Page 1 of 12 Original Research

An employer brand predictive model for

talent attraction and retention
Authors: Orientation: In an ever shrinking global talent pool organisations use employer brand to
Annelize Botha'
attract and retain talent, however, in the absence of theoretical pointers, many organisations
Mark Bussin'
Lukas de Swardt'
are losing out on a powerful business tool by not developing or maintaining their employer
brand correctly.
' Affiliations:
'Department of Industrial
Research purpose: This study explores the current state of knowledge about employer brand
Psychology and People
Management, University of and identifies the various employer brand buüding blocks which are conceptuaüy integrated
Johannesburg, South Africa I in a predictive model.
!
Correspondence to:
. Motivation for the study: The need for scientific progress though the accurate representation
Mark Bussin
• of a set of employer brand phenomena and propositions, which can be empirically tested,
Email: I motivated this study.
[email protected]
i
Postal address: j Research design, approach and method: This study was nonempirical in approach and
' PO Box 2334, Saxonwold , searched for linkages between theoretical concepts by making use of relevant contextual data.
2132, South Africa
I Theoretical propositions, which explain the identitied linkages were developed for purpose of
Dates: further empirical research.
Received: 03 June 2011
Accepted: 15 Sept. 2011
' Main findings: Key findings suggested that employer brand is influenced by target group
Published: 14 Nov. 2011 •, needs, a differentiated Employer Value Proposition (EVP), the people strategy, brand
I consistency, communication of the employer brand and measurement of Human Resources
How to cite this article: j (HR) employer branding efforts.
Botha, A., Bussin, M., &
De Swardt, L. (2011). An
employer brand predictive
t Practical/managerial implications: The predictive model provides corporate leaders and
model for talent attraction I their human resource functionaries a theoretical pointer relative to employer brand which
and retention. SA Journal
could guide more effective talent attraction and retention decisions.
of Human Resource
Management/SA Tydskrif vir
Menslikehulpbronbestuur, Contribution/value-add: This study adds to the small base of research available on
9(1), Art. #388,12 pages. • employer brand and contributes to both scientific progress as weü as an improved practical
http://dx.doi.org/10.4102/
sajhrm.v9il.388
; understanding of factors which influence employer brand.

Introduction
Key focus of the study
Why would someone reaüy good at their job want to join your company? And how wiü you keep
them for more than a few years? Against the background of these contemporary questions, and
at a time when seeking talent in the ever shrinking global talent pool has become an international
crusade, companies are uncertain as to what talent attraction and retention decisions they should
be making (Armstrong, 2007; Bussin, 2007; Crous, 2007; Leonardi, 2007; Minchington, 2006).

A growing body of research evidence supports the relationship between employer brand and
the attraction and retention of talent (Cheese, Thomas & Craig, 2007; Crous, 2007; Minchington,
2010; Wiüock, 2005). Even though it is fairly customary amongst larger companies to use
employer brand to attract and retain talent (Deü, Ainspan, Bodenberg, Troy & Hickey, 2001),
companies are ineffective in developing, maintaining or reaügning their employer brand efforts
correctly thereby losing out on a powerful talent attraction and retention tool (Cheese et al, 2007;
Minchington, 2006).
© 2011. The Authors.
Licensee: AOSIS Most employer brand research focuses on the possible relationship between various employer
OpenJournals. This work
is licensed under the
brand concepts and talent attraction and retention, with limited attempts to build a coherent
Creative Commons employer brand model that can successfuüy predict talent attiaction and retention. The key
Attribution License. focus of this study is to integrate relevant employer brand concepts, or employer brand buüding

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 Page 2 of 12 Original Research

blocks, in an employer brand predicfive model that can in the current marketplace (Rosethorn, 2009; Wülock, 2005).
be empiricaUy validated to predict talent attracfion and Talent refers to an individual's differenfiated potenfial or
retenfion. abuity to execute against the organisafion's growth strategy
and is a term that is much talked about in the contemporary
Background to the study era, however, effective talent attracfion and retenfion remains
an elusive business feat (Boshard & Louw, 2010; Charest,
In an era where sküls and knowledge of employees are 2011; Cheese et al, 2007; Leonardi, 2007; Personnel Today,
amongst the main compefifive enablers, organisations cannot 2008; Prinsloo, 2008).
ignore the significance of attracting and retaining talented
people (Hallen, 2007; Minchington, 2010; Mohaptra, 2005;
Although research evidence supports the relafionship
Prinsloo, 2008).
between employer brand and the attracfion and retenfion
of talent, Umited attempts have been undertaken to identify
Thé new economy is characterised by a volafile talent employer brand concepts in the format of ari employer
demand-supply equafion set against errafic attrifion trends brand model, that predicts talent attracfion and retenfion'
and boimdless cutthroat compefifion, and organisafions (Armsfi-ong, 2007; Backhaus & Tikoo, 2004; Crous, 2007; DeU
have never had a tougher time in finding, managing and et al, 2001; Jenner & Taylor, 2007; Marfin, 2007; Minchington,
nurturing talent (Cheese et al, 2007; Mohapfira, 2005). 2010; Wülock, 2005).

