INTRODUCTION
- People prefer being alone over being with their supervisor
Human Resource Management
- HRM is everywhere :
o Recruitment / selection, training / development, career management, reward,
feedback
o But also : well-being, leadership, justice, burn-out and stress
- Employees did not change over time (same principles and values)
o More intragenerational (within) differences than intergenerational (between)
- Supervisor needs to be objective, be aware of bias in thinking !!
History of HRM
- Evolution
Mass-production Important : hard work, efficiency, control
Not : well-being (abuse, unsafe conditions, long hours)
Time and motion = scientific management
studies Focus on efficiency : everyone does the same task in the
same way
Hawtorne-factory Research : increase in productivity due to attention given
to employee
Revisionism (golden Not only productivity and efficiency, also well-being
60’s)
- HR evolved into being a strategic partner used to reach the organizational goals
o Employees as the most important asset ; HR in all management teams
- The role is still changing and evolving
o Context changes : challenges and opportunities
Technical development : creates new jobs but also job losses, reskilling
Crisis
o Role of AI
AI does not think for us, only searches patterns in big amounts of data
AI has a potential role in HR, but bias !!!
- So : digitalization has impact on jobs and HR
- Smartphones – nomophobia (= fear of being without our smartphone) dopamine
shots
HR cycle in public sector
- Phase 1 : recruitment and selection
- Phase 2 : engagement and retention
- Phase 3 : performance
- Phase 4 : training and development
- Phase 5 : workforce planning
EMPLOYER BRANDING
Current state of the labour market
- Currently : shortage difficult to fill in several vacancies
o Curve / supply is lacking : not enough employees
, o 80% of Belgian employers have difficulties in filling vacancies, 17% doesn’t
find right profiles
76% in Flanders, 80% in Brussels, 84% in Wallonia
o In 2010 only 31% of Belgian employers
- Will further worsen in future : low fertility rate + ageing population (a lot of +50 years
old : pension)
- “Great Resignation” in US : difficult to attract and maintain talent
o In BE : 5.1% voluntarily turnover (limited extend)
- War of talent
o High demand : many vacancies + demographic evolutions and aging
o Retention difficulties : job opportunities and low switching costs
For employer : high replacement costs
o Solution : become employer of choice
- Resource-based theory
o = management theory that posits that organizations can gain competitive
advantage through effective management of internal resources and
capabilities
o Using human capital to gain a competitive advantage
- Public sector : reliant on human capital
o Employees responsible for service-delivery (give the state a face)
o Multifaceted Human Capital Crisis
- Issue of labour market in public sector
o High demand : retiring baby boomers + increased workload
o Low supply :
Low unemployment rates
Aging population
Decrease of interest in public sector jobs (negative perception)
Public selection process viewed as time-consuming and bureaucratic
Challenging working environment
Employer branding as a strategy to attract and retain public employees
- What?
o = process of creating, communicating and managing an attractive, authentic
and distinctive employer image among current and potential employees
o Communicating the image internally and externally
o Image is authentic, true and distinctive
Functional, economic and psychological benefits + organizational core
identity
o Clear brand = everybody knows what you stand for
- Why?
o Relevant for all organizations : attract right people that match the corporate
culture
o Reason 1 : attract new talent
Quantity and quality
More commitment from applicants + higher likelihood of accepting a
job offer
o Reason 2 : retaining talent
Higher retention rate and lower absenteeism
More productive, loyal and happier employees
Engaging in positive communication
, o Reason 3 : managing the existing brand
Every organization has a brand, manage it to ensure the right one is out
there
o Reason 4 : cost-saving in recruitment and spillover effect
Spillover effect on business performances : greater market share
- Some numbers to show the importance
o 66% of applicants want to know what organization stands for
o 69% of applicants may decline job offer of organization with poor employer
brand
o 40% of applicants may accept offer without salary increases but with strong
employer brand
o 95% of applicants consider organization’s reputation important when exploring
job market
- Image has to be authentic and real : a real reflection, not as good as possible
- No need of a short recruitment and selection process
- The more information the better, preferring more concrete information over vague
information
- Marketing vs. recruitment
o Similarities
Competitive market
Limited / vague information
Persuasive communication
o Marketing
= creating a unique and positive brand image increases the
likelihood that a particular service / product will be chosen over others
o BUT : employer branding is not just marketing
Beginning of relationship
Image carries a promise that must be fulfilled throughout career of
employee
o Both: competition between organization’s to attract individuals
Due to limited information, choices can be influenced persuasion
- Conclusion
o Importance of perception of employer image determinant for attractiveness
o Be attractive : what makes the organisation unique and different? (added
value, authenticity)
How do you build an attractive, authentic and distinctive EB and have an
effective strategy?
