This paper aims to examine the degree to which employer brand management is being deployed to support internal employee engagement, in addition to its more common application in external image building and talent acquisition.
This paper presents findings from an international benchmark survey conducted among 104 companies actively involved in employer brand development, alongside a more detailed examination of the development process and measures of success applied by one of the benchmark participants, Coca‐Cola Hellenic.
This paper demonstrates a trend towards organizations taking a more integrated internal/external approach to employer brand development and management, with practical case study material detailing how a major European soft drinks company, Coca‐Cola Hellenic, created an employee value proposition that could provide a central reference point for both its employee engagement strategy and recruitment communication.
Employer brand theory and practice have evolved significantly over the last ten years. From a discipline largely limited to the resourcing outskirts of human resources (HR), it has increasingly become a more strategic focus of attention for general HR management, with a particular focus on its potential ability to help align people management process and practice and drive employee engagement. This paper provides evidence that taking a more integrated approach to employer brand management may represent a significant opportunity to enhance overall levels of internal engagement, in addition to promoting an employer's external reputation.
According to new research, organizations are increasingly using their employer brand to shape their overall people management strategy and not simply for external recruitment purposes. Drawing on a benchmark survey of recent and emerging employer brand practice, and a more detailed examination of the integrated approach to employer brand development taken by Coca‐Cola Hellenic, the paper presents the case for extending the application of employer brand practice beyond the confines of external recruitment.