The impact of talent shortage obstructs organisafional efforts These trends highlighted the need for empiricaUy vaUdated
to execute against growth strategies thereby rendering employer brand models that can predict effecfive talent
sustainabüity threats to organisafions and straining economic attracfion and retenfion efforts, and provide a coherent view
growth (Boshard & Louw, 2010; Charest, 2011; Ingham, 2006; that explains employer brand concepts contributing to talent
Prinsloo, 2008). Corporate leaders and their human resource attracfion and retenfion.
funcfionaries are moving towards placing a high premium
on employer brand as a crifical success factor for companies
striving for compefifive advantage in the talent war (Cheese Problem statement and research objectives
et al, 2007; Crous, 2007; Minchington, 2006). This observafion A research of current Uterature has revealed that the global
is confirmed in a recent global stirvey by Deloitte LLP (2010) talent pool is shrinking and organisafions are uncertain as to
who found that the importance of employer brand appears what talent management decisions they should be making
to have the attenfion of companies with retenfion plans as (Armstrong, 2007; Bussin, 2007; Crous, 2007; Leonardi,
more than seven in ten (72%) wül increase their focus on their 2007b; Minchington, 2006). Research evidence confirms the
employer brand in the year to come. relafionship between employer brand and the attracfion and
retenfion of talent (Crous, 2007; DeU et al, 2001; Minchington,
Purpose of the study 2010; WiUock, 2005), however, Minchington (2006) clakns
that many organisafions are not developing or maintaining
Against the background explained earUer, the intent of their employer brand correctly, and talent shortages can
this study is to provide managers and human resoiu-ce render organisafions vulnerable in terms of compefifive
ftmcfionaries an employer brand model to gmde more sustainabüity (Boshard & Louw, 2010; Charest, 2011;
effecfive talent attracfion and retenfion decisions that could Prinsloo, 2008).
augment overaU business performance, whüst the qualitafive
model-buüding approach of this arficle is aimed at bringing
What are the key buüding blocks of an employer brand
conceptual coherence to the employer brand domain thereby
predicfive model that can be empiricaUy validated to
adding value to scientific progress.
effecfively predict talent attracfion and retenfion, and
contribute to both favourable posifioning in the quest for
Trends from the research literature talent as weU as compefifive sustainabüity? This is the main
The transifion from the industrial era to the knowledge era quesfion that this arficle aims to address.
has changed the employer-employee relafionship paradigm,
The secondary objecfives, derived from the problem
and the supply and demand curve for talent is becoming
statement, are to describe the theory that constructs each
increasingly favoured towards the talented employee. The
buüding block, and integrate these buüding blocks to form a
quest to win the talent war confronts companies around
conceptual coherence that depicts employer brand relafive to
the world to reaUgn their employer brand efforts in a bid to
talent attracfion and retenfion.
mifigate talent Umitafions (Deloitte LLP, 2010; Minchington,
2006).
Value-add of the study
Employer brand is associated with an organisafion's The quest to win the talent war has expanded to employer
differenfiated attractiveness in terms of ftincfional, economic brand issues deemed to be related to the attracfion and
and psychological benefits (Ambler & Barrow, 1996; Corporate retenfion of talented staff (Bussin, 2007; Crous, 2007; DeU
Leadership Councü, 2007; Donath, 2001; Minchington, 2006) et al, 2001; HaUén, 2007; Lawler, 2000; Minchington, 2010;
and a strong employer brand acts as an enficement for talent Prinsloo, 2008; Zingheim & Schuster, 2000). The impact

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 Page 3 of 12 Original Research

of persistent talent shortage could render organisations people are attracted to a source that could fulfil their needs
incapable of growth, and detract from their efñcacy in (Armstirong, 2007; McCleüand, 1961). The appücation of
gaining or sustaining a winning edge, thus ultimately market segmentation techniques are recommended as the
jeopardising their survival (Boshard & Louw, 2010; Charest, most optimal way to segment the employee population, and
2011; Prinsloo, 2008). The coüapse of organisations adversely determine the most appropriate employer value that wiü
affects the macroeconomic environment as it counters differentiate the employee offering and address the needs
sustainable economic growth, which in turn negatively of the target population (Kotier, 2007; Minchington, 2010;
influences a better quaUty life for au. Moroko & Uncles, 2009; Walker, 2007). Market segmentation
aüows for targeted marketing of stakeholders based on insight
into their specific needs and are segmented in geographic
The need for employer brand models, which could be
segments, demographic segments, psychographic segments
empiricaüy tested to successfuüy predict talent attraction
and behaviouristic segments (Kotier, 2007; Waücer, 2007).
and retention, motivated this study. Benefits of models are
underscored by Mouton (2001) who states models aüow
It thus seems probable that insight into the target group's
one to make predictive claims under certain conditions, and
needs and preferences could add impetus to the attractiveness
bring conceptual coherence to a domain of science thereby
of the employer brand; such insight could enhance aügnment
simplifying our understanding of the world. Thus, models
between functional, economic and psychological benefits
limit, isolate, simplify and systematise the domain that is on offer and the needs of the target group but should also
investigated, and provide explanation sketches and the enhance ethics and fairness and mitigate possible perceived
means for making predictions Qordaan, 2007). discrimination:

