in
the market will help in getting the right workforce at the right time and at the same time to
have control over the employee cost. By attracting and retaining people with the right fit,
companies can create a more productive workforce which in turn helps to position the
organization for long term success.

36. Backhaus, K., & Tikoo, S. (2004),

"Conceptualizing and researching employer branding" To develop a conceptual framework for

understanding employer branding and its impact on attracting and retaining talent. Employer
branding is a multidimensional concept that influences job seekers' perceptions of organizations,
affects employee identification and commitment, and ultimately impacts talent attraction and
retention.

16
 37. Cable, D. M., & Turban, D. B. (2001):

Cable and Turban (2001) focused on establishing the dimensions, sources, and value of job
seekers' employer knowledge during recruitment. Their research emphasized the
importance of accurate and attractive employer knowledge in shaping job seekers'
attraction to organizations, ultimately influencing their perceptions and likelihood of
applying for jobs. Backhaus,

38. K., & Tikoo, S. (2010):

Backhaus and Tikoo (2010)investigated the impact of perceived external prestige and
internal respect on employee retention. Their study revealed that higher levels of perceived
external prestige and internal respect are associated with increased employee retention,
highlighting the role of employer branding in talent retention efforts.

39. Berthon, P., Ewing, M., & Hah, L. L. (2005):

Berthon, Ewing, and Hah (2005) aimed to identify the dimensions of employer
attractiveness and understand their contribution to successful employer branding. Their
research revealed that career opportunities, work-life balance, organizational culture, and
reputation are key dimensions that organizations should focus on to effectively attract and
retain talent. Rynes.

40. S. L., Brown, K. G., & Colbert, A. E. (2002):

Rynes, Brown, and Colbert (2002) examined the beliefs and practices of HR professionals
regarding effective human resource practices, including employer branding. Their study
highlighted the gap between research and practice, emphasizing the need for HR
professionals to incorporate evidence-based practices, such as employer branding, to
enhance talent attraction and retention.

1.2 OBJECTIVES OF THE STUDY:

• To study the factors influencing job satisfaction of employees in the corporate industry.
• To study the expectations of employees in the corporate industry.
• To identify the factors that contribute to a strong employee brand as perceived by
respondents.
• To understand the influence of employee branding efforts on an individual's decision to
apply for jobs or join companies.

17
1.3 SCOPE OF THE STUDY:
The scope of the study is people reciting in Gujarat, Maharashtra & Rajasthan, and people of the
age group 18 to >55. The research will give a deep insight into the role of employer branding in
Talent Attraction and Talent Retention and how satisfied they are in the finance Industry.

1.4 RESEARCH DESIGN:

Descriptive research design was used to study this. It enabled obtaining information to
systematically describe the concern phenomenon or the study title i.e. “The role of employer
branding in Talent Attraction and Talent Retention.”

1.5 SAMPLING DESIGN:

• Population: Research was conducted on respondents residing in Gujarat & Rajasthan.
• Sampling Unit: Employee of finance industry.
• Sample size: 211 respondents
• Sampling Method: Non-Probability Convenience Sampling method was used.
• Research Instrument: A questionnaire was used as the research instrument for the study.
• Statistical Tool: SPSS software will be used for the analysis of the information gathered.

1.6 DATA COLLECTION SOURCES:

• Primary data is collected through structured questionnaires.
• Secondary data is collected from previous research papers, journals, and magazines.

1.7 BENEFICIARIES OF STUDY:

• First beneficiary will be us as we have done this research. It will help us to get practical
insight about the topic and may help for publishing somewhere.
• Second is the Finance Industry. Anyone from the Finance industry can refer to this study
and make changes according to the findings and recommendations given.
• Other beneficiaries are the students, research organizations, publishers, etc.

1.8 LIMITATIONS OF THE STUDY:

The research will be limited to only the Finance Industry in Gujarat, Maharashtra & Rajasthan.
Hence, the results may not be applicable nationally or globally.

18
 CHAPTER: 2
Introduction to Finance Industry

19
2.1 Introduction to Finance Industry:

2.1.1 Meaning of Finance:

Finance refers to the management of money, investments, and other financial resources within an
organization or an individual's personal life. It encompasses activities related to the acquisition,
allocation, and utilization of funds, as well as the analysis of financial data to make informed
decisions.

In a corporate context, finance involves various functions, such as financial planning, budgeting,
investment management, risk assessment, and financial reporting. It is concerned with optimizing
the organization's financial resources to achieve its goals, maximize profitability, and ensure long-
term sustainability.

On an individual level, finance involves managing personal income, expenses, savings,

investments, and debts. It encompasses activities like budgeting, retirement planning, tax
management, and making informed decisions about purchasing assets or taking loans.
Finance plays a critical role in both business and personal contexts, as it enables individuals and
organizations to effectively manage their financial resources, make informed decisions, allocate
funds appropriately, and measure financial performance. It encompasses a wide range of concepts,
principles, and tools, including accounting, financial analysis, valuation, risk management, and
financial markets.

Overall, finance is essential for individuals and organizations alike, as it provides the foundation
for making financial decisions, managing resources, and achieving financial stability and growth
finance plays a vital role in allocating and managing resources, assessing risks and returns, and
making informed financial decisions to optimize financial performance, achieve financially
goals, and create value for individuals and organizations.

20
2.1.2 About Finance Industry:

The finance industry refers to a broad range of organizations, institutions, and professionals
involved in the management, creation, and distribution of financial products and services. It plays
a critical role in facilitating economic activities, allocating capital, managing risks, and providing
financial support to individuals, businesses, and governments.

Key Components of the Finance Industry:

1. Banking:
Banks are at the core of the finance industry, providing a wide range of financial services, including
accepting deposits, granting loans, offering payment services, facilitating foreign exchange
transactions, and providing investment and wealth management services.

2. Investment Services:
This sector includes investment banks, brokerage firms, and asset management companies. They
facilitate the buying and selling of securities, manage investment portfolios, provide financial
advisory services, underwrite new securities issuances, and offer research and analysis on financial
markets.

3. Insurance:
Insurance companies provide coverage and protection against various risks, such as life, health,
property, and liability. They collect premiums from policyholders and compensate them in case of
covered losses, thereby mitigating financial risks for individuals and businesses.

4. Financial Markets:
Financial markets provide platforms for the buying and selling of financial assets, such as stocks,
bonds, derivatives, and commodities. These markets include stock exchanges, bond markets,
foreign exchange markets, and commodity exchanges. They facilitate the efficient allocation of
capital and enable investors to trade financial instruments.

21
5. Financial Technology (Fintech):
Fintech companies leverage technology to develop innovative financial products, services, and
platforms. They often focus on areas like online banking, digital payments, peer-to-peer lending,
robot-advisory services, and block chain-based solutions. Fintech has disrupted traditional
financial services, making them more accessible, efficient, and user-friendly.

6. Regulatory Bodies and Institutions:

The finance industry is regulated by government bodies, such as central banks, financial regulators,
and securities commissions, to ensure stability, transparency, and investor protection. These
institutions set rules, regulations, and standards for financial activities, monitor compliance, and
oversee the functioning of financial markets.

Significance of the Finance Industry:

The finance industry plays a crucial role in the overall economy by providing essential services
and facilitating economic growth. It enables capital formation by mobilizing savings and
channeling them toward productive investments. It also facilitates risk management by offering
insurance coverage and hedging instruments. The finance industry supports businesses by
providing capital for expansion, investment, and innovation. Additionally, it enables individuals
to manage their personal finances, plan for retirement, and achieve their financial
goals.

