Post on 16-Jul-2015
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
Agenda
1. Employer branding – theoretical perspective
2. Generational differences in the job search process
3. Students in the job search process
4. Advice for companies
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
› HR – competitive advantage
› The “war for talent” (Michaels, 2001) › Globalization of the labor market › Brand and reputation are important for
product marketing
› Apply marketing techniques to people management LinkedIn Talent Solutions Trends 2015 Report1
Is it difficult to attract talent?
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
› Employer branding is the “communicative, relationship building and cross disciplinary process (…), which creates long-term relationships between an organization and its potential and existing employees” (Aggerholm et al., 2011, p. 106)9
Identity, image and reputation
Stakeholder engagement Co-creation
Linear perspective “the current state”
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Why is it important?
› In the job search process, applicants consider several organizations
› Because applicants do not have complete information about an organization when they apply for a job, they interpret available information as signals about the organization’s working conditions (Turban and Cable, 2003)
› Product/service branding › Corporate branding › Reputation (socially constructed) › Current/former employees
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
Study on employer branding, social media and Generation Y
› Ballisager announced › 20% increase in the use of LinkedIn in recruitment among the Danish companies (from 2011 to 2013)
› 12% of Danish companies are posting available jobs on Facebook
› Why are companies using social media in recruitment and employer branding? › Reduced costs › Social media has become a primary source of information › One of the most conspicuous characteristics of Generation Y is the use of social media
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
Generational differences in the job search process
› Study in Denmark › Online questionnaire › 334 respondents – ages 19-63
› Search for available positions › Information search › Social media features
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
› Job search self efficacy
› Job search methods
› Ideal job
› Ideal employer
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Table 3: Two independent-samples t-test
Genera'on Y1 Other genera'on F t df Sig.
(2-‐ tailed) Mean
Difference Std. Error Difference
95% Confidence Interval
of the Difference
Mean SD Mean SD Lower Upper Job search self efficacy 3.14 .710 3.20 .740 .391 -‐ .664 296.706 .508 -‐ .053 .081 -‐ .212 .105 Job search method 4.05 1.180 4.03 1.332 3.828 .117 282.120 .907 .017 .141 -‐ .260 .293 Ideal job work-‐ life balance 4.32 .856 4.32 .911 .645 -‐ .010 292.981 .992 -‐ .001 .098 -‐ .195 .192 intellectually challanged 4.22 .757 4.29 .690 1.781 -‐ .814 317.756 .416 -‐ .065 .080 -‐ .221 .092 leadership 2.79 1.126 2.61 1.237 2.511 1.371 287.116 .171 .181 .132 -‐ .079 .440 greater cause 3.83 .973 3.75 .932 .834 .760 310.832 .448 .080 .105 -‐ .127 .287 job security 4.06 .845 3.85 .984 4.631 2.067 276.058 .040 * .212 .103 .010 .414 interna'onal career 3.37 1.263 2.68 1.328 1.130 4.769 295.210 .000 * .687 .144 .403 .970 expert 2.58 1.090 2.41 1.168 1.402 1.350 291.755 .178 .170 .126 -‐ .078 .417 autonomy 3.27 1.028 3.42 1.019 .038 -‐1.278 305.396 .202 -‐ .145 .113 -‐ .367 .078
innova've 3.16 1.218 3.13 1.125 1.899 .174 316.065 .862 .022 .129 -‐ .231 .276
Ideal employer employer reputa'on 3.68 .594 3.58 .597 .819 1.525 303.208 .128 .101 .066 -‐ .029 .230 job characteris'cs 3.81 .494 3.94 .517 .092 -‐2.331 296.306 .020 * -‐131 .056 -‐ .241 -‐ .020 interna'onal job 3.52 1.117 2.70 1.135 .276 6.602 301.357 .000 * .824 .125 .578 1.069 people and culture 3.85 .426 3.99 .404 1.610 -‐3.221 312.447 .001 * -‐147 .046 -‐ .238 -‐ .057
pay and advancement 3.72 .664 3.28 .731 1.029 5.557 286.818 .000 * .433 .078 .279 .586
* the results are significant at p<.05
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Job search self-efficacy › The concept was first defined as one’s
ability to perform a determined behavior (Bandura, 1977)
› Is considered a main determinant of whether an individual will attempt a specific behavior or not (Hackett & Betz, 1981)
› Low levels of self-efficacy lead to reduced job search intensity and the use of less effective job search methods,
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
3.74%3.15% 3.15% 2.93% 2.74%
3.92%3.03% 3.11% 2.97% 2.61%
3.8%3.22% 3.35% 3.33%
2.84%
Cv%and%cover%le7er% Personalbrand% Crea;ve%job%search% Update%personal%brand%
Unsolicited%applica;ons%
Job$search$self$efficacy$under%35% 36%to%49% over%50%
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Job search methods
› Employment outcomes are a direct result of the job search behavior
› Job search behavior - specific activities an individual engages in, in order to gain information about the job market (Blau, 1993; Brown, et al., 2006)
› Usually measured as job search intensity – hear measured as the channels or methods an individual uses in his or her job search process
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
0"
45.5"
1.8"
65.5"
10.9"
10.9"
61.8"
85.5"
92.7"
78.2"
100"
1.1"
21.8"
1.1"
57.5"
11.5"
12.6"
48.3"
79.3"
86.2"
67.8"
97.7"
0.5"
16.1"
19.3"
30.7"
33.9"
34.9"
43.8"
76"
78.6"
79.2"
99.6"
unsolicited"applica9ons"
newspaper"
university"career"center"
recrui9ng"agency"
career"fairs"
Facebook"
aCkasse"
personal"network"
LinkedIn"
compay"website"
onlineboard"
Do#you#use#the#following#sources#to#search#for#available#jobs?#
under"35" 36"to"49" over"50"
5.2
4.83
5.53
under 35 36 to 49 over 50
On average how many sources of available positions do you
use?