The aim of this study is to present an employer brand Proposition 1: The target group's needs, relative to
predictive model with buüding blocks that denote an business strategy, influences employer brand.
integrated approach which shapes and influences the total
employer brand process relative to talent attraction and A differentiated Employer Value Proposition
retention. It is hoped that this employer brand predictive A differentiated Employer Value Proposition (EVP) adds
model WÜ1 provide managers and human resource impetus to the employer brand; it describes a desired future
functionaries guidance on more effective employer brand state relative to the Company's stiategic objectives and
decisions that wiü mitigate talent limitations and bolster preferred culture (Kochanski, 2004), and is informed by a
overaü business performance. thoughtfully designed total rewards strategy (Armstrong,
2007; Blanchard, 2007; Bussin, 2007; Corporate Leadership
Council, 2007; Deloitte Consulting LLP, 2008; Lawler,
An outline of the structure of the rest of the 2000; WorldatWork, 2007; Zingheim & Schuster, 2000).
article Differentiated EVPs leverage core differentiating talent
The remainder of the article is structured as foüows: a brief attraction aspects, and allows for targeted employer brand
literature review is followed by the research design, the marketing efforts (Corporate Leadership Coimcil, 2002;
results of the research are presented under findings, and a Kochanski, 2004; Minchington, 2010; Purkayastha, 2006;
discussion features the last section of the article. Sartain & Schumann, 2006). A differentiated EVP provides
a succinct and clear distiüation of what sets a company
apart as an employer, and is defined as the unique set of
Current theoretical perspectives attributes and benefits that wül motivate target candidates
Based on a critical review of current uterature which searched to join a company and current employees to stay (Sartain
for linkages between theoretical concepts, the foüowing & Schumann, 2006). The EVP is unique and based within a
employer brand concepts are isolated due to referenced human capital strategy or people strategy, which is aligned to
business strategy (Kochanski, 2G04), and is informed by five
researchers' significance attributed to these concepts in
main elements, namely: work environment and affiliation
relation to talent attraction and retention. (this includes values, culture, quality of colleagues, managers
and leaders), work content including challenging work and
Needs work-life balance, benefits including development and
Research findings by Mükovich and Newman (2008) confirm career growth (indirect financial reward), and remuneration
that job candidates are attracted to companies with benefits (direct financial reward), (Corporate Leadership Council,
that fit their inherent preferences or needs, whüst research 2002; Michaels, Handfield-Jones & Axelrod, 2001; Mvmsamy
findings by the Corporate Leadership Council (2002) & Bosch Venter, 2009; Sartain & Schumann, 2006). According
emphasise the alignment between the Employee Value to Munsamy and Bosch Venter (2009), organisations are at
Proposition (EVP) and employee needs constitutes an offer risk of turnover when their EVP is perceived less competitive
fit. Employee or target group needs include functional, than that of other organisations.
economic and psychological preferences (Minchington,
2010; Moroko & Uncles, 2009; Sartain & Shumann; 2006). From an overview of the literature it seems plausible that a
These findings are supported by Maslow's Theory of Human differentiated EVP plays a role in employer brand success:
Motivation and McClelland's Acquired-Needs Theory Proposition 2: A differentiated EVP influences the
that claim a person's motivation is shaped by needs and employer brand.

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 Page 4 of 12 Original Research

People strategy Proposition 4: Consistency in the portfoüo of brands

Employer branding relates to the applicafion of branding influences the employer brand.
principles to human resource management and successful
employer branding is defined as an employer's targeted Communication
people management strategy to deliver on the employer brand The aim of employer brand communication, or employer
promise (Backhaus & Tikoo, 2004; Glen, 2007; Minchington, brand voice, is to create an understanding of the employer
2006; Tüzüner & Yüksel, 2009). Employer branding brand, and the employer brand voice must be consistent with
encompasses an organisafion's values, systems, poücies au organisafional marketing efforts in order to be effecfive
and behaviours towards the aim of attracting, mofivating (Duraturo, 2010; Edwards, 2005; Lloyd, 2002; Minchington,
and retaining current and potenfial employees (Wüden, 2010; Rosethorn, 2009; Wiüard, 2010). Employer brand
Gudergan & Lings, 2006). The delivery on the employer communicafion is defined as honest and authenfic employer
brand promise requires alignment with the identified needs brand messages about employment promises which could
of the specific target populafion, as well as alignment with be deüvered upon through an organisafion's employer
the corporate and consumer brand (Barrow & Mosley, 2005; branding (people management) pracfices (Backhaus &
Kofier, 2007; Mükovich & Newman, 2008; Waücer, 2007). Tikoo, 2004; Minchington, 2010). The importance of coherent
employer brand communicafion efforts is encapsulated
Both the employer brand employee platform as well as the in Minchington's (2010) observafion that when internal
employer brand strategic platform informs the people strategy communicafion, marketing and Human Resources (HR)
to deliver on the employer brand promise (Minchington, departments faü to coüaborate on the company's employer
2010). The employer brand employee platform refers to brand strategy, the result is often nothing more than a HR
aspects such as recruitment and inducfion, remunerafion project that burns cash and creates employee cynicism.
and benefits, career development, research, reward and Various online, as weü as off line communicafion channels
recognifion, communicafion, work environment and could be applied to convey targeted employer brand
performance management (Minchington, 2010). The messages to the target audience; these charmels should enable
employer brand strategic platform encompasses aspects instant connecfivity with organisafions, as weü as rapid
such as mission, vision, values, corporate reputafion and response from organisafions (Duraturo, 2010; McKinsey,
culture, poücies, leadership and management competence
2005; Minchington, 2010).
and innovafion (Minchington, 2010). Any gap in the
organisafion's abüity to deliver on the employer brand
promise wül negafively impact the employer brand and the From the inifial üterature review the significance of
organisafion as a whole (Backhaus & Tikoo, 2004; Barrow & communicafion relafive to employer brand converges, and
Mosley, 2005; Deloitte LLP, 2010; Minchington, 2006). the foüowing proposifion is made:
Proposition 5: Communicafion influences the employer
From the inifial literature review it seems plausible that brand.
both the employer brand employee platform as weü as the
employer brand strategic platform should inform the people Metrics
management strategy to ensure an organisafion can deüver It is not one of the aims of this study to determine the infiuence
on its employer brand promise: of employer brand measurement on the effecfiveness
Proposition 3: A people strategy informed by the employer of employer brand. One of the intensions is to rather
brand employee platform as well as the employer brand invesfigate the measurement of HR employer branding
strategic platform influences the employer brand. (people management) efforts as a possible influencer of
employer brand. Higgins (2010) and Lockwood (2006) claim
Brand consistency that meaningful and value adding metrics has the potenfial
The total portfoüo of brands needs to be aügned in to support delivery on the employer brand prorrüse as it
organisafional strategy as each brand subset has an impact measures HR employer branding (people management)
on the other, and the essence of the corporate and consumer efforts (Backhaus & Tücoo, 2004; Barrow & Mosley, 2005;
brand should be reflected in the essence of the employer brand Edwards, 2005; Minchington, 2010). Higgins (2010) from the
to ensure consistency in delivery on the portfoüo of brand Watson Wyatt Group suggests that employer branding could
promises (Barrow & Mosley, 2005; Fraser, 2009; McKinsey, be measured by populating the HR scorecard with employer
2005; Minchington, 2010). Organisafions with superior brand metrics relevant to people management pracfices
employment offerings are those whose employer brand which wül deüver on the EVP.
matches their corporate and consumer brand(s), and where
the value proposifion the business arficulates is reflected by Research design
the acfions of au people, at au levels of the business, at au
fimes (Fraser, 2009; Minchington, 2010). Research approach
The research paradigm adopted for this study is nonempirical
Based on the inifial literature review it is postulated that and a model buüding approach was foüowed. This approach
one of the key components of a great employer brand is has been adopted based on the fact that this study proposes
consistency in deüvery on the portfoüo of brand promises: an employer brand predicfive model which represents