Challenges and Trends:

The finance industry faces various challenges and is subject to constant change due to factors such
as technological advancements, regulatory reforms, market volatility, and evolving customer
expectations. Key trends in the finance industry include the rise of digital banking and mobile
payments, the integration of artificial intelligence and machine learning in financial services, the
emergence of crypto currencies and block chain technology, and the focus on sustainable and
socially responsible investing.
Overall, the finance industry is a complex and dynamic sector that plays a pivotal role in the global
economy. It provides essential financial products and services, supports economic activities, and
shapes the financial landscape for individuals, businesses, and governments.

22
2.2 Introduction to Micro Housing Finance:

Micro housing finance refers to financial services and solutions specifically tailored to meet the
housing needs of low-income and economically disadvantaged individuals or families. It addresses
the challenge of affordable housing by providing access to credit and financing options that are
suitable for small-scale housing units or incremental housing construction.

1. The Need for Micro Housing Finance:

Affordable housing remains a pressing issue worldwide, particularly for low-income individuals
who often struggle to access formal financing due to limited income, lack of collateral, or informal
employment. Micro housing finance recognizes this need and aims to bridge the gap by offering
financial products and services that cater to the unique circumstances of low-income households.

2. Financial Inclusion and Empowerment:

Micro housing finance plays a crucial role in promoting financial inclusion by extending credit
and financing options to individuals who are typically excluded from mainstream financial
services. By providing access to affordable and customized financing solutions, it empowers low-
income households to improve their living conditions, invest in housing, and build assets over
time.

3. Tailored Financing Solutions:

Micro housing finance institutions often design innovative and flexible financing products to
accommodate the specific requirements and constraints of low-income borrowers. These solutions
may include microloans, micro mortgages, or incremental construction financing, allowing
borrowers to build or upgrade their homes in stages as their financial situation permits. Such
tailored financing options help individuals overcome the financial barriers to housing construction
or improvement.

4. Capacity Building and Financial Literacy:

23
Micro housing finance providers often complement their financial services with capacity-building
initiatives and financial literacy programs. These programs aim to enhance the financial knowledge
and skills of borrowers, enabling them to make informed decisions, manage their finances
effectively, and utilize the housing finance provided to their advantage. Capacity building efforts
also focus on improving construction practices, promoting sustainable housing solutions, and
fostering responsible borrowing and repayment behavior.

5. Social and Economic Impact:

Micro housing finance not only addresses the immediate housing needs of low-income households
but also generates broader social and economic impacts. Access to affordable housing improves
living conditions, promotes stability, and enhances overall well-being. Additionally, the
construction and improvement of housing units create employment opportunities and stimulate
local economies.

2.3 PESTEL ANALYSIS

• Political Factors:

A nation's political condition and governmental decisions have a massive impact on the banking
industry. In some countries, the government controls the banking sector to ensure a smooth
monetary flow in the economy.
Public deposits their money in the bank to save or invest for the future. The government, therefore,
has strict regulations to control the bank business. The federal and state governments can have the
power to make decisions regarding the banking system. Therefore, if the government creates
favorable laws and conditions, that will be helpful for the banking business.
The government and financial bodies under government supervision make laws to make the
banking system less risky. It gives people the confidence to deposit their money or take loans from
the bank.
Political stability creates the perfect environment for the banking business expansion. Tariffs,
taxation, and business restrictions can impact the banking industry.

• Economic Factors:

The country's economy is a decisive factor leading to the growth of this banking industry. As banks
act as loan providers and depositors, the rise and fall in the economy directly impact the banking
industry.
When the economy falls, the banking industry gets negatively impacted because economic
conditions like inflation and recession influence the individual's spending habits. The foreign

24
investors may feel reluctant to invest due to the change in currency conversion rate, thus, affecting
the bank's business.
After the pandemic, many businesses have encouraged their customers to do online transactions.
Small organizations use payment methods like credits and debits, which is helpful for the banking
industry.
The banking sector is helping the small business and small-scale industries to grow. The banks
provide loans that the firms can use as capital or invest in the infrastructure. It becomes helpful for
a country's economy as the small-scale industries or businesses create enough jobs.

• Socio-cultural factors:

Social factors impact the banking industry as banking services involve public dealings. The people
and their buying habits and preferences influence the banking industry. Here are some ways the
socio-cultural factors affect the banking industry -
Millennials and students prefer to carry their debit and credit cards. Thus, they conduct most of
their transactions online. This mindset of using less cash is helpful for the banking industry.
The rate of financial literacy is going up. Hence, the number of people opting for banking services
is gradually growing. Therefore, the number of banks is also increasing. For example, today,
payment and cooperative banks serve the varied sectors of society. It is creating a perfectly
competitive environment. Customers are getting attracted to better interest rates and customer
service.
The lifestyle of people is changing rapidly. Instead of keeping money at home, many people are
choosing banking services to save it. The customers take loans for further investment or education.
They are also interested in investing in schemes through banks or have insurance.

• Technological factors:

The banking industry is one of the sectors serving a high number of customers. Online banking is
gaining popularity, making the banking system highly dependent on technology.
The banking sector needs an internet connection for their transactions. They use advanced
technology to have a secured system to avoid online theft or cons. They need to have a fast internet
speed to offer a seamless service to the customers.
The banks are willing to create a customer-friendly environment, and therefore, they target to offer
service anywhere and anytime. They have installed ATMs and opted for mobile banking services
so that the customers do not have to arrive at the branch for small transactions.
Technological advances have helped the bank to provide customers with a safe-and-secured
service. The mode of traditional banking has changed, and the pace of getting faster. The banks
are using tools like the internet and SMS to keep the customers aware of the transactions.

• Environmental factors:

25
Though the banking industry does not impact the environment directly, there are some indirect
effects. The banking industry is changing with the help of advanced technology, and they are
concentrating on sustainable practices -
The banking industry is focusing on mobile banking and mobile wallets, which has decreased the
rate of people using traditional transaction methods. The use of credit cards and debit cards is
increasing in place of paper currency notes. Many banks have opted for paperless transactions to
decrease the use of paper.
The banking sector is not only looking to create a good brand image but trying to develop
environment-friendly habits. Many of them are looking to use renewable energy sources. The use
of solar ATMs with rechargeable lithium-polymer batteries is increasing rapidly.
The banking institutions have decreased the use of harmful chemicals on machines and as cleaning
agents. They are also taking part in environment-friendly projects and keeping their locality clean.

• Legal factors:

Banks work in close contact with the government and can severely impact the nation's economy.
Therefore, several laws govern the operations of the banks. Different countries have different laws,
but they can affect the banking industry -
There are laws to ensure the safety of the money of the general public. The financial organizations
set repo and reverse repo rates to keep the money flow steady. The laws see that NPA does not
have an enormous effect on the banking industry. For example, the US economy has laws like the
Dodd-Frank act, Glass Steagall act, etcetera.
The banks collect customer information and their details. However, they are tied to privacy and
consumer laws, which prevent them from sharing any such personal data of the customers. There
are strict laws for banking dealing with local and international customers.
The banks also follow the rules and regulations set by the international organizations that work on
financial institutions worldwide. If a banking

1.5 Market leaders in Micro Housing Finance

1. Aadhar Housing Finance:

Aadhar Housing Finance is a leading player in micro housing finance in India. It focuses on
providing home loans and housing finance solutions to low-income individuals and families in the
informal sector. Aadhar Housing Finance has a strong presence in rural and semi-urban areas and
aims to promote affordable housing among underserved communities.

