Mini Project - 1 Report

On

Employer Branding
Submitted for the partial fulfillment of the Award
Of

Master of Business Administration

DEGREE
(Session: 2021- 2022)

SUBMITTED BY
Ajay maheshwari
Roll No. 21272273

UNDER THE GUIDANCE OF

INDU YADAV

GREATER NOIDA INSTITUTE OF TECHNOLOGY (MBA Institute)

AFFILIATED TOk

DR. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY (FORMERLY

UTTAR PRADESH TECHNICAL UNIVERSITY), LUCKNOW (FS-14)

1
 Student Declaration

I “AJAY MAHESHWARI.hereby declare that the work which is being presented

in this report
entitled “Employe Branding ” is an authentic record of my own work carried
out under the supervision of INDU YADAV The matter embodied in this
report
has not been submitted by me for the award of any other degree/ Diploma/
Certificate.

Name of Student Ajay Maheshwari

Date: 8th Jan 2022

GREATER NOIDA INSTITUTE OF TECHNOLOGY (MBA Institute)

2
 Director Certificate

This is to certify that the work which is being presented in this report entitled
“TITLE OF THE PROJECT” is an authentic record of the Ajay maheshwari
carried out under my supervision. The statements made by the candidate are
correct to the best of my knowledge.

Prof. (Dr.) Rudresh Pandey Name of Supervisor: Indu yadav

Designation :- Director Designation :- professor
Date:- 8-Jan-2022 Date:- 8-jan-2022

GREATER NOIDA INSTITUTE OF TECHNOLOGY

(Seal of the Department/ College)

3
 ACKNOWLEDGEMENT

In submitting mini project assignment, I had to take the help and guideline of our
faculty who deserve our greatest gratitude. The completion of this assignment
gave me much pleasure. I would like to show my gratitude Indu Yadavfaculty of
GREATER NOIDA INSTITUDE OF TECHNOLOGY (MBA) for giving me a
good guideline for assignment throughout numerous consultations. I would also
like to expand our deepest gratitude to all those who have directly and
indirectly guided me in completing this assignment.

DATE: 8th OF JAN 2022

PLACE: Greater Noida
NAME OF STUDENT: Ajay maheshwari

4
 TABLE OF CONTENT
S.N TOPIC PAGE NO.
1 Introduction of industry 4-7
2 Market size of industry in India 7-11
3 Business model 12-15
4 Major competitors 16-18
5 Impact of technology and its application 18-19
6 Emerging technology impact 19-20
7 Estimated market size and market shares 20-22
8 Conclusion 23-24
9 Bibliography 24-25

5
 Overview

IT & BPM

1. Large contribution to the Indian economy

• The IT industry accounted for 8% of India’s GDP in 2020. • India’s IT industry is expected

to contribute 10% to India’s GDP by 2025. • As of FY21, the IT industry employed 4.5 million

people

2. Strong growth opportunities

• According to National Association of Software and Service Companies (Nasscom), the Indian

IT industry’s revenue is estimated to reach US$ 194 billion in FY21, an increase of 2.3% YoY. •

6
As per a survey by Amazon Web Services (2021), India is expected to have nine times more

digitally skilled workers by 2025. This indicates that a total of ~ 3.9 billion digital skill trainings

will be expected by 2025. As of 2021, digitally trained employees constitute 12% of the

country's workforce

3. Export and employment growth

• Exports from the Indian IT industry are expected to increase by 1.9% to reach US$ 150

billion in FY21 The BPM sector in India currently employs >1.4 million people, while IT and

BPM together have >4.5 million workers, as of FY21.

4.Most lucrative sectorfor investments

• The computer software and hardware sector in India attracted cumulative foreign direct

investment (FDI) inflows worth US$ 74.12 billion between April 2000 and June 2021.

The sector ranked 2nd in FDI inflows as per the data releasedby Department for

Promotion of Industry and Internal Trade (DPIIT).

• In FY21, computer software and hardwaretopped FDI investments, accounting

for44% share of the total FDI inflows of US$

81.72 billion

5.Accelerating demand for cloud and digital transformation

• This push towards cloud services has boosted hyper-scale data centre investments, with global

investments estimated to exceed ~US$ 200 billion annually by 2025. India is expected

7
 MARKET SIZE OF INDUSTRY IN INDIA

Evolution of the Indian IT sector

Pre-1995 :- By early 90s, US-based companies began to outsource work on low- cost and

skilled talent pool in India

1995-2000 :- With increasedinvestment in R&D, India became a product development

destination

2000-05 :- Firms in India grew interms of their size and scope of services offered as more
and more westerncompanies' setup their bases in the country

2005-2016 :- Firms in India becamemultinational companies withdelivery centres across

the globe.