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 Page 5 of 12 Original Research

key building blocks associated with employer brand that of relevance. These keywords include employer brand,
influence talent attiaction and retention. A key benefit of target group needs and/or segmentation, differentiated
conceptual model buüding is its potential to accurately EVP, people management stiategy and/or delivery on the
represent phenomenon through a set, or sets, of statements employer brand promise, brand consistency, employer
(Mouton, 2001; Torraco, 1997; Welman & Kruger, 2001). brand communication, and employer branding metiics and/
or measures. The selection criteria for relevant data consisted
In this positivist assumption research approach phenomena of published research articles and studies, related to the
are explained by identifying main concepts from theory keywords that were written in English from 2002 to 2011. The
constiuction, and by searching for lirikages between aim was to focus and isolate data that indicated descriptions
concepts, which according to Cooper and Schindler (1998) and/or correlations between variables which were applied
and Mouton (2001), aüows one to make predictive claims in formulating postulates or propositions. Relevant data
and bring conceptual coherence by explaining links between were isolated in a tabular tiacking sheet, as weü as data that
propositions. An inductive form of theory constiuction was were eliminated as their content proved no relevance to the
applied whereby sets of postulates or propositions were problem definition and the purpose of the study.
formulated about the phenomena. Theoretical propositions
were inductively derived from the sets of postulates Analysis of the data
until comprehensive sets of theoretical propositions were
developed which can be tested empiricaüy. A total of 129 manuscripts were reviewed by means of the
keywords to identify data of relevance. The location of
relevant textual data was accurately noted and recorded to
Research method ensure that the results could be replicated by accessing the
The research method is presented under the foüowing same data bases. Data were analysed by means of a thematic
subheadings: targeted body of literature, gafliering the data, analysis approach whereby 24 research articles were selected
analysis of the data and presentation of the data. and summarised in a tabular format detaüing the author,
study purpose, sample and setting, method of analysis
and key findings. These 24 research articles were selected
Targeted body of literature
based on their research findings that indicated correlations
This study aims at developing a new model to be tested in and/or descriptions between keywords. The data sets of
future research for causal links between relative employer variables relative to the keywords that demonstiated a
brand propositions. In order to build the model the unit coherent linkage between theoretical concepts were analysed
of analysis was quantitative and textual data relating to through inductive thematic analysis to derive at theoretical
employer brand issues were accessed through literature propositions which are postulated for purpose of further
searches. Data were found in text books which are located empirical research.
in academic libraries of the University of Johannesburg (UJ),
University of Pretoria and the University of South Africa
(UNISA), and in journals located in various databases such as Presentation of the data
Emerald, EBSCOhost and SAePublications. These databases The findings of the research wül be presented under keyword
were selected based on their accessibility and relevant headings derived from the relevant employer brand concepts
coverage of multidisciplinary business, HR and management that were identified in the literature review.
data, and were accessed through web portals, for example,
http://www.uj.ac.za/library. The UJ web portal was also Results
used to tiace and extiact relevant data from electionic
master's theses and doctorate dissertations. Database Research findings
searches of professional organisations such as Corporate The research review findings are discussed under the
Leadership Councü (CLC), Deloitie LLP, Employer Brand foHowing headings.
International (EBI), and Collective Learning Austialia
(CLA) were also conducted. The targeted literature was Target group needs
mainly restiicted to English textual data found in research Target group needs are defined as the differentiated needs
theses and/or dissertations, journal articles and text books of the target population (Minchington, 2010; Walker, 2007)
relative to employer brand issues published between 2002 that would require marketing segmentation techniques to
and 2011. The selected date range coincides with the onset provide insight into the differentiated needs (Moroko &
of the awareness of talent shortage, the high premium that Uncles, 2009; Sartain & Schumann, 2006) enabling companies
organisations have placed on employer brand as a competitive to offer benefits in alignment with these needs and
advantage in the talent war during recent years and the execute attiaction and retention stiategies more effectively
dissemination of relevant textual data during this period. (Corporate Leadership Councü, 2002; Mükovich & Newman,
2008; Moroko & Uncles, 2009).
Gathering the data
Keywords derived from the isolated employer brarid concepts Four studies were found to be relevant. Moroko and Uncles
identified in the initial literature survey, served as guidance (2009) findings suggested that the application of marketing
to narrow down the textual data search to identify articles segmentation techniques enhances employer branding