2. Swarna Pragati Housing Microfinance:

26
Swarna Pragati Housing Microfinance is dedicated to catering to the housing finance needs of
economically weaker sections (EWS) and low-income groups (LIG). It offers micro-home loans
for incremental housing, construction, and home improvements. Swarna Pragati Housing
Microfinance operates primarily in rural and semi-urban areas and focuses on financial inclusion.

3. Grameen Financial Services:

Grameen Financial Services, inspired by the microfinance model pioneered by Nobel laureate
Muhammad Yunus, extends its services to micro housing finance. It provides micro-home loans
for the construction and purchase of affordable houses in rural and underserved areas. Grameen
Financial Services focuses on promoting financial inclusion and uplifting the living standards of
economically disadvantaged individuals.

4. Sonata Finance Private Limited:

Sonata Finance is a microfinance institution that also offers micro housing finance solutions. It
provides loans for housing and construction to low-income individuals and families. Sonata
Finance operates in rural and semi-urban areas, aiming to bridge the housing finance gap for
underserved communities.

5. Ujjivan Small Finance Bank:

Ujjain Small Finance Bank, while primarily known for its microfinance operations, also offers
micro housing finance to its customers. It provides home loans and housing finance solutions
tailored to the needs of low-income individuals and families. Ujjivan Small Finance Bank operates
in both rural and urban areas, focusing on financial inclusion and improving access to housing
finance.

6. Muthoot Housing Finance Company Limited:

Muthoot Housing Finance is a subsidiary of Muthoot Fincorp Limited and specializes in providing
micro housing finance solutions. It offers home loans and home improvement loans to low-income
individuals and families. Muthoot Housing Finance has a wide presence across India and focuses
on catering to the affordable housing needs of underserved communities.

7. Micro Housing Finance Corporation Limited (MHFC):

MHFC is dedicated to providing micro housing finance to economically weaker sections (EWS)
and low-income groups (LIG) in urban areas. It offers home loans for incremental housing, repairs,
and construction. MHFC focuses on promoting affordable housing and sustainable livelihoods
among the urban poor.

8. Satin Housing Finance Limited:

Satin Housing Finance is a subsidiary of Satin Credit Care Network Limited and offers micro
housing finance services. It provides home loans and loans for housing-related purposes to low-

27
income individuals and families. Satin Housing Finance operates in both rural and urban areas,
targeting underserved segments of the population.

9. Annapurna Microfinance Pvt. Ltd.:

Annapurna Microfinance primarily operates as a microfinance institution but has also ventured
into micro housing finance. It offers housing loans to low-income individuals for incremental
housing, home repairs, and construction. Annapurna Microfinance focuses on providing access to
affordable housing finance solutions to underserved communities in rural and semi-urban areas.

28
 CHAPTER-3
Introduction to Svatantra Micro Housing Finance Corporation Ltd

29
2.1 Introduction to Svatantra Micro Housing Finance Corporation Ltd.

Svatantra Micro Housing Finance Corporation Ltd. is a microfinance institution that specializes in
providing housing finance solutions to low-income and economically disadvantaged individuals
in India. The company focuses on enabling affordable housing for those who have limited access
to formal financing options.
1. Mission and Purpose:
Svatantra Micro Housing Finance Corporation is driven by a mission to facilitate financial
inclusion and empower underserved communities by offering customized and accessible housing
finance solutions. The company aims to bridge the gap in affordable housing and contribute to
socioeconomic development by enabling individuals to build, improve, or purchase homes.

2. Target Market:
The company primarily targets low-income individuals, particularly those in rural and semi-urban
areas of India. It recognizes the housing needs of individuals who often face challenges in
accessing formal housing finance due to limited income, lack of collateral, or informal
employment. Svatantra Micro Housing Finance Corporation aims to address this gap by offering
tailored financial products and services.

3. Housing Finance Solutions:

Svatantra Micro Housing Finance Corporation provides a range of housing finance products and
services to its customers. This includes microloans for incremental housing construction, home
improvement loans, loans for purchasing residential properties, and loans for acquiring or
developing land. The company's offerings are designed to cater to the unique circumstances and
requirements of low-income borrowers.

4. Customer-Centric Approach:
The company adopts a customer-centric approach by conducting detailed financial assessments
and understanding the specific needs and preferences of its customers. Svatantra Micro Housing
Finance Corporation aims to create long-term relationships with its borrowers and provide them
with personalized financial solutions, building trust and ensuring customer satisfaction.

30
5. Technology and Digitization:
Svatantra Micro Housing Finance Corporation leverages technology and digitization to enhance
its operations and deliver efficient services. The company utilizes digital platforms for loan
application processing, document verification, and disbursement, thereby reducing turnaround
times and increasing convenience for its customers.

6. Social Impact:
Svatantra Micro Housing Finance Corporation is committed to creating a positive social impact
through its activities. By enabling access to housing finance, the company contributes to improved
living conditions, enhances the dignity of individuals and families, and supports the economic
development of communities. The provision of affordable housing finance helps individuals build
assets and secure their future.
Svatantra Micro Housing Finance Corporation Ltd. is a microfinance institution in India that
specializes in providing housing finance solutions to low-income individuals. Through its
customer-centric approach, tailored products, and commitment to social impact, the company aims
to empower underserved communities by facilitating affordable housing opportunities.

3.2 Company Values:

• Integrity
• Passion
• Team Work
• Innovation
• Trust
• Customer Centricity

3.3 Work Culture:

1. Inclusivity and Empowerment:
Svatantra fosters an inclusive work environment that values diversity and empowers its employees.
The company believes in providing equal opportunities and treating employees with respect and
fairness, irrespective of their backgrounds or roles within the organization.

2. Customer-Centric Focus:
The company places a strong emphasis on serving its customers and meeting their unique needs.
This customer-centric approach permeates the work culture, with employees encouraged to
understand customer perspectives, actively engage with borrowers, and find innovative solutions
to address their housing finance requirements.

3. Teamwork and Collaboration:

31
Svatantra promotes a collaborative work environment where employees are encouraged to work
together, share ideas, and support one another. Collaboration is seen as essential for delivering the
best possible outcomes for customers and driving the company's growth.

4. Learning and Development:

The company recognizes the importance of continuous learning and development. Svatantra
provides opportunities for employees to enhance their skills and knowledge through training
programs, workshops, and learning initiatives. Employees are encouraged to grow both
professionally and personally, contributing to their long-term career development.

5. Social Impact and Values-Driven Approach:

Svatantra Micro Housing Finance Corporation is driven by a strong social mission to make a
positive impact on society. The work culture reflects this mission, with employees aligned with
the company's values and passionate about the social purpose of providing affordable housing
finance to underserved communities.

6. Work-Life Balance:
The company recognizes the importance of maintaining a healthy work-life balance. Svatantra
encourages employees to prioritize their well-being, ensuring they have the flexibility and support
needed to maintain a harmonious integration of work and personal life.

3.4 Products and Services:

• HOUSING LOAN:

Home Purchase
Self-Construction
Home Extension
Balance Transfer
Plot Purchase Loan
Home Renovation

• NON-HOUSING LOAN:

32
 Loan Against Property (LAP-Residential)
Top-Up Loan
Commercial Property Loan
Loan Against Property (LAP-Commercial)

3.5 Swot Analysis:

Strengths:
1. Focus on Financial Inclusion:
Svatantra Micro Housing Finance Corporation is dedicated to providing housing finance solutions
to low-income individuals who have limited access to formal financing options. This focus on
financial inclusion gives the company a unique position in addressing the housing needs of
underserved communities.