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
00%#
00%#
00%#
49%#
58%#
89%#
98%#
00%#
00%#
02%#
51%#
59%#
82%#
92%#
00%#
01%#
01%#
52%#
66%#
70%#
97%#
I#don't#search#
I#contact#the#company#
other#
personal#network#
social#media#
search#engines#
company#website#
Do#you#use#the#following#sources#to#search#for#informa4on#about#a#poten4al#
employer?#under#35# 36#to#49# over#50#
97%$
70%$
66%$
52%$
01%$ 01%$ 00%$
Most%common%sources%of%informa/on%
company$website$
search$engines$
social$media$
personal$network$
I$contact$the$company$
other$
I$don't$search$
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Career goals › Self-efficacy is a predictor for behavior in the job
search process › Career goals - predictor for the attitudes and actions of
job seekers as well as for their work motivation › based on Schein’s career anchors, the self-concept
that holds ones ideal career together even when the actual career suffers dramatic changes. (Schein, Academy & Executive, 1996)
› autonomy/independence, › security/stability › technical-functional competences › general management › competences, entrepreneurial creativity › dedication to a cause › pure challenges, › life style. › INTERNATIONAL CAREER
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
4.32% 4.22% 4.06%3.83%
3.37% 3.27% 3.16%2.79%
2.58%
4.44%4.26%
3.74% 3.86%
2.63%
3.49%
3.08%
2.52%2.23%
4.15%4.33%
4.02%
3.58%
2.76%
3.29% 3.22%
2.75% 2.69%
work1life%balance% intelectual%challange%
job%securuty% greater%cause% internaAonal%career%
autonomy% innovaAon% leadership% technical%expert%
Career%goals%
under%35%
36%to%49%
over%50%
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Ideal employer
› Based upon the notion of employer attractiveness (Berthon et al. 2005)
› the envisioned benefits that a potential employee sees in working for a specific organization
› Berthon et al. (2005) identified five factors that are component parts of employer attractiveness:
1. Interest Value
2. Social Value,
3. Economic Value 4. Development Value
5. Application Value. P-O FIT + self concept (career goals)
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Genera'on Y Genera'on X Baby Boomers
Factors % Factors % Factors %
1 work-‐life balance 53,6 1 valued skills 60,5 1 valued skills 48,1
2 training 47,4 2 work-‐life balance 53,5 2 have their achievements promoted 46,3
3 valued skills 42,9 3 team work 48,8 3 varied assignments 46,3
4 good rela'onship with superiors 42,9 4 individual work 46,5 4 suppor've leader 42,6
5 sense of belonging 41,4 5 suppor've leader 44,2 5 individual work 42,6
6 good references for future job 41,4 6 training 43,0 6 apply previous knowledge 40,7
7 job security 40,8 7 apply previous knowledge 41,9 7 training 37,0
8 suppor've leader 39,3 8 have their achievements promoted 40,7 8 job security 35,2
9 equality 37,7 9 high responsibility 40,7 9 work-‐life balance 35,2
10 team work 37,2 10 equality 40,7 10 ethical employer 35,2
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
Student N=62
Graduates N=272 F t df
Sig. (2-‐ tailed)
Mean Difference
Std. Error Difference
95% Confidence Interval of the Difference
Mean SD Mean SD Lower Upper
Facebook use score (0-‐6) 2.63 1.83 1.29 1.71 .95 -‐5.49 332 .000 -‐1.334 .243 -‐1.814 -‐.856
LinkedIn use score (0-‐10) 6.82 282 6.61 3.17 2.60 -‐.49 332 .621 -‐.216 .437 -‐1.075 .644
Self efficacy mean (0-‐5) 3.29 .73 3.14 .72 .03 -‐1.50 332 .135 -‐.152 .102 -‐.352 .048