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 Page 6 of 12 Original Research

efforts and boosts the effectiveness of the strategy as a whole. employees are attracted to employer brands they associate
Tüzüner and Yüksel (2009) found that turnover increased with, and expect the company to deliver on the anticipated
and job satisfaction decreased where no attention was paid to employer brand promise, or on the 'what's in it for me' (i.e.
various needs of employees whilst Mortensen (2010) found what is in it for the employee). Schumann (2006) concludes
that employer brand and talent attraction and retention can that the employer brand must be articulated in an
be augmented when organisations segment prospective organisation's actions and values which are embedded in
talent needs. Berthon, Ewing and Hah (2005) observed that people management practices driven from the inside out.
successful employer branding reüed on understanding Research results by Boyd and Sutherland (2005) confirmed
factors contributing toward employer attractiveness, and the importance of a people strategy with clearly articulated
cross-cultural differences influenced diverse ways in which people management practices that wül obtain employees'
employer attractiveness was perceived. commitment to üving the employer brand and deHvering on
the employer brand promise. Based on an extensive üterature
Differentiated Employer Value Proposition review the article by Hughes and Rog (2008) concluded that
For the purpose of this study a differentiated Employer the inclusion of an employer brand and a differentiated EVP
Value Proposition (EVP) is defined as the distinctive total was important for the successfiü implementation of talent
employment experience (Kochanski, 2004; Minchington, management, and that internaUsation of the employer brand
2010; Purkayastha, 2006; Sartain & Schumann, 2006), or would depend on the organisation's people management
unique financial, and nonfinancial offering (Corporate practices. Research conducted by Deloitte LLP (2010) and
Leadership Councü, 2007) provided by an organisation in by CareerBuüder (2008), which involved the analyses of
return for sküls, capabüities and experiences an employee 265 000 respondents, confirmed that in order for companies
brings to the organisation (Minchington, 2006); it helps to attract and retain talent, they must be able to continuously
to establish a differentiated positioning relative to other deliver on the employer brand promise. Research findings by
employers (McKinsey, 2006; Minchington, 2006; Sartain & Minchington (2010) and Sutherland and Karg (2002) verified
Schumann, 2006) by adding impetus to the employer brand the importance of considering both the employer brand
(Kochanski, 2004). employee platform, as weü as the employer brand strategic
platform when implementing employer of choice people
One study demonstrated a linkage relative to investigating management (employer branding) practices. These studies
the impact of a differentiated EVP. The findings of Knox confirmed that a culture of career growth and innovation,
and Maxwell (2009) reflect that employees in five different chaüenging work, pay for performance, and a values driven
organisations consider different EVP attributes to be organisation are attributes which knowledge workers view
attractive; thereby confirming the importance of a distinctive as important when looking for the ideal employer.
EVP which could add impetus to an organisation's employer
brand. Brand consistency
For the purpose of this study brand consistency refers to a
People strategy coherent relationship between the employer brand, corporate
Within the context of this study the people stirategy is brand and consumer brand where the total portfoüo of
informed by the employer brand platforms (Minchington, brands are aügned to ensure clarity in strategic positioning
2006), and relates to the appücation of branding principles to and consistency in the deüvery on the portfoüo of brand
human resource management to enable the organisation to promises (Barrow & Mosley, 2005; Fraser, 2009; Minchington,
deüver on the employer brand promise (Backhaus & Tikoo, 2010).
2004; Glen, 2007; Minchington, 2006; Tüzüner & Yüksel,
2009). Four relevant studies were found. Findings by Freeman and
Knox (2006) confirmed a correlation between an attractive
Eight relevant studies were identified regarding selection. employer brand image and ükeühood to apply for a job,
Punjaisri and Wüson (2007) observed a significant need and the importance for an integrated approach between
for the coordination of marketing and HR practices within internal marketing and external marketing to develop a more
an organisation to estabüsh and reinforce the aUgnment of congruent employer brand. Research by King and Grace
employees' behaviours with the brand values. These practices (2008) confirmed that the aügnment of the EVP, or 'what's
include recruitment and induction, communication, and in it for me' as an employee, with the business or customer
training. Findings by Hodes (2006) vaüdated the importance brand enhanced employee engagement, and corrunitment to
of building the employer brand from the inside out to the business or customer brand. Gapp and Merrüees (2006)
ensure deüvery on the employer brand promise and that found misaügnment between external brand (the promise)
the delivery on the employer brand promise is embedded and internal brand (deüvering on the promise) damaged
in all HR activity, strategy and outputs. These findings of the trust between employees and senior management,
Hodes (2006) were reiterated by research findings of Kgobe and resulted in discord between strategic plans and
(2010) who found employer branding practices close gaps operational activities. Mosley's (2007) article presented two
between what employees expect and what the organisation key conclusions: firstly, the practice of managing the links
delivers. Studies by Schumann (2006) confirmed prospective between brand, culture and customer experience has evolved

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 Page 7 of 12 Original Research

significantly over recent years; employer brand should be given the context of this study. An arficle by Higgins (2010)
consistent to the overall brand message, and the notion of tmderscored the importance of measuring HR employer
employer brand management completes a journey that began branding efforts to ensure delivery on the employer brand
with a disciplined approach to managing the total brand promise by designing an HR scorecard which is context
experience. Secondly, through an appUcafion of the same specific. Both leading and lagging indicators should be
principles to service brands and customer management, included in employer branding measures to ensure business
employer brand should be managed during touch points on is suppUed by relevant and useful knowledge rather than
the employer brand employee platform, and during actual historical informafion, and deUvery on the employer brand
experience of the employer brand strategic platform. promise.