2. Customer-Centric Approach:
The company emphasizes a customer-centric approach, understanding the specific needs and
preferences of its borrowers. This enables Svatantra to provide tailored financial solutions, build
trust with customers, and enhance customer satisfaction.

3. Technology Adoption:
Svatantra Micro Housing Finance Corporation leverages technology and digitization to streamline
its operations and improve efficiency. Utilizing digital platforms for loan processing and
disbursement helps reduce turnaround times and enhance the overall customer experience.

Weaknesses:
1. Limited Geographical Presence:
Svatantra Micro Housing Finance Corporation's operations are primarily focused on specific
regions in India. This limited geographical presence might restrict its market reach and potential
growth opportunities in other parts of the country.
33
2. Reliance on External Factors:
The company's performance is influenced by external factors such as economic conditions,
government policies, and regulatory changes. Fluctuations in these factors could impact the
company's growth and profitability.

Opportunities:
1. Growing Demand for Affordable Housing:
The increasing demand for affordable housing in India presents a significant opportunity for
Svatantra Micro Housing Finance Corporation. The company can capitalize on this market demand
by expanding its customer base and product offerings.

2. Expansion into Untapped Markets:

Svatantra can explore opportunities to expand its operations into underserved or untapped markets
within India. This could involve targeting specific regions or exploring partnerships with local
organizations to reach a wider customer base.

Threats:
1. Competitive Landscape:
The finance industry, including the microfinance sector, is highly competitive. Svatantra Micro
Housing Finance Corporation faces competition from other housing finance providers,
microfinance institutions, and traditional banks. Intense competition could potentially affect the
company's market share and profitability.

2. Regulatory Environment:
The financial industry in India is subject to stringent regulations and compliance requirements.
Changes in regulations or the introduction of new policies may pose challenges and impact the
company's operations and ability to offer competitive financial products and services.

34
 CHAPTER: 4
INTRODUCTION THE ROLE OF EMPLOYEE
BRANDING IN TALENT ATTRACTION AND
TALENT RETENTION

35
4.1 INTRODUCTION THE ROLE OF EMPLOYEE BRANDING
IN TALENT ATTRACTION AND TALENT RETENTION

In today's highly competitive business landscape, attracting and retaining top talent has become a
critical concern for organizations across industries. To gain a competitive edge in the talent market,
companies are increasingly recognizing the importance of employee branding. Employee branding
refers to the process of shaping and promoting an organization's image as an employer, with the
aim of attracting and retaining high-quality talent.

The role of employee branding in talent attraction and retention cannot be overstated. It goes
beyond traditional recruitment methods and focuses on creating a strong and appealing employer
brand that resonates with prospective employees. By effectively showcasing the company's values,
culture, and opportunities for growth, employee branding helps organizations stand out from the
competition and attract the right talent.

Talent attraction is the first step in the employee lifecycle, and a strong employer brand plays a
crucial role in this process. When organizations invest in their employee brand, they create a
positive reputation and image that appeals to potential candidates. Job seekers today actively
research and evaluate companies before applying for a position. They seek organizations that align
with their values, offer a supportive work environment, and provide opportunities for career
advancement. A well-crafted employee brand helps organizations communicate these aspects
effectively, making them more attractive to top talent.

Employee branding also contributes significantly to talent retention. Once an organization

successfully recruits top talent, it is vital to create an environment that fosters engagement, loyalty,
and long-term commitment. An authentic and well-defined employer brand helps to establish a
sense of identity and belonging among employees. When employees resonate with the company's
values and feel that their contributions are valued, they are more likely to remain with the
organization. Employee branding creates a strong emotional connection between employees and
the company, leading to higher levels of job satisfaction and lower turnover rates.

36
Furthermore, a strong employee brand can act as a powerful tool for internal employee referral
programs. Employees who are proud of their organization and feel a sense of loyalty are more
likely to recommend their workplace to others. By encouraging employees to become brand
advocates, organizations can tap into their networks and attract high-quality referrals, reducing
recruitment costs and improving the likelihood of finding suitable candidates.

Employee branding plays a pivotal role in both talent attraction and retention. It enables
organizations to differentiate themselves in a competitive talent market, attract candidates who
align with their culture and values, and retain top performers by creating an engaging and
supportive work environment. By investing in employee branding, organizations can build a strong
employer brand that becomes a magnet for talented individuals, ultimately leading to increased
productivity, innovation, and success in the long run.
In this discussion, we will explore the role of employee branding in talent attraction and talent
retention.

4.2 Talent Attraction:

1. Creating an Attractive Employer Image:

A strong employee branding strategy helps organizations create an appealing employer image that
resonates with potential candidates. By showcasing the company's mission, values, and positive
work culture, they can attract individuals who align with these aspects. Candidates are more likely
to be drawn to organizations that have a clear and compelling employee brand.

2. Competitive Advantage in the Job Market:

In a competitive job market, companies need to stand out from the crowd. A well-defined
employee brand can differentiate an organization from its competitors and position it as an
employer of choice. This can attract high-quality candidates who actively seek out companies with
positive reputations and attractive work environments.

37
3. Word-of-Mouth Referrals:
Employee branding influences the perceptions and experiences of current employees. When
employees have a positive work environment, they are more likely to become brand ambassadors
and share their positive experiences with others. This word-of-mouth promotion can be a powerful
tool for attracting talented individuals who trust the opinions of current employees.

4.3 Talent Retention:

1. Employee Engagement and Satisfaction:

Employee branding plays a crucial role in creating an engaged and satisfied workforce. When
employees feel a strong connection to the company's brand and values, they are more likely to be
motivated, productive, and committed to their work. A well-defined employee brand fosters a
sense of pride and belonging among employees, leading to higher levels of job satisfaction and
increased retention rates.

2. Aligning Expectations:
An effective employee branding strategy ensures that potential employees have a clear
understanding of what to expect from the organization. By accurately representing the company's
culture, values, and work environment during the recruitment process, organizations can attract
candidates who align with their expectations. This alignment reduces the likelihood of employee
dissatisfaction or early turnover due to mismatched expectations.

3. Talent Development and Growth Opportunities:

Strong employee branding contributes to talent retention by emphasizing the organization's
commitment to employee development and growth. When employees perceive that their employer
values their professional growth, offers learning opportunities, and provides a clear career path,
they are more likely to remain loyal to the organization. Employees feel invested when they see
their employer's commitment to their long-term success.

38
4.4 Employee Branding:

Employee branding refers to the process of cultivating a positive and distinct employer image and
reputation in the minds of job seekers, current employees, and even the general public. It
encompasses the organization's values, culture, work environment, employee experiences, and
overall employer value proposition. It is the collective perception of what it is like to work for a
particular company.
Employee branding contributes to talent retention by creating a positive employee experience. It
involves providing employees with meaningful work, a supportive work environment,
opportunities for growth and development, competitive compensation, and recognition for their
contributions. When an organization invests in building a strong employee brand, it demonstrates
its commitment to employee well-being and professional advancement. This, in turn, boosts
employee satisfaction, engagement, and loyalty, leading to higher retention rates.
An effective employee branding strategy not only attracts and retains top talent but also has a direct
impact on organizational performance. When an organization is known for its positive employer
brand, it can attract high-quality candidates who are more likely to excel in their roles. These
employees are often highly motivated, engaged, and committed to the organization's success.
Additionally, a strong employer brand enhances the organization's reputation and credibility,
making it more appealing to clients, investors, and other stakeholders. This positive brand
perception can lead to increased business opportunities, improved customer satisfaction, and
ultimately, better financial performance.