India’s IT sector is atan inflection point,moving from enterpriseservicing to enterprisesolutions

2017 onwards :- The US$ 167 billion Indian IT industry employs nearly four million

people. India ranks third among global start-up ecosystemswith more than 5,300 tech start-

ups.

Indian IT & businessservices industry isexpected to grow to US$

19.93 billion by 2025.

India jumped four places to rank at 48th position at the 2020 edition of the Global

Innovation Index (GII).

8
 Segments of India’s IT sector

IT SERVICES :- Market Size: US$ 97 billionin FY20.

 Over 81% revenue comesfrom the export market.

 BFSI continues to be the key

 vertical for the IT sector.
 IT services accounted forabout 50.50% of the IT & BPM market revenue in
Indiain FY20.

BUSINESS PROCESS MANAGEMENT :- Market size: US$ 38 billion inFY20.

Market size of BPMindustry to reach US$ 54 billion by FY25.

 About 87% revenue comesfrom the export market.

BPM had a 19.79% share of the IT & BPM market revenue in India in FY20

SOFTWARE PRODUCTS AND ENGINEERING SERVICES :- Market size:

US$ 34.39billion during FY19.

 Over 83.9% of revenuecomes from export.

It had around 19% revenue share in the Indian IT space in FY1Z9

HARDWARE :- Market size: US$ 14.48 billion in FY19.

 Hardware exports from India was estimated to grow at 7- 8% in FY19.^

9
 BUSINESS MODEL

Understanding Employer Branding

These days, researching potential employers is as easy as researching the hottest new

brunch destinations. Faced with this reality, employers must take a proactive approach to

attract and engage with top talent. A well-crafted employer branding strategy can help any

business

influence the perceptions of job seekers and employees, but getting started requires a little

context.

DEFINITION

10
 What is Employer Branding ?

Employer branding is the process of managing and influencing your reputation as an employer

among job seekers, employees and key stakeholders. It encompasses everything you do to

position your organization as an employer of choice.

Your employer brand is your organization’s reputation as an employer. In simpler terms, it’s

what job seekers and employees really think of you. It’s what they tell their friends and family

when you aren’t around. Though it may not be tangible, your employer brand is an asset that

requires constant cultivation.

That’s where employer brand-Ing comes into play.

Why ‘manage’ and ‘influence’ instead of ‘own’ or ‘dictate?’ Because your employer brand is not

something you actually own. Your reputation as an employer exists in the minds of candidates

and employees, and it is shaped by their thoughts and impressions. You have an employer brand,

whether or not you actively manage it. Candidates and employees have an opinion about you,

and if you aren’t working to influence it, you’re at their mercy.

Think about the totality of your firm’s recruiting and retention efforts as a series of individual

interactions. Every touchpoint leaves an impression with candidates and employees that shapes

your employer brand and your ability to hire and retain great people. Without proper

management, each one of those touchpoints can become a deal breaker, costing you candidates

and employees.

11
 BENEFITS

The Importance of Employer Branding

It’s almost impossible to overstate the importance of employer branding.

While the concept has been around for decades, it didn’t gain widespread attention until the mid

90’s when the first online job boards were launched. Almost overnight, employees had access to

millions of opportunities across the country. The workforce became more fluid than ever before,

and the days of sticking with one company for the long haul were over.

Smart employers adapted to this shift (some faster than others) and began to take proactive steps

toward attracting and retaining top talent, but thousands of organizations still fail to capitalize on

the benefits of employer branding.

And those benefits are significant.

Let’s look at some stats — good, bad and ugly — that shine some light on why employer

branding is so important.

95% of candidates identify a company’s reputation as a key consideration when exploring new

career opportunities (source). Virtually every candidate out there — whether they’re active,

passive or somewhere in the middle — will consider your company’s reputation before applying.

12
66% of job seekers want to learn about your culture and values (source). Candidates are literally

telling us what they want to see during the job search. Your employer branding efforts can be a

great way to communicate these features.