Job search intensity (0-‐7) 3.96 1.13 4.06 1.27 1.32 .54 332 .588 .095 .175 -‐.250 .440
Ideal job / career goals (1-‐5)
work-‐life ballance 4.45 .67 4.29 .92 6.39 -‐1.28 332 .203 -‐.157 .124 -‐.401 .086
intelectual challende 4.27 .68 4.25 .74 .18 -‐.27 332 .786 -‐.028 .103 -‐.230 .174
leadership 3.19 .97 2.60 1.19 7.99 -‐3.66 332 .000 -‐.594 .163 -‐.914 -‐.274
greater cause 3.90 .95 3.78 .96 .30 -‐.95 332 .343 -‐.127 .134 -‐.392 .137
job security 4.13 .78 3.93 .94 2.35 -‐1.55 332 .121 -‐.199 .128 -‐.451 .053
interna'onal career 3.65 1.04 2.95 1.36 7.80 -‐3.79 332 .000 -‐.697 .184 -‐1.059 -‐.335
technical expert 2.73 1.06 2.46 1.14 3.40 -‐1.71 332 .088 -‐.270 .158 -‐.580 .041
autonomy 3.42 .95 3.31 1.04 .31 -‐.74 332 .460 -‐.107 .144 -‐.391 .177
innova've 3.31 1.10 3.11 1.20 .34 -‐1.18 332 .237 -‐.196 .166 -‐.522 .130
Ideal employer (1-‐5)
employer reputa'on 3.87 .56 3.58 .59 .02 -‐3.47 332 .001 -‐.286 .083 -‐.449 -‐.125
job characteris'cs 3.91 .52 3.85 .51 .33 -‐.75 332 .451 -‐.054 .072 -‐.194 .087
interna'onal job 3.77 .98 3.03 1.20 3.96 -‐4.54 332 .000 -‐.741 .163 -‐1.063 -‐.419
people and culture 3.93 .35 3.90 .44 3.09 -‐.56 332 .576 -‐.033 .060 -‐.151 .084
pay and advancement 3.89 .65 3.45 .72 .74 -‐4.47 332 .000 -‐.443 .099 -‐.638 -‐.248
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
66.1
41.9 40.3 41.9
29.1
71.3
35.7 34.6 32.8 24.3
Write CV and applica'ons
Personal brand Find crea've solu'ons Update their profiles Write unsolicited applica'ons
Self-‐efficacy Students Graduates
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
64.5
51.6 48.4
43.5 41.9
33.9 33.9 27.4
17.7
28.7
20.2
34.2
19.9 21 18.4 14
21.3
51.8
Like pages Search for informa'on
Use 1-‐3 Facebook Features
Visit company pages
Join groups Use contacts to find informa'on
Use 4-‐6 Facebook features
Use contacts to find jobs
Do not use Facebook for job
search
Facebook use Students Graduates
Employer branding – how to attract different generation Iulia Kolesnicov
December 16, 2014
93.5
79 69.4
61.3
43.5 41.9 40.3 32.3
21 16.1
0
98.5
75.4 80.5
87.9
19.9 21.3
5.1
46 54
23.9
0.7
online jobboards
Company website
Personal network
LinkedIn Career fairs Facebook Career center
Recruiting agency
a-kasse Newspaper Unsolicited qpplication
Search for available jobs
Students
Graduates
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
Advice for companies
› Employer brand communication should be tailored based on the intended audience
› Information channel › Content
› Social media and search engines are two of the most important sources of information in the job search process
Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov
› Generation Y
1. Use Facebook less than LinkedIn, but more than other generations
2. Want to become leaders and travel 3. A job ad that present the international
opportunities and pay and advancement characteristics is much more attractive for this group
4. Top 3 characteristics they look for in a company:
› Work-life balance › Training › To be valued
› Other generations
1. Use LinkedIn in a higher proportion 2. Prefer autonomy and intellectual
challenges in their career 3. In a job ad they are more interested in
information about specific job characteristics and organizational culture
4. Most values characteristics in a company are:
› Being valued › Work-life balance › Team work › Varied assignments