There are numerous companies that prioritize employee branding to enhance talent attraction and
retention, here are a few notable examples:

1. Google:
Google is renowned for its strong employer brand. It emphasizes a unique work culture that
promotes innovation, employee autonomy, and a supportive environment. Google's reputation as
an employer of choice has helped it attract top talent from diverse fields.

2. Apple:
Apple has successfully cultivated an employer brand that emphasizes creativity, cutting-edge
technology, and a dynamic work environment. The company's brand image appeals to individuals
who are passionate about design, technology, and product development.

3. Airbnb:

39
Airbnb has built an employer brand centered on a shared purpose and a sense of belonging. It
promotes a culture of inclusivity, collaboration, and open communication. This brand identity has
played a crucial role in attracting individuals who value unique travel experiences and a supportive
work environment.

4. Microsoft:
Microsoft focuses on its employer brand as a driver of talent attraction and retention. It positions
itself as an organization that fosters personal growth, career development, and a diverse and
inclusive workplace. Microsoft's employer brand has helped it remain a top choice for tech
professionals.

5. Patagonia:
Patagonia is known for its strong commitment to environmental sustainability and social
responsibility. The company's employer brand aligns with its core values, attracting individuals
who are passionate about making a positive impact. Patagonia's employee-centric culture
contributes to high retention rates.

6. Zappos:
Zappos has built its employer brand around a unique company culture that prioritizes exceptional
customer service, employee empowerment, and a fun and supportive workplace. The company's
emphasis on employee happiness and well-being has been instrumental in attracting and retaining
top talent.

7. Salesforce:
Salesforce has established a powerful employer brand based on its commitment to philanthropy,
social impact, and a strong company culture. It promotes a supportive and inclusive work
environment, which has contributed to its success in attracting and retaining talent.

Conclusion:
Employee branding plays a vital role in both talent attraction and talent retention. A well-crafted
employee brand attracts high-quality candidates who resonate with the organization's values and
culture. Furthermore, it contributes to employee satisfaction, engagement, and retention by
aligning expectations, promoting a positive work environment, and emphasizing growth
opportunities. By investing in employee branding, organizations can build a strong employer
reputation, gain a competitive edge in the job market, and create a loyal and talented workforce.

40
4.4 Employee branding in Svatantra Micro Housing finance corporation ltd

Introduction: In today's digital age, social media has become a powerful tool for companies to
showcase their employer brand and attract top talent. One platform that has gained significant
popularity for this purpose is Instagram. Companies that effectively leverage Instagram for
employee branding can create an engaging and authentic brand presence, ultimately becoming an
employer of choice. In this blog post, we will explore how Svatantra Micro Housing Finance
corporation excels in employee branding on their Instagram page, inspiring other organizations to
follow suit.

Showcasing a Vibrant Company Culture: On Svatantra Micro Housing Finance corporation's

Instagram page, a vibrant and inclusive company culture takes center stage. Through captivating
visuals and compelling captions, the company shares glimpses of team-building activities,
celebrations, and employee achievements. By showcasing the positive and dynamic aspects of
their culture, Svatantra Micro Housing Finance corporation not only attracts potential candidates
but also strengthens their employer brand among existing employees.

Employee Spotlight and Testimonials: One of the key strategies that Svatantra Micro Housing
Finance corporation implements on their Instagram page is highlighting their employees. They
regularly feature employee spotlights, sharing personal stories, experiences, and accomplishments.
By giving employees a platform to shine, Svatantra Micro Housing Finance corporation
demonstrates a genuine appreciation for their team members and allows potential candidates to
connect with the human side of the organization. These employee testimonials provide a
compelling narrative that speaks volumes about the positive employee experience at Svatantra
Micro Housing Finance corporation.

41
Behind-the-Scenes Sneak Peeks: Instagram offers a unique opportunity to provide behind-the-
scenes glimpses into the daily operations of a company. Svatantra Micro Housing Finance
corporation takes full advantage of this by sharing behind-the-scenes photos and videos, giving
followers an exclusive look into the work environment. This transparent approach allows potential
candidates to get a feel for the company's culture, workspace, and collaborative dynamics. It helps
in building trust and showcasing Svatantra Micro Housing Finance corporation as an employer
that values transparency.

42
Engaging Employee-Generated Content: Svatantra Micro Housing Finance corporation recognizes
the power of employee-generated content in building an authentic and relatable employer brand.
They encourage their employees to contribute to the company's Instagram page by sharing their
own work-related experiences, accomplishments, and creative endeavors. This strategy not only
fosters a sense of pride and engagement among employees but also provides a diverse range of
perspectives for potential candidates to connect with.

43
Conclusion: Svatantra Micro Housing Finance corporation serves as an exemplary model for
effective employee branding on Instagram. By leveraging this visual platform, they successfully
showcase their vibrant company culture, highlight employee stories and achievements, provide
behind-the-scenes insights, encourage employee-generated content, emphasize learning and
development, and engage with their online community. By implementing similar strategies,
organizations can elevate their employer brand on Instagram, attract top talent, and cultivate a
positive and engaged workforce. Remember, Instagram is not just a platform for sharing pictures,
but a powerful tool for showcasing your company's unique personality and creating a strong
employer brand presence.

44
 Chapter 5
DATA ANALYSIS AND INTERPRETATION

45
5.1 One variable Analysis
5.1.1 Gender

Frequency Percent Cumulative Percent

Valid Male 113 53.6 53.6
Female 98 46.4 100
Total 211 100

Interpretation: From the above bar chart, it can be interpreted that out of 211 responses 46%
were from female and 54 % were from male.

46
5.1.2 Age

Frequency Percent Cumulative Percent

Valid 18-24 159 75.4 75.4
25-34 51 24.2 99.5
35-44 1 0.5 100
Total 211 100

Interpretation: From the above chart, it can be interpreted that 75% of respondents were from
age group of 18-24, 24.2% of respondents were from age group 25-34, and 0.5% of respondents
were from age group of 35-44, and none of the respondents were from the age of 35-44.

47
5.1.3 Qualifications

Frequency Percent Cumulative Percent

Valid High School 7 3.3 3.3
Bachelors 97 46 49.3
Masters 100 47.4 96.7
Professional 7 3.3 100
Total 211 100

Interpretation: From the above chart, it can be interpreted that 3.3% of respondents have a
high school degree, 46% of respondents have bachelor’s degree, 47% of respondent have master’s
degree and 3.3% have professional degree.

48
5.1.4 Yearly Income

Frequency Percent Cumulative Percent

Valid 0-3 L 92 43.6 43.6
3-6 L 63 29.9 73.5
6-9 L 22 10.4 83.9
9-12 L 11 5.2 89.1
12-15 L 10 4.7 93.8
Above 15 L 13 6.2 100
Total 211 100

Frequency
100
90
80
70
60
50
40
30
20
10
0
0-3 L 3-6 L 6-9 L 9-12 L 12-15 L Above 15 L

Interpretation: From the above chart, it can be interpreted that, 43% of the respondents were
earning between 0-3 lac, 30% of respondents were from 3 lac - 6 lac, 10% of the respondents were
earning between 6 lac- 9lac, 4.7% of respondents were earning from 9 lac - 12 lac and 6.2% of
respondents were earning above 15 lac.

49
5.1.5 How many years of professional work experience do you have?