69% of candidates would reject an offer from a company with a bad employer brand, even if

they were unemployed (source). Even the fear of unemployment isn’t enough to overcome a

negative

employer brand.

Companies with a poor employer brand must offer a minimum of a 10% pay increase to lure top

talent (source). Imagine paying a 10% premium on every single hire you make. Now take a

minute to consider the state of your employer brand and ask yourself if you’re already paying

that premium without realizing it?

40% of passive candidates would accept a new position without an increase in pay if the

company had a good employer brand (source). A positive employer brand is all it takes to

overcome the stigma associated with a lateral move for nearly half of the workforce.

As much as 23% of the 18-34 year old workforce would accept a pay cut for an opportunity to

join a company with a good employer brand (source). While we would never recommend

intentionally underbidding your competitors, this goes to show the power of reputation.

Only 49% of employees would recommend their employer to a friend (source). This one is

especially scary, as employee referrals are often the best source of quality applicants. You can

kiss those hires goodbye if less than half of your employees would recommend you to their

network.

More than anything else, these statistics prove that employer branding impacts every facet of

the employer-employee relationship. While it is most often associated with recruitment,

employer branding also affects employee engagement, retention and even profitability.
13
 STRATEGY

How to Build an Employer Brand :- Alright, so you’re ready to get serious about
your employer brand.

But how do you get started?

You may not be able to hire dedicated experts to handle this function, but there’s no reason you

can’t build a compelling employer brand. Breaking things down to the most important tasks will

make the process much more manageable, so let’s cover the basics.

Conduct an Employer Brand Audit :- You can’t hope to influence or manage your
employer brand if you don’t know what people think about you, so an employer brand audit

is the first step.

This is a two-pronged fact finding mission designed to uncover how the company is currently

presenting itself to candidates and employees and what those people actually think about the

company.

First, examine everything, and we do mean everything, you’re saying to candidates and

employees that could impact their perception of the company. Your job descriptions, career page,

social media profiles, acceptance/rejection letters, onboarding materials, internal

communications, performance reviews — if it exists, analyze it.

Next, it’s time to get some feedback from candidates and employees. Remember, the idea here is

to understand how they really think and feel about the company, so be sure to ask questions that

will provide meaningful information.

14
How would they describe the company to a friend? Why did they choose to apply? Why did

they choose to accept/reject their offer? Why do they stay with the company year after year?

Why are they leaving the company? Do they feel the company “walks the walk?”

You want to speak with enough people to feel confident you’ve gathered meaningful data, but

don’t overdo it. Collecting too much information will make data analysis nearly impossible.

Once complete, the employer brand audit will help you identify and correct the gaps that exist

between how the company is presenting itself and how it is perceived by candidates and

employees

Craft Your Employee Value Proposition :- Armed with the information collected
during the employer brand audit, you’re ready to craft your employee value proposition (EVP).

The EVP is the “people deal” that exists between an organization, its employees and the talent

it’s looking to recruit. It answers two important questions:

 What the individual employee or candidate can expect of the company.

 What the company expects of the individual employee or candidate.

Think of your EVP as the guiding light of your employer branding efforts. While you may never

share it publicly, your EVP will shape your communications moving forward.

Developing your EVP is no small feat, but fortunately we’ve covered the topic in depth and can

help get you started.

15
Implement Your Employer Branding Strategy

At this point, you should be ready to take your message to the masses. But what channels are

most important? There are countless avenues you can utilize to promote your employer brand,

but when getting started we recommend starting with the lowest hanging fruit.

 Job Descriptions - Job descriptions may not sound like the place to let your

personality shine, but they’re often the first interaction job seekers will have

with your company so make sure they reflect your desired employer brand.

 Career Page - Your career page is the anchor of your employer branding

materials, making it one of the most important touchpoints with potential

candidates. Compelling photography or video, employee testimonials, your

core values and more can all help convince candidates that you’re the place

to be, so spend some time dialing it in.

 Online Reviews - These days, almost every job seeker reads employer

reviews before applying to a job, and coming across a negative review can

stop them in their tracks. While you can’t control anonymous reviews, you

can respond to them, and that can have a serious impact on perceptions.

62% of job seekers say their opinion of a company improved after seeing it

respond to a negative review, so pay attention to what people are saying

about you and don’t be afraid to respond.