Communication of the employer brand Discussion

Within the framework of this study commtmicafion of At a time when seeking talent in the ever shrinking global
the employer brand refers to an employer brand voice talent pool has become an intemafional crusade (Armstrong,
(Durattiro, 2010) that reflects honest and authenfic employer 2007; Bussin, 2007; Crous, 2007; Leonardi, 2007; Minchington,
brand messages (Backhaus & Tikoo, 2004; Barrow & 2006), the quest to win the talent war has expanded to HR
Mosley, 2005; Minchington, 2010) which are consistent best pracfice, employer brand, reward, recognifion and
with aU organisafional marketing efforts (Duraturo, 2010; benefits - aU issues related to the attracfion and retenfion of
Minchington, 2010; Willard, 2010) and charvneUed effecfively talented staff (Crous, 2007).
to reach the target audience (Bhattacharya, 2009; Duraturo,
2010; Minchington, 2010).
Employer brand is defined as the organisafion's differenfiated
attracfiveness in terms of fimcfional, économie and
Five relevant studies were found. Kapoor (2010) found psychological benefits that are identified with the image of
commimicafion of key employer brand messages remained the employing company (Ambler & Barrow, 1996; Corporate
one of the top three challenges in managing an employer Leadership Cotmcil, 2007; Donath, 2001; Minchington, 2006).
brand whilst Bowd (2006) observed the communicafion of
employer brand messages was key in order to posifively
Although a growing body of evidence supports the
impact employer brand percepfion. Research findings by
Watson Wyatt (2005) indicated that organisafions that relafionship between employer brand and the attracfion and
are highly effecfive communicators experienced strong retenfion of talent (Crous, 2007; DeU et al, 2001; Minchington,
employer brand strength, high levels of engagement and 20% 2010; Wülock, 2005), limited attempts to buud an employer
lower ttirnover rates than their peers. Organisafions with brand model to predict talent attracfion and retenfion has
exceUent communicafions performance had metrics in place been undertaken (Armsfi-ong, 2007; Backhaus & Tücoo, 2004;
to gauge the impact of their commtmicafions programmes. Jenner & Taylor, 2007; Martin, 2007). The purpose of this
Knox and Bickerton's (2008) findings emphasised the study was to explore the current state of knowledge about
importance of clearly communicating the brand proposifion, employer brand and to determine the key building blocks of
and also ensuring that these commtinications are reinforced an employer brand predicfive model that can be empirically
by organisafion behaviours and supported by processes validated to effecfively predict talent attracfion and retenfion.
which deUver on the promise. A conceptual model building
approach by. Miles and Mangold (2004) ülustrated the The benefit of the study's model buüding approach systemises
importance of consistently delivering the employer brand the employer brand domain and brings conceptual coherence
message at aU the employee touch points (recruitment, to a domain of science. Another cdntribufion of the study is
orientafion, commtmicafion, shared services, performance providing managers and human resource funcfionaries an
and development, reward and recognifion), and that integrated approach which shapes and influences the total
employees should experience employer brand through every employer brand process relafive to talent attracfion and
day behaviours, values, management competencies and
retenfion. The foUowing discussion synthesises linkages in
leadership competencies.
literature between theorefical concepts and explains causal
Unks between proposifions.
Human Resources employer branding metrics
Within the context of this study Htunan Resources (HR)
Summary of findings
employer branding metrics refer to the measurement of HR
employer branding (people management) efforts (Femon, This secfion starts by synergising the findings and the
2008; Higgins, 2010) which are informed by both the employer premise of this study is explored by detauing whether the
brand employee platform and the employer brand strategic literature review reiterates, or differs from, the findings. The
platform (Minchington, 2010) to ensure people management proposifions are set in the discussion and mirror the flow
pracfices deUver on the EVP and employer brand promises of the employer brand predicfive model which is depicted
(Higgins, 2010; Lockwood, 2006). in the latter part of this secfion. This secfion concludes
by suggesting theorefical impUcafions and practical
No significant employer branding metrics research results impUcafions, presenting limitafions as weU as suggesfions
were found. Only one arficle was found to be of relevance for future research.

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 Page 8 of 12 Original Research