Frequency Percent Cumulative Percent

Valid 0-1 y 90 42.7 42.7
1-5 y 103 48.8 91.5
6-10 y 14 6.6 98.1
11-15 y 2 0.9 99.1
16-20 y 1 0.5 99.5
Above 20 y 1 0.5 100

Frequency
100 92
90
80
70 63
60
50
40
30 22
20 13
11 10
10
0
0-3 L 3-6 L 6-9 L 9-12 L 12-15 L Above 15 L

Interpretation: 42.7% of respondents have 0-1 years of professional work 48.8% of

respondents have 1-5 years of professional work experience.6.6% of respondents have 6-
10 years of professional work experience.0.9% of respondents have 11-15 years of
professional work experience.0.5% of respondents have 16-20 years of professional work
experience.0.5% of respondents have above 20 years of professional work experience.

50
5.1.6 What is your current job title or role?

Frequency Percent Cumulative Percent

Valid Entry Level 84 39.8 39.8
Mid-level 66 31.3 71.1
Senior-level 23 10.9 82
Managerial 18 8.5 90.5
Executive 20 9.5 100
Total 211 100

Frequency
90 84
80
70 66

60
50
40
30 23
18 20
20
10
0
Entry Level Mid-level Senior-level Managerial Executive

Interpretation: From the above chart, it can be interpreting that 39.8% of respondents have an
entry-level job title or role.31.3% of respondents have a mid-level job title or role.10.9% of
respondents have a senior-level job title or role.8.5% of respondents have a managerial job title or
role.9.5% of respondents have an executive-level job title or role.

51
5.7 How important do you think employee branding is in attracting top talent
to an organization?

Frequency Percent Cumulative Percent

Slightly
Valid important 87 41.2 41.2
Moderately
important 25 11.8 53.1
Very
important 8 3.8 56.9
Extremely
important 91 43.1 100
Total 211 100

Frequency
100 91
87
90
80
70
60
50
40
30 25
20
8
10
0
Slightly important Moderately Very important Extremely
important important

Interpretation: From the above chart, it can be interpreted that 41.2% of respondents find the
factor slightly important, 11.8% of respondents find the factor moderately important.3.8% of
respondents find the factor very important.43.1% of respondents find the factor extremely
important.

52
5.8 Have you ever chosen to apply for a job or join a company based on its
employee branding efforts?

Frequency Percent Cumulative Percent

Valid yes 111 52.6 52.6
no 59 28 80.6
maybe 41 19.4 100
Total 211 100

120 111

100

80

59
60

41
40

20

0
yes no maybe

Interpretation: From the above chart, it can be interpreted that 52.6% of respondents
answered "yes." 28% of respondents answered "no." 19.4% of respondents answered
"maybe."

53
5.9 In your opinion, does a strong employee brand contribute to higher
employee satisfaction and engagement?

Frequency Percent Cumulative Percent

Valid yes 157 74.4 74.4
no 11 5.2 79.6
maybe 43 20.4 100
Total 211 100

Frequency
180
157
160
140
120
100
80
60
43
40
20 11

0
yes no maybe

Interpretation: From the above chart, it can be interpreted that 74.4% of respondents answered
"yes." 5.2% of respondents answered "no." 20.4% of respondents answered "maybe."

54
5.10 How does a company's employee brand influence your decision to stay with
an organization for the long term?

Frequency Percent Cumulative Percent

It significantly
influences my
Valid decision. 105 49.8 49.8
It somewhat
influences my
decision 89 42.2 91.9
It has no
influence on
my decision. 17 8.1 100
Total 211 100

Frequency
120
105
100 89

80

60

40

17
20

0
It significantly influences It somewhat influences my It has no influence on my
my decision. decision decision.

Interpretation: From the above chart, it can be interpreted that 49.8% indicated that the factor
significantly influences their decision-making, 42.2% of the participants mentioned that the factor
somewhat influences their decision-making, and 8.1% percent of participants stated that the factor
does not influence their decision-making.

55
5.11 What channels do you believe are most effective for communicating and
promoting employee branding efforts?

Cumulative
Frequency Percent Percent

Social media platforms (e.g.,

Valid LinkedIn, Instagram) 108 51.2 51.2

Company website and blog 31 14.7 65.9

Employee testimonials and

success stories 48 22.7 88.6

Industry events and conferences 14 6.6 95.3

Internal company newsletters

and communications 10 4.7 100

Frequency
120 108
100

80

60 48
40 31

20 14 10

0
Social media Company Employee Industry events Internal
platforms (e.g., website and testimonials and and conferences company
LinkedIn, blog success stories newsletters and
Instagram) communications

Interpretation: From the above chart, it can be interpreted that, The majority of respondents
(51.2%) believe that social media platforms are the most effective channels for communicating

56
and promoting employee branding efforts, A significant portion of respondents (14.7%) consider
the company website and blog as effective channels for employee branding efforts. These channels
allow companies to provide detailed and tailored information about their culture, values, and
employee experiences. of respondents (22.7%) believe that employee testimonials and success
stories are effective for communicating and promoting employee branding efforts. respondents
(6.6%) mentioned industry events and conferences as effective channels for employee branding.
Of respondents (4.7%) indicated that internal company newsletters and communications are
effective channels for promoting employee branding efforts.

57
5.12 Have you ever witnessed or experienced a company with a weak employee
brand struggling to attract or retain talented employees?

Frequency Percent Cumulative Percent

Valid yes 139 65.9 65.9
no 72 34.1 100
Total 211 100

Frequency
160
139
140

120

100

80 72

60

40

20

0
yes no

Interpretation: From the above chart, it can be interpreted that, Among the respondents, 65.9%
indicated that they have witnessed or experienced a company with a weak employee brand
struggling to attract or retain talented employees, 34.1% of the respondents stated that they have
not witnessed or experienced such a scenario.

58
5.13 Which of the following factors do you believe contribute to a strong
employee brand?

Srno Factors Weighted Average mean Rank

1 Clear company values and culture 4.46 1
2 Positive employee testimonials 4.36 4
3 Engaging social media 4.04 5
4 Employee recognition 4.28 3
Strong employer brand ambassador
5 4.08 2
programs

Weighted Average mean

4.5 4.46

4.4 4.36
4.28
4.3
4.2
4.08
4.1 4.04
4
3.9
3.8
Clear company Positive Engaging social Employee Strong employer
values and employee media recognition brand
culture testimonials ambassador
programs

Interpretation : Majority of respondents believe that clear company values and culture
contribute to strong company brand, following with Strong employer brand ambassador programs,
Employee recognition,

59
5.14 How important is consistent messaging and branding across all employee
touchpoints (e.g., recruitment, onboarding, internal communication) in
building a strong employee brand?

Weighted Average
Srno Factors Rank
mean

1 Recruitment 3.83 2

2 Onboarding 3.51 1

3 Internal communication 4.03 3

Weighted Average mean

4.1 4.03
4
3.9 3.83
3.8
3.7
3.6
3.51
3.5
3.4
3.3
3.2
Recruitment Onboarding Internal communication

Interpretation: From the above chart, it can be interpretated that internal communication is
extremely important as employee branding touchpoints, following with onboarding and
recruitment.

