Employer Branding & Talent Management
Employer Branding & Talent Relationship Management Improving the Organizational Recruitment Approach
Paper by: Robin Jeffrey KATOEN and Andreas MACIOSCHEK Review by: Ileana Barbulescu I Construction Specialist Consultant
1
Introduction
page 2
2
Employer Branding
page 3
3
Talent Relationship Management
page 4
4
Final Considerations
page 5
© bbh I industryspecialism™ publications 2008
Introduction
“I have a respect for manners as such they are a way of dealing with people you don't agree with or like” Margaret MEAD
This study comes in a time when, due to increasing job mobility on the labour market, approaching, acquiring and retaining talented employees has become a tricky challenge to the Human Resources Management. The paper we are reviewing is a scientific research; the authors are interested to determine several practical characteristics of two relatively new concepts: Employer Branding [EB] and Talent Relationship Management [TRM]. EB and TRM are border concepts; they emerged as a consequence of transfers and integration of Marketing concepts [EB] and Sales I Client Relationship Management concepts [TRM] in the Human Resources functions. Employer Branding is a concept defining strategies of attracting new, valuable [usually young] professionals to companies that register numerous “junior” job openings; Talent Relationship Management aims to define good strategies of retaining and correctly promoting endowed professionals. The research is conducted on students and young graduates who are currently employees of four international companies: Volvo, Ernst & Young, SweedBank, and ABB Company. The research has several objectives: establishing what an effective EB strategy needs to contain; establishing how should the concept of EB be managed in order to attract, recruit and retain high potential candidates [internal & external determinants]; clarifying how TRM approach should be successfully managed ; finding out
Paper by: Robin Jeffrey KATOEN and Andreas MACIOSCHEK Review by: Ileana Barbulescu I Construction Specialist Consultant
1
Introduction
page 2
2
Employer Branding
page 3
3
Talent Relationship Management
page 4
4
Final Considerations
page 5
© bbh I industryspecialism™ publications 2008
Introduction
“I have a respect for manners as such they are a way of dealing with people you don't agree with or like” Margaret MEAD
This study comes in a time when, due to increasing job mobility on the labour market, approaching, acquiring and retaining talented employees has become a tricky challenge to the Human Resources Management. The paper we are reviewing is a scientific research; the authors are interested to determine several practical characteristics of two relatively new concepts: Employer Branding [EB] and Talent Relationship Management [TRM]. EB and TRM are border concepts; they emerged as a consequence of transfers and integration of Marketing concepts [EB] and Sales I Client Relationship Management concepts [TRM] in the Human Resources functions. Employer Branding is a concept defining strategies of attracting new, valuable [usually young] professionals to companies that register numerous “junior” job openings; Talent Relationship Management aims to define good strategies of retaining and correctly promoting endowed professionals. The research is conducted on students and young graduates who are currently employees of four international companies: Volvo, Ernst & Young, SweedBank, and ABB Company. The research has several objectives: establishing what an effective EB strategy needs to contain; establishing how should the concept of EB be managed in order to attract, recruit and retain high potential candidates [internal & external determinants]; clarifying how TRM approach should be successfully managed ; finding out