Target group needs People strategy

Research findings indicated that the target group needs Within the context of this study the people strategy relates
dimension had a positive relation to employer attiactiveness, to the appücation of branding principles to HR management
employer brand efforts and the augmentation of talent to enable the organisation to deUver on the employer brand
attraction and retention (Berthon, Ewing & Hah, 2005; promise (Backhaus & Tikoo, 2004; Glen, 2007; Minchington,
Moroko & Uncles, 2009; Mortensen, 2010; Tüzüner & Yüksel, 2006; Tüzüner & Yüksel, 2009). '
2009).
Empirical research findings indicated that deüvery on the
The aforementioned finding was reiterated by target group employer brand promise was embedded in all HR activity,
needs related uterature that found people are attracted strategy and outputs (Hodes, 2006; Kgobe, 2010), and the
to a source that could fulfil their needs (Armstrong, 2007; internaüsation of the employer brand depended on the
Minchington, 2010; Walker, 2007), and that segmentation organisation's people management practices (Boyd &
tools and techniques assist in adapting the talent brand Sutherland, 2005; Hughes & Rog, 2008; Punjaisri & Wilson,
message for each segment based on insight into the target 2007; Schumann, 2006) which were informed by elements
group's needs and preferences (Moroko & Uncles, 2009; of both the employer brand employee platform as weü as
Sartain & Schumann, 2006). Research studies done by the employer brand strategic platform (Sutherland & Karg,
the Corporate Leadership Councü (2002) and Milkovich 2002).
and Newman (2008) reveal job candidates are attracted to
companies with a good offer fit and benefits that fit their Literature suggests that an organisation's people stiategy
inherent preferences. deüvers on the employer brand promise where the value
proposition that the organisation articulates is reflected by
However, the application of market segmentation to the the actions of au people (Backhaus & Tucoo, 2004; Barrow &
employer brand context is not without limitations. There Mosley, 2005; CareerBuüder, 2008; Glen, 2007; Minchington,
are, for example, legal barriers to segmenting current 2006). According to Minchington (2010), both the employer
and potential employees on the base of race, gender, age, brand employee platform as weü as the employer brand
ethnicity or disabüity; this potential barrier could be negated strategic platform should inform the people strategy to
if companies invest in the gathering, holding and analysis ensure the implementation of people management practices
of quality employee needs data that informs segmentation which will abet deüvery on the employer brand promise.
approaches within the context of fairness and the broader
company strategy (Moroko & Uncles, 2009). The reiteration in unkage between empirical research
findings and relevant uterature sustains the third proposition
The synthesis in linkage between research findings and the (P3) and suggests that a people strategy, informed by the
uterature review supports the first proposition (PI) of this employer brand employee platform and the employer brand
study which postulates that target group's needs, relative to strategic platform impacts on employer branding practices
business strategy, influences employer brand. which consecutively influences the employer brand.

Differentiated Employer Value Proposition Brand consistency

Research findings by Knox and Maxwell (2009) reflected Research findings by Freeman and Knox (2006) confirmed
that employees in five different organisations considered the importance for an integrated approach between internal
different Employer Value Proposition (EVP) attributes to be marketing and external marketing to develop a more
attractive; and confirmed the importance of a unique and congruent employer brand, whilst King and Grace (2008)
distinctive EVP which added impetus to the employer brand. found that the aügnment of the EVP with the business
and/or customer brand enhanced employee engagement,
The aforementioned research finding was reiterated in and commitment to the business and/or customer brand.
relevant uterature that suggests the EVP helps to estabüsh The finding of Gapp and Merrüees (2006) confirmed that
a differentiated positioning relative to other employers misaügnment between external brand (the promise) and
(Deloitte LLP, 2010; McKinsey, 2006; Minchington, 2006; internal brand (deüvering on the promise) damaged the trust
Sartain & Schumann, 2006). Kochanski (2004) cites the between employees and senior management, and resulted in
importance of a distinctive EVP in the best places to work discord between strategic plans and operational activities. All
üsts. A distinctive EVP adds impetus to the employer brand of the mentioned findings correspond with Mosley's (2007)
(Kochanski, 2004), and leverages core differentiating talent conclusion that employer brand should be consistent to the
attraction aspects by enabling targeted employer brand overaü brand message to ensure deüvery on the employer
marketing efforts (Kochanski, 2004; Purkayastha, 2006). brand promise.
A differentiated EVP motivates target candidates to join a
company and CLU-rent employees to stay (Brand Learning, Literature affirmed that an organisation with a superior
2009). The linkage between relevant findings supports the employment offering is one whose employer brand matches
second proposition (P2) and impHes that a differentiated EVP their corporate and consumer brand(s) (Fraser, 2009;
influences the employer brand. Minchington, 2010). Minchington provides compeüing

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 Page 9 of 12 Original Research