60
5.2 Two Variable Analysis
5.2.1 Chi-square Analysis
Ho: There is no association between gender and employee touch points
H1: There is an association between gender and employee touch points

1. Ho: There is no association between gender and Recruitment

H1: There is association between gender and Recruitment

Slightly Moderately Very Extremely

important important important important
Gender Male Count 43 8 1 61 113
% within
Gender 38.10% 7.10% 0.90% 54.00% 100.00%
% of Total 20.40% 3.80% 0.50% 28.90% 53.60%
Female Count 28 8 1 61 98
% within
Gender 28.60% 8.20% 1.00% 62.20% 100.00%
% of Total 13.30% 3.80% 0.50% 28.90% 46.40%
Total Count 71 16 2 122 211
% within
Gender 33.60% 7.60% 0.90% 57.80% 100.00%
% of Total 33.60% 7.60% 0.90% 57.80% 100.00%

61
Chi-Square Tests
Asymp. Sig. (2-
Value df sided)
Pearson Chi-
Square 2.113a 3 0.549
Likelihood Ratio 2.126 3 0.547
Linear-by-Linear
Association 1.811 1 0.178
N of Valid Cases 211

2 cells (25.0%) have expected count less than 5. The minimum expected count is .93.

Interpretation: From the above chart, it can be interpreted that, based on the provided data and
the chi-square test results, there is no significant association found between gender and
recruitment.

62
2. Ho: There is no association between gender and Onboarding
H1: There is association between gender and Onboarding

Slightly Moderately Very Extremely

important important important important
Gender Male Count 49 20 2 42 113
% within
Gender 43.40% 17.70% 1.80% 37.20% 100.00%
% of Total 23.20% 9.50% 0.90% 19.90% 53.60%
Female Count 29 19 0 50 98
% within
Gender 29.60% 19.40% 0.00% 51.00% 100.00%
% of Total 13.70% 9.00% 0.00% 23.70% 46.40%
Total Count 78 39 2 92 211
% within
Gender 37.00% 18.50% 0.90% 43.60% 100.00%
% of Total 37.00% 18.50% 0.90% 43.60% 100.00%

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 6.818a 3 0.078

Likelihood Ratio 7.613 3 0.055
Linear-by-Linear
Association 4.424 1 0.035
N of Valid Cases 211

2 cells (25.0%) have expected count less than 5. The minimum expected count is .93

Interpretation: From the above chart, it can be interpreted that, based on the provided data and
the chi-square test results, there is some indication of a potential association between gender and
onboarding

63
3. Ho: There is no association between gender and Internal Communication
H1: There is association between gender and Internal Communication

Extremel
Slightly Moderately Very y
important important important important
Gender Male Count 34 14 2 63 113
% within
Gender 30.10% 12.40% 1.80% 55.80% 100.00%
% of Total 16.10% 6.60% 0.90% 29.90% 53.60%
Female Count 15 13 1 69 98
% within
Gender 15.30% 13.30% 1.00% 70.40% 100.00%
% of Total 7.10% 6.20% 0.50% 32.70% 46.40%
Total Count 49 27 3 132 211
% within
Gender 23.20% 12.80% 1.40% 62.60% 100.00%
% of Total 23.20% 12.80% 1.40% 62.60% 100.00%

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 6.979a 3 0.073

Likelihood Ratio 7.146 3 0.067
Linear-by-Linear
Association 5.837 1 0.016
N of Valid Cases 211

2 cells (25.0%) have expected count less than 5. The minimum expected count is 1.39.

64
Interpretation: From the above chart, it can be interpreted that, based on the provided data and
the chi-square test results, there is some indication of a potential association between gender and
internal communication

CHI-SQUARE INTERPRETATION
Ho: There is no association between gender and employee touch points
H1: There is an association between gender and employee touch points

HYPOTHESIS INTERPRETATION
Ho: There is no association between gender Ho is accepted
and Recruitment
H1: There is association between gender and
Recruitment

Ho: There is no association between gender Ho is accepted

and Onboarding
H1: There is association between gender and
Onboarding

Ho: There is no association between gender Ho is accepted

and Internal Communication
H1: There is association between gender and
Internal Communication

65
5.2.2 ANOVA Test

Ho: There is no significant relationship between years of experience and factors contributing to a
strong employee brand.

H1: There is a significant relationship between years of experience and factors contributing to a
strong employee brand.

66
 Sum of
Squares df Mean Square F Sig.
Clear company
values and Between
culture Groups 3.524 5 0.705 1.121 0.35

Within Groups 128.883 205 0.629

Total 132.408 210
Positive
employee Between
testimonials Groups 4.357 5 0.871 1.709 0.134

Within Groups 104.544 205 0.51

Total 108.9 210
Engaging Between
social media Groups 2.932 5 0.586 0.808 0.545

Within Groups 148.765 205 0.726

Total 151.697 210
Employee Between
recognition Groups 16.234 5 3.247 4.302 0.001

Within Groups 154.704 205 0.755

Total 170.938 210
Strong
employer brand
ambassador Between
programs Groups 7.178 5 1.436 1.695 0.137

Within Groups 173.608 205 0.847

67
 Total 180.787 210

Interpretation: From the above chart, here we fail to reject the null hypothesis, thus there is
significant relationship between years of experience and factors contributing to a strong employee
brand

2. Ho: There is no significant relationship between age and Employee Branding

H1: There is a significant relationship between age and Employee Branding

68
 Sum of
Squares df Mean Square F Sig.
Employee Between
branding Groups 0.56 2 0.28 0.457 0.634
Within
Groups 127.572 208 0.613
Total 128.133 210
significantly Between
influence Groups 2.603 2 1.302 1.554 0.214
Within
Groups 174.278 208 0.838
Total 176.882 210
company
values and Between
culture Groups 10.712 2 5.356 7.582 0.001
Within
Groups 146.928 208 0.706
Total 157.64 210
strong
employee Between
brand Groups 6.818 2 3.409 4.653 0.011
Within
Groups 152.377 208 0.733
Total 159.194 210
social media Between
presence Groups 0.378 2 0.189 0.207 0.813
Within
Groups 189.357 208 0.91
Total 189.735 210

69
Employee
recognition Between
and rewards Groups 4.919 2 2.459 3.555 0.03
Within
Groups 143.906 208 0.692
Total 148.825 210
Companies
with weak
employee Between
brand Groups 1.426 2 0.713 0.782 0.459
Within
Groups 189.484 208 0.911
Total 190.91 210
A strong
employee
brand Between
positively Groups 0.096 2 0.048 0.061 0.941
Within
Groups 162.141 208 0.78
Total 162.237 210
employee
branding Between
strategies Groups 0.308 2 0.154 0.206 0.814
Within
Groups 155.663 208 0.748
Total 155.972 210
Interpretation: From the above chart, it can be interpret that, In summary, based on the
provided data and the ANOVA results, there is no evidence of a significant relationship between
age and any aspect of employee branding

70
CHAPTER 6
FINDINGS

71
DEMOGRAPHIC FINDINGS

From the above bar chart, it can be interpret that out of 211 responses 46% Were from female and
54 % were from male.

From the above chart, it can be interpreted that 75% of respondents were from age group of 18-
24, 0.5% of respondents were from age group of 35-44.

The chart indicates that 3.3% have a high school degree, 46% have a bachelor's degree, 47% have
a master's degree, and 3.3% have a professional degree.

The highest percentage of respondents, at 43%, fell within the income range of 0-3 lac, while the
lowest percentage was 4.7% among those earning between 9-12 lac.

OBJECTIVE FINDINGS

1. To study the factors influencing job satisfaction of employees in corporate.

Findings: it can be interpreted that 49.8% indicated that the factor significantly influences their
decision-making, 42.2% of the participants mentioned that the factor somewhat influences their
decision-making, and 8.1% percent of participants stated that the factor does not influence their
decision-making.