 Candidate Experience - If you’re lucky enough to convince a great

candidate to apply, at some point you’ll interact with them offline. Whether

it’s an initial phone screen or in-office interview, the experience that

candidate has

16
 must align with your employer brand or you’re almost guaranteed to lose

them.

Remember to walk before you run. Employer branding isn’t easy, and there’s no sense rushing

the process. Once you’ve tackled these items, you’ll be able to dive into more advanced

employer branding projects.

MAJOR COMPETITORS

Which are the brands that employees in India admire the most and wish to work for? Randstad

Employer Brand Research (REBR) 2020, has come out with its report which showcases

brands that provide the best employee value proposition.

The report showcases that in 2020, work-life balance emerged as the top Employee Value

Proposition (EVP) driver for the Indian workforce while choosing an employer as it was cited

by 43 per cent respondents, followed by attractive salary and employee benefits (41 per cent)

and job security (40 per cent). The REBR sought views of over 1,85,000 respondents (general

public, aged 18-65) on 6,136 companies in 33 countries.

17
 Tata Consultancy Services :- At number 10 stands TCS. The company is
currently planning to hire as many as 40,000 freshers in India amid the coronavirus

crisis.

 ITC Group :- The Indian multinational conglomerate is at number nine on the list of

most attractive employers in the country. The company is evolving and adapting to

changing times with a focus on FMCG business

18
 Mercedes-Benz :- Mercedes Benz India comes in at the fifth position on the list.

The luxury carmaker is optimistic that the festive season ahead may help pick up its

dwindling sales.

19
 IMPACT OF TECHNOLOGY AND ITS APPLICATION

In order to measures the extent to which information technology provides competitive

advantages, the construct “Competitive Advantage Provided by an Information Application”

(CAPITA) was operationalized. A field survey gathered data from 185 top information systems

executives regarding information technology applications which had been developed to gain

competitive advantage. A confirmatory analysis revealed that CAPITA may be conceptualized in

terms of nine dimensions which satisfy key measurement criteria including one-dimensionality

and convergent validity, discriminant validity, predictive validity, and reliability.

The nine dimensions from the basis of a preliminary multidimensional measure or index of

competitive advantage which has practical uses for competitive assessment. These include

justifying and evaluating applications and acting as dependent variables in empirical competitive

advantage research.

Extensions entail formulating alternative measures of CAPITA to clarify the theoretical

foundations of the construct, validating the latent-structure model on another data set, use of

multiple informants for data collection, and exploring complex factor structures for the construct.

Despite the popular use of social media by consumers and marketers, empirical research

investigating their economic values still lags. In this study, we integrate qualitative user-marketer

interaction content data from a fan page brand community on Facebook and consumer

transactions data to assemble a unique data set at the individual consumer level. We then

20
quantify the impact of community contents from consumers (user-generated content, i.e., UGC)

and marketers (marketer-generated content, i.e., MGC) on consumers' apparel purchase

expenditures. A content analysis method was used to construct measures to capture the

informative and persuasive nature of UGC and MGC while distinguishing between directed and

undirected communication modes in the brand community. In our empirical analysis, we exploit

differences across consumers' fan page joining decision and across timing differences in fan

page joining dates for our model estimation and identification strategies. Importantly, we also

control for potential self-selection biases and relevant factors such as pricing, promotion, social

network attributes, consumer demographics, and unobserved heterogeneity. Our findings show

that engagement in social media brand communities leads to a positive increase in purchase

expenditures. Additional examinations of UGC and MGC impacts show evidence of social

media contents affecting consumer purchase behavior through embedded information and

persuasion. We also uncover the different roles played by UGC and MGC, which vary by the

type of directed or undirected communication modes by consumers and the marketer.

Specifically, the elasticities of demand with respect to UGC information richness are 0.006

(directed communication) and 3.140 (undirected communication), whereas those for MGC

information richness are insignificant. Moreover, the UGC valence elasticity of demand is 0.180

(undirected communication), whereas that for MGC valence is 0.004 (directed communication).

Overall, UGC exhibits a stronger impact than MGC on consumer purchase behavior. Our

findings provide various implications for academic research and practice

21
 EMERGING TECHNOLOGY IMPACT

Global delivery Model :- Indian software product industry is expected to reach US$ 100

billion by 2025. Indian companies are focusing to invest internationally to expand global

footprint and enhance their global delivery canters.