reason for such alignment in claiming that the total portfolio Employer brand predictive model
of brands needs to be aligned in organisafional strategy
as each brand subset has an impact on the other, and the The purpose of this study was to explore the current state of
essence of the corporate and consumer brand should be knowledge about employer brand and to idenfify employer
reflected in the essence of the employer brand to ensure brand buüding blocks that can be integrated in an employer
consistency in deüvery on the portfolio of brand promises. brand predicfive model that wül predict talent attracfion and
Such consistency, according to Barrow and Mosley (2005), retenfion after being empiricaüy validated.
is essenfial for a brand as this helps to deliver trust and
confidence for the relevant stakeholder as weü as clarity of During the inifial literature overview key employer brand
purpose and posifioning. concepts were isolated due to researchers' significance
attributed to these concepts in relafion to talent attracfion
The synthesis in linkage between research findings and the and retenfion. These employer brand concepts were refined
üterature review supports the fourth proposifion (P4) and to the foüowing keywords: target group needs and/or
suggests consistency in the portfoüo of brands influences the segmentafion, differenfiated EVP, people management
employer brand. strategy, brand consistency, employer brand communicafion
and HR employer branding metrics. These keywords were
Communication used to inform a comprehensive literature review that
Research findings indicated that the communicafion of resulted in six proposifions. Thereafter these same keywords
employer brand messages was key in order to posifively were appüed to guide research that would either support or
impact employer brand percepfion (Bowd, 2006; Knox & reject the proposifions.
Bickerton, 2008), however, remained one of the top three
chaüenges in managing employer brand (Kapoor, 2010). Given the fact that the research findings reiterated the
Watson Wyatt (2005) found that organisafions who are highly stated propositions, these proposifions served as a guide
effecfive communicators experienced strong employer brand to determine the foüowing buüding blocks of an employer
strength, high levels of engagement and 20% lower turnover brand predicfive model that can be empiricaüy vaÜdated
rates than their peers. The menfioned findings are affirmed to effecfively predict talent attracfion and retenfion, and
by Miles and Mangold (2004) whose conceptual model contribute to favourable posifioning in the quest for talent:
ülustrated the importance of consistently deüvering the
employer brand message at au the employee touch points. • Target group needs
• EVP Differenfiafion
• People strategy
The aforemenfioned findings were reiterated in the üterature
• Brand consistency
which found that the employer brand communicafion
• Employer brand communicafion
should reflect honest, authenfic and consistent employer
• Employer branding metrics.
brand messages about employment promises which could be
deüvered upon through an organisafion's employer branding Figure 1 depicts an Employer Brand Predicfive Model. The
(people management) pracfices, and that the channelling of model is informed by the aforemenfioned employer brand
the employer brand message should be carefuüy considered buüding blocks based on their significance relafive to
to ensure messages attract targeted talent (Backhaus & Tikoo, employer brand which in turn influences talent attracfion
2004; Bhattacharya, 2009; Duraturo, 2010; Minchington, and retenfion.
2010). Reiterafion in the linkage between research findings
and relevant literature supports the fifth proposifion (P5) The model presented in Figure 1 is theorefical in nature and
and proposes that communicafion influences the employer a form of inducfive reasoning, or conceptual explicafion, was
brand. used to search for linkages between theorefical concepts.
Even though there is crificism of inducfive reasoning
Metrics because of its quaHtafive nature, it remains one of the most
powerful methods to construct conceptual models and buüd
Based on the implementation of an HR scorecard in a large
new theories, without which science cannot make progress
organisafion, Higgins (2010) found the measuring of HR
(Mouton, 2001). As stated in a previous secfion of this study,
employer branding efforts are required to ensure an effective
theorefical models allow one to make predicfive claims
employer brand that delivers on the employer brand promise.
under certain condifions, and bring conceptual coherence to
The above menfioned finding was reiterated in literature a domain of science thereby simplifying our understanding
that found value adding metrics has the potenfial to support of the world (Mouton, 2001). The employer brand predicfive
delivery on the employer brand promise (Fernon, 2008; model limited, isolated, simpüfied and systemafised the
Lockwood, 2006; Minchington, 2010). The synthesis in linkage employer brand domain that was invesfigated, thereby
between the study and the literature review supports the adding value to scientific progress though the accurate
sixth proposifion (P6) and suggests that employer branding representafion of a set of phenomena, and proposifions,
metrics influence the employer brand. which can be empiricaüy tested.

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 Page 10 of 12 Original Research

Talent attraction
and retention

^ Influences
i' ^ PI "\ Define the needs of the target market by applying employer brand
15 1 Target group segmentation methodology to identify needs, and benefits that will
¡ Employers brand ¡ "^ . inform a compelling EVP.

X
L Á 1 i

1 •; 7 FUP 1 ' ° '^^ organisation's strategy, and target group needs.

Differentiation

P3 Consider both the employer brand employee platform and the

employer brand strategic platform when implementing clearly
1.5.3 People
articulated people management practises which will deliver on the
strategy employer brand promise, for example: employer brand promises
inspiring leadership, therefore ensure leaders have inspiring
capabilities.

P4 Align the EVP with the O/P after needs and benefits have been
1.5.4 Brand identified, but prior to implementing people practices and
consistency promise.

P5 Communicate the employer brand as 'one voice' through all

communication channels. Communication channels should fit the
1.5.5 Employer brand target audience, for example: on-line, off-line, mass marketing.
communication traditional, intranet, internet, press releases, internal or external
advertising, expos, corporate literature, on-boarding, meetings.

P6 Design a HR scorecard with metrics that measure HR employer

branding (people management) efforts which will deliver on the EVP.
1.5.6 Employer
branding metrics

PI - P6, Proposition 1 - Proposition 6; EVP, Employee Value Proposition; CVP, Customer Value Proposition; HR, human resources.
FIGURE 1: Employer Brand Predictive iVIodel Theoretical implications.

Managerial implications attiaction and retention. Given the aim of this study, three
main limitations have been identified, each of which provides
Even though the tiue practical contiibution of the study will
opportunities for further research in this area. These are as
reveal itself once the effect of the employer brand predictive
foüows.
model on talent attiaction and retention has been empiricaüy
validated, it is suggested that the employer brand predictive
Firstly, keywords used to guide the extiaction of relevant
model (Figure 1) serves as an operational management
model. The model provides a pointer relative to employer research could have contributed to omitting published
brand, and could guide managers and human resource research. Secondly, a selective approach to data location
functionaries in more effective talent attraction and retention could have also limited data gathering as additional research
decisions that could ultimately influence overaü business data may have been found by considering data sources
performance. other than Emerald, EBSCOhost and SAePublications,
academic libraries, database searches including professional
The model contiibutes value in that it addresses key organisations such as CLC, Deloitte LLP, Employer Brand
related employer brand building blocks; these building International (EBI) and Collective Learning Austialia (CLA),
blocks represent an integrated approach which shapes and as weü as the UJ web portal that was used to tiace and extiact
influences the total employer brand process. relevant data from electionic research journals including
master's theses and doctorate dissertations.
Limitations of the study and recommendations
for future research A last limitation of this study is that the presented model has
This study set out to conceptuaüy investigate building blocks not been subject to empirical testing. Different propositions as
of an employer brand predictive model, and to understand diagrammatically depicted in Figure 1 suggest relationships
how these buüding blocks integrate to form a conceptual between variables. These propositions can be assessed and
coherence that depicts employer brand relative to talent empiricaüy tested during future research.

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 Page 11 of 12 Original Research

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Competing interests Fraser, T. (2009, October). Wits Business Scho.jl Open Day Presentation: The role of
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recruitment, retention and engagement within hospitality organisations.
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