2. To study the expectations of employees in corporate.

Findings: , It can be interpreted that, The majority of respondents 51.2% believe that social media
platforms are the most effective channels for communicating and promoting employee branding
efforts. Respondents. 4.7% indicated that internal company newsletters and communications are
effective channels for promoting employee branding efforts.

3. To understand the influence of employee branding efforts on individuals' decision to apply for
jobs or join companies.

Findings: it can be interpreted that 52.6% of respondents answered "yes." 28% of respondents
answered "no." 19.4% of respondents answered "maybe."

4. To identify the factors that contribute to a strong Employee brand as perceived by Employees.

Findings: we fail to reject the null hypothesis, thus there is significant relationship between years
of experience and factors contributing to a strong employee brand.

72
 CHAPTER 7
RECCOMENDATIONS

73
 • Gender-inclusive branding: While there is no significant association observed between
gender and recruitment, it is important to ensure that your employee branding efforts are
inclusive and appeal to both genders. Create an inclusive and diverse work environment
that values and promotes gender equality.
• Target age groups effectively: Since the majority of respondents fell within the age group
of 18-24, it is crucial to tailor your employee branding strategies to attract and retain talent
from this age group. Highlight opportunities for growth, learning, and career advancement
to appeal to this demographic.
• Emphasize educational qualifications: With a significant percentage of respondents
holding bachelor's and master's degrees, emphasize the value of education in your
employee branding efforts. Showcase opportunities for professional development,
continuous learning, and the potential for growth and advancement within your
organization.
• Align with income expectations: Considering that a significant percentage of respondents
fell within the income range of 0-3 lac, it is important to align your compensation and
benefits packages with the expectations of your target audience. Conduct market research
to ensure your offerings are competitive and attractive to potential talent.
• Prioritize employee recognition: The findings suggest a significant relationship between
years of experience and employee recognition in contributing to a strong employee brand.
Implement robust employee recognition programs to acknowledge and appreciate
employees' contributions, regardless of their level of experience. This can improve talent
attraction and retention by creating a positive and rewarding work environment.
• Strengthen onboarding process: Although there is some indication of a potential association
between gender and onboarding, it is crucial to focus on creating a comprehensive and
inclusive onboarding process for all employees. Ensure that new hires receive proper
training, support, and a smooth transition into their roles, fostering a sense of belonging
and engagement from the beginning.
• Foster a strong employee brand: Given that a significant percentage of respondents
witnessed or experienced a weak employee brand struggling to attract or retain talent, it is
important to invest in building a strong employee brand. Focus on highlighting your
organization's unique culture, values, employee benefits, and career development
opportunities. Leverage social media, employee testimonials, and employer branding
campaigns to create a positive brand image.
• Continuously evaluate and improve: Regularly assess and measure the effectiveness of
your employee branding initiatives. Gather feedback from current employees, conduct
employee surveys, and track talent attraction and retention metrics. Use this data to identify
areas for improvement and adjust your strategies accordingly.

By implementing these recommendations, you can enhance your employee branding efforts, attract
top talent, and improve talent retention within your organization.

74
CHAPTER 8
CONCLUSIONS

75
Based on the findings, it can be concluded that:

Social media platforms are considered the most effective channels for communicating and
promoting employee branding efforts by most respondents (51.2%).
A significant portion of respondents (14.7%) find the company website and blog to be effective
channels for employee branding, allowing companies to provide detailed and tailored information
about their culture, values, and employee experiences. Employee testimonials and success stories
are believed to be effective for communicating and promoting employee branding efforts by 22.7%
of respondents.
Industry events and conferences are mentioned as effective channels for employee branding by
6.6% of respondents. Internal company newsletters and communications are considered effective
channels by 4.7% of respondents for promoting employee branding efforts. These findings
highlight the importance of utilizing social media platforms and the company website/blog for
effective employee branding strategies. Additionally, leveraging employee testimonials, success
stories, industry events, and internal communications can also contribute to enhancing employee
branding efforts.

76
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80
ANNEXURE

81
The role of Employee Branding in Talent Attraction and Talent
Retention

OBJECTIVES OF THE STUDY:

To study the factors influencing job satisfaction of employees in corporate.

To study the expectations of employees in corporate.
To understand the influence of employee branding efforts on individuals' decision to apply for jobs
or join companies.
To identify the factors that contribute to a strong Employee brand as perceived by Employees.

82
1. Name
2. E-Mail id
3. Gender
• Male
• Female

4. Age

• 18-24
• 25-34
• 35-44
• 45-55

5. Qualifications

• High school diploma or equivalent Bachelor's Degree

• Master's Degree
• Professional Degree

6. Yearly Income
• Up to Rs.3 lakh
• Rs 3 lakh to 6 lakh
• Rs 6 lakh to 9 lakh
• Rs 9 lakh to Rs 12 lakh
• Rs 12 lakh to Rs 15 lakh
• Above Rs 15 lakh

7. Contact Number

8. How many years of professional work experience do you have?

• less than 1 year
• 1-5 years
• 6-10 years
• 11-15 years
• 16-20 years
• More than 20 years

83
9. What is your current job title or role? *

• Entry-level
• Mid-level
• Senior-level
• Managerial
• Executive

10. How important do you think employee branding is in attracting top talent to an
organization?

• Extremely important
• Very important
• Moderately important
• Slightly important
• Not important at all

11. Have you ever chosen to apply for a job or join a company based on its employee branding
efforts?

• Yes
• No
• Maybe

12. Which of the following factors do you believe contribute to a strong employee brand?

Strongly Agree Neutral Disagree Strongly

agree Disagree
Clear company
values and culture
Positive employee
testimonial and
review
Engaging social
media presence
Employee
recognition and
reward programs
Strong media
employer brand

84
ambassador
programs

85
13. In your opinion, does a strong employee brand contribute to higher employee satisfaction
and engagement?
• Yes
• No
• Maybe

14. How does a company's employee brand influence your decision to stay with an organization
for the long term?
• It significantly influences my decision.
• It somewhat influences my decision
• It has no influence on my decision.

15. What channels do you believe are most effective for communicating and promoting
employee branding efforts?
• Social media platforms (e.g., LinkedIn, Instagram)
• Company website and blog
• Employee testimonials and success stories
• Industry events and conferences
• Internal company newsletters and communications

16. Have you ever witnessed or experienced a company with a weak employee * brand
struggling to attract or retain talented employees?
• Yes, I have witnessed or experienced this.
• No, I have not witnessed or experienced this.

17. How important is consistent messaging and branding across all employee touchpoints (e.g.,
recruitment, onboarding, internal communication) in building a strong employee brand?
Extremely Very Moderately Slightly Not at all
important Important important important important

Recruitment
Onboarding
Internal
communication

18. On a scale of 1 to 5, give your opinion based on ranking. 1 being the highest and 5 being
the lowest.
Strongly Agree Neutral Disagree Strongly
agree Disagree
Employee branding is crucial in
attracting top talent to an
organization.
I believe employee branding
significantly influences my

86
decision to apply for a job or join
a company
A strong employee brand
consists of clear
company
values and culture
Positive employee testimonials
and reviews contribute to a
strong employee brand.
Engaging social media presence
is important for building a strong
employee brand.
Employee recognition and
rewards programs enhance the
employee branding efforts of an
organization.
A strong employee brand
positively impacts employee
satisfaction and engagement.
Companies with weak employee
brands struggle to attract and
retain talented employees.
Innovative employee branding
strategies can significantly
contribute to talent attraction and
retention

87