Step 0 : preparatory phase
- Responsibility of multidisciplinary team
o Marketing : promote employer brand
o HR : to current and potential employees
o Communication : in a transparent, engaging and authentic manner
- Strategic maturity
o = a well-defined and embraced mission and vision, objectives and core values
o Employer brand / image must be consistent with : corporate, product and
financial image
o Carry out values that are important for the organization
- Clear defined goals
o Attracting more candidates
, o Elevating the company’s status as an “employer of choice”
o Increasing employee retention
o Reducing the time-to-fill job vacancies
- Target audience
o Which internal and external labour market segments? What are the sought-
after profiles?
o What job profiles and human capital? Which competencies?
- Financial resources
o Minimum starting budget is necessary, with creativity you can be effective
o Social media provides cost-effective and creative solutions
- Competitors
o With which relevant competitors do you benchmark yourself?
o Who are the relevant competitors? How do they position themselves?
o search a competitive edge
Step 1 : define your desired employer brand
- Create an authentic employer brand, aligned with organizational identity
- Ultimate goal : align desires with identity and image
- EVP = employer value proposition (= desired image)
- Instrumental – Symbolic framework
o Instrumental characteristics
= objective, concrete and tangible attributes of the job / company
E.g. location, type of jobs, career opportunities
o Symbolic characteristics
= subjective, abstract, intangible attributes of the job / company
E.g. image, perceived strength, trendiness
Step 2 : assess your current employer brand
- Image-audit
o Serve as a foundation for developing / refining
o Ensure that what you promote externally is consistent with internally
o Regularly asses / map out : crises can alter image
- Qualitative : interview or focus group
- Quantitative : questionnaire
Step 3 : promote the employer brand internally
- People prefer being alone over being with their supervisor
Human Resource Management
- HRM is everywhere :
o Recruitment / selection, training / development, career management, reward,
feedback
o But also : well-being, leadership, justice, burn-out and stress
- Employees did not change over time (same principles and values)
o More intragenerational (within) differences than intergenerational (between)
- Supervisor needs to be objective, be aware of bias in thinking !!
History of HRM
- Evolution
Mass-production Important : hard work, efficiency, control
Not : well-being (abuse, unsafe conditions, long hours)
Time and motion = scientific management
studies Focus on efficiency : everyone does the same task in the
same way
Hawtorne-factory Research : increase in productivity due to attention given
to employee
Revisionism (golden Not only productivity and efficiency, also well-being
60’s)
- HR evolved into being a strategic partner used to reach the organizational goals
o Employees as the most important asset ; HR in all management teams
- The role is still changing and evolving
o Context changes : challenges and opportunities
Technical development : creates new jobs but also job losses, reskilling
Crisis
o Role of AI
AI does not think for us, only searches patterns in big amounts of data
AI has a potential role in HR, but bias !!!
- So : digitalization has impact on jobs and HR
- Smartphones – nomophobia (= fear of being without our smartphone) dopamine
shots
HR cycle in public sector
- Phase 1 : recruitment and selection
- Phase 2 : engagement and retention
- Phase 3 : performance
- Phase 4 : training and development
- Phase 5 : workforce planning
EMPLOYER BRANDING
Current state of the labour market
- Currently : shortage difficult to fill in several vacancies
o Curve / supply is lacking : not enough employees
, o 80% of Belgian employers have difficulties in filling vacancies, 17% doesn’t
find right profiles
76% in Flanders, 80% in Brussels, 84% in Wallonia
o In 2010 only 31% of Belgian employers
- Will further worsen in future : low fertility rate + ageing population (a lot of +50 years
old : pension)
- “Great Resignation” in US : difficult to attract and maintain talent
o In BE : 5.1% voluntarily turnover (limited extend)
- War of talent
o High demand : many vacancies + demographic evolutions and aging
o Retention difficulties : job opportunities and low switching costs
For employer : high replacement costs
o Solution : become employer of choice
- Resource-based theory
o = management theory that posits that organizations can gain competitive
advantage through effective management of internal resources and
capabilities
o Using human capital to gain a competitive advantage
- Public sector : reliant on human capital
o Employees responsible for service-delivery (give the state a face)
o Multifaceted Human Capital Crisis
- Issue of labour market in public sector
o High demand : retiring baby boomers + increased workload
o Low supply :
Low unemployment rates
Aging population
Decrease of interest in public sector jobs (negative perception)
Public selection process viewed as time-consuming and bureaucratic
Challenging working environment
Employer branding as a strategy to attract and retain public employees
- What?