In line with this, in February 2021, Tata Consultancy Services announced to recruit ~1,500

technology employees across the UKover the next year. The development would build

capabilities for TCS to deliver efficiently to the UK customers.

India to become the data annotation and labelling hub :- The data annotation

market in India stood at ~ US$ 250 million in FY20, of which the US market contributed ~

60% to the overall value. The market is expected to reach ~ US$ 7 billion by 2030 due to

accelerated domestic demand for AI.

New technologies :- Disruptive technologies such as cloud computing, social media and
data analytics are offering new avenues of growth across verticals for IT companies.

The SMAC (social, mobility, analytics, cloud) market is expected to reach US$ 225 billion by

2020. In July 2021, Tata Technologies partnered with Stratasys, a 3D printing technology

company, to provide advanced additive manufacturing technologies to the Indian manufacturing

ecosystem.

In June 2021, Infosys announced a collaboration with Arch rock, Inc., a leading provider of

natural gas compression services in the US, to integrate digital technologies and mobile tools for

its field service technicians.

22
 In May 2021, HCL Technologies (HCL) announced a multi-year contract with Hitachi ABB

Power Grids to build a new greenfield digital foundation as part of a global transformation

program me. Through this engagement, HCL will help Hitachi ABB Power Grids establish a

new, efficient and modern independent IT organization

ESTIMATED MARKET SIZE AND MARKET SHARES

With over 62% share, the US is a major importer of IT services :- US has

traditionally been the biggest importer of Indian IT exports as US has traditionally been the

biggest importer of Indian IT exports as

US has traditionally been the biggest importer of Indian IT exports as

Being the low-cost exporter of IT services, India is going to attract more markets in other

regions in the same manner it tapped the US market

Being the low-cost exporter of IT services, India is going to attract more markets in other

regions in the same manner it tapped the US market

In July 2020, Infosys won a multiyear deal worth US$ 1.5 billion from investment management

company—Vanguard.

Expansion of focus areas to aid future growth

 Emerging geographies would drive the next phase of growth for IT firms in India.

23
  BRIC would provide US$ 380-420 billion opportunity by 2020.

 Focus on building local credible presence, high degree of domain expertise at

competitive costs and attaining operational excellence hold key to

success in new geographies.

 Emphasis on export of IT services to current importers of other products and services.

CONCLUSION

Employer branding is an effective marketing tool that helps organizations in projecting their

distinct image in the minds of potential applicants and positioning them as an employer of
choice.
Recently, organizations are increasingly participating in various best employer surveys (BES) to

project themselves as great places of employment and subsequently attracting larger and better

talent from the labor market. The literature confirms a positive relationship between employer

attractiveness (or other similar measures) and prospective employees’ intentions to apply to that

organization. In this article, we examine this relationship through the lens of BES in the Indian

context. We measure the prospective applicant’s intention to apply in a sample of 12 firms that

appeared either consistently or once in BES during 2007–2011. Findings suggest that firms with
a
consistent or recent listing in BES receive a significantly higher intention to apply than firms

present only in one or an older BES. Furthermore, organization familiarity is one of the major

24
predictors of intention to apply. We suggest consistent efforts in building and sustaining employer

brand by combining the efforts of marketing and HR managers in the design and execution of

relevant activities and their communication to the target audience in emerging economies.

BIBLIOGRAPHY

References
1. Agrawal, R.K. and Swaroop, P. (2009) Effect of employer brand image on application
intentions of B-School undergraduates. Vision-The Journal of Business Perspective 13 (3):
41–49.
Article Google Scholar
2. Ambler, T. (2000) Marketing and the Bottom Line. London, UK: Financial Times/Prentice
Hall.
Google Scholar
3. Ambler, T. and Barrow, S. (1996) The employer brand. Journal of Brand Management 4
(3): 185–206.
Article Google Scholar
4. Arnold, D. (2000) Seven rules of international distribution. Harvard Business Review 78
(6): 131–137.
Google Scholar
5. Backhaus, K. and Tiko, S. (2004) Conceptualizing and researching employer branding.
Career Development International 9 (5): 501–517.
Article Google Scholar
6. Balmer, J.M.T. and Greyer, S.A. (2002) Managing the multiple identities of the
corporation. California Management Review 44 (3): 72–86.
Article Google Scholar
7. Barrow, S. and Mosley, R. (2005) The Employer Brand. London: Wiley & Sons.

25