o = process of creating, communicating and managing an attractive, authentic
and distinctive employer image among current and potential employees
o Communicating the image internally and externally
o Image is authentic, true and distinctive
Functional, economic and psychological benefits + organizational core
identity
o Clear brand = everybody knows what you stand for
- Why?
o Relevant for all organizations : attract right people that match the corporate
culture
o Reason 1 : attract new talent
Quantity and quality
More commitment from applicants + higher likelihood of accepting a
job offer
o Reason 2 : retaining talent
Higher retention rate and lower absenteeism
More productive, loyal and happier employees
Engaging in positive communication
, o Reason 3 : managing the existing brand
Every organization has a brand, manage it to ensure the right one is out
there
o Reason 4 : cost-saving in recruitment and spillover effect
Spillover effect on business performances : greater market share
- Some numbers to show the importance
o 66% of applicants want to know what organization stands for
o 69% of applicants may decline job offer of organization with poor employer
brand
o 40% of applicants may accept offer without salary increases but with strong
employer brand
o 95% of applicants consider organization’s reputation important when exploring
job market
- Image has to be authentic and real : a real reflection, not as good as possible
- No need of a short recruitment and selection process
- The more information the better, preferring more concrete information over vague
information
- Marketing vs. recruitment
o Similarities
Competitive market
Limited / vague information
Persuasive communication
o Marketing
= creating a unique and positive brand image increases the
likelihood that a particular service / product will be chosen over others
o BUT : employer branding is not just marketing
Beginning of relationship
Image carries a promise that must be fulfilled throughout career of
employee
o Both: competition between organization’s to attract individuals
Due to limited information, choices can be influenced persuasion
- Conclusion
o Importance of perception of employer image determinant for attractiveness
o Be attractive : what makes the organisation unique and different? (added
value, authenticity)
How do you build an attractive, authentic and distinctive EB and have an
effective strategy?
Step 0 : preparatory phase
- Responsibility of multidisciplinary team
o Marketing : promote employer brand
o HR : to current and potential employees
o Communication : in a transparent, engaging and authentic manner
- Strategic maturity
o = a well-defined and embraced mission and vision, objectives and core values
o Employer brand / image must be consistent with : corporate, product and
financial image
o Carry out values that are important for the organization
- Clear defined goals
o Attracting more candidates
, o Elevating the company’s status as an “employer of choice”
o Increasing employee retention
o Reducing the time-to-fill job vacancies
- Target audience
o Which internal and external labour market segments? What are the sought-
after profiles?
o What job profiles and human capital? Which competencies?
- Financial resources
o Minimum starting budget is necessary, with creativity you can be effective
o Social media provides cost-effective and creative solutions
- Competitors
o With which relevant competitors do you benchmark yourself?
o Who are the relevant competitors? How do they position themselves?
o search a competitive edge
Step 1 : define your desired employer brand
- Create an authentic employer brand, aligned with organizational identity
- Ultimate goal : align desires with identity and image
- EVP = employer value proposition (= desired image)
- Instrumental – Symbolic framework
o Instrumental characteristics
= objective, concrete and tangible attributes of the job / company
E.g. location, type of jobs, career opportunities
o Symbolic characteristics
= subjective, abstract, intangible attributes of the job / company
E.g. image, perceived strength, trendiness
Step 2 : assess your current employer brand
- Image-audit
o Serve as a foundation for developing / refining
o Ensure that what you promote externally is consistent with internally
o Regularly asses / map out : crises can alter image
- Qualitative : interview or focus group
- Quantitative : questionnaire
Step 3 : promote the employer brand internally
