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In the digital age recruitment marketing emerged as a consequence of the competitive and complex nature of the labor market. This article highlights the role of marketing in modern recruitment and talent acquisition activities. It reviews as well, the literature of marketing and recruitment to track the philosophy of modern recruitment marketing. This review goes deeper into the theory and practices of employer branding as a tool to attract and engage new hires. This paper also critically discusses the relations and interactions between the components of the modern recruitment process.
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International Journal of Management, Accounting and Economics
Vol. 6, No. 7, July, 2019
ISSN 2383-2126 (Online)
© Authors, All Rights Reserved www.ijmae.com
569
A Review of the Role of Marketing in
Recruitment and Talent Acquisition
Ahmad Alashmawy
1
School of Business, Malaysia University of Science and Technology
Rashad Yazdanifard
School of Business, Malaysia University of Science and Technology
Abstract
In the digital age recruitment marketing emerged as a consequence of the
competitive and complex nature of the labor market. This article highlights the
role of marketing in modern recruitment and talent acquisition activities. It
reviews as well, the literature of marketing and recruitment to track the
philosophy of modern recruitment marketing. This review goes deeper into the
theory and practices of employer branding as a tool to attract and engage new
hires. This paper also critically discusses the relations and interactions between
the components of the modern recruitment process.
Keywords: Recruitment marketing, branding, talent acquisition, talent
brand, employer brand, content marketing.
Cite this article: Alashmawy, A., & Yazdanifard, R. (2019). A Review of the Role of
Marketing in Recruitment and Talent Acquisition. International Journal of Management,
Accounting and Economics, 7, 569-581.
Introduction
There is no doubt that in the digital age, the coexistence of human resources and
marketing was found inevitable. While recruiters in the current era are in a race to gain
competitive advantages in the talent acquisition arena, alignment of marketing and
recruitment activities became crucial to win the talent war. Recruitment marketing as the
output of this alignment introduced new approaches to attract talents. It became essential
for organizations to develop a recruitment marketing strategy and establish a strong
employer brand. Recruitment marketing invests in new ways to communicate and build
1
Corresponding author’s email: alashmawy.ahmad@gmail.com
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Vol. 6, No. 7, July, 2019
ISSN 2383-2126 (Online)
© Authors, All Rights Reserved www.ijmae.com
570
relationships with prospective candidates. In the age of social media, content marketing
plays an effective role in communicating the recruitment message and increasing the
awareness of the talent brand.
Functions of modern recruitment
It’s necessary to understand the meaning of the terms; talent acquisition, recruitment
marketing, employer branding, and content marketing before we correlate their functions
in the hiring process.
Talent acquisition
Talent acquisition is defined as the process of finding and acquiring skilled human
labor for organizational needs and to meet any labor requirement.
The narrow view of talent acquisition sees it as a role within the human resources
department, responsible for searching, acquiring and hiring the best talents required to
meet organization’s goals, however talent acquisition as a unique function has developed
to be a designated function separate from human resources and has become responsible
for talent strategic forecasting, pipelining, assessment and development (Recruiter,
2019)..
Talent acquisition serves the procurement of the human capital as well as corporate
employee development by attracting top talents to work for the organization. In other
words, talent acquisition focuses on long-term human resources planning and finding the
right candidates for positions that require a distinct and specific skillset (Jobvite, 2017).
Recruitment marketing
Recruitment marketing is defined as all activities and strategies aimed at building an
employer brand, increasing reach, identifying career opportunities, building candidate
relationships, and managing communication with candidates (Brandon Hall Group,
2014). Another definition sees recruitment marketing as a combination of strategies and
tools used by an organization to engage and nurture potential talent in the pre-applicant
phase. (Rouse, 2019).
Fig. 1 The recruitment funnel (Tracy Parsons, 2016)
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Fig. 1 shows the recruitment funnel and the placement of recruitment marketing in it.
Numerous studies placed recruitment marketing on top of the recruitment funnel,
however others see it as a pre-funnel stage, as it first creates the awareness and increases
the recognition of the organization, second it helps the prospective candidate to consider
what the organization offers and finally it induces the interest to apply for the job, after
application candidates enter the traditional recruitment channel that processes the
application, selects candidates for evaluation and finally takes the hiring decision.
Recruitment marketing as the front end of the recruiting funnel is an arena talent
acquisition hasn’t considered in the past, it became an effective part of the modern
recruitment and talent acquisition activities that involves marketing practices (parsons,
2016).
Mike Hennessy (2017) the founder and CEO of Smash Fly Technologies, defines
recruitment marketing as every recruitment tactic that includes content marketing, e-mail
nurturing, social recruiting, mobile recruiting, careers sites, search engine optimization
(SEO), employee referrals, talent networks, job marketing, employer branding, recruiting
events, recruiting analytics and candidate relationship management (CRM) (Maurer,
2017).
The main goal of recruitment marketing is to create a talent pipeline that delivers the
best candidates. It is believed that building a talent pool to fill vacant positions at any time
is an urgent necessity for companies. In contrast, traditional recruiting always focuses on
filling a position that needs to be filled at the moment. (Madeline, 2018)
Recruitment marketing uses the techniques of inbound marketing, develops a reliable
employer brand and runs advertisement campaigns for job offers. Inbound marketing is
defined as a technique for drawing customers or leads to products and services via content
marketing, social media marketing, search engine optimization, and branding. (Eclipse
software marketing, 2018).
Recruitment marketing integrates SEO, mobile recruiting, landing pages, content
creation, career sites, social media, employee quotes, and email marketing. For qualified
prospective candidates to become aware of the company and can then register in the
company's talent pool and stay informed about future vacancies. In this way, a
relationship with the prospective candidates is established and can be maintained by
sending relevant information and job offers (Rouse, 2019).
Employer branding
In the context of recruitment, the employer brand can be defined as the package of
psychological, economic, and functional benefits provided by employment and identified
with an employer (Thorne 2004). Manipulating these benefits to position the firm in the
minds of potential employees as a great place to work (an employer of choice) is the role
of employer branding (Branham, 2001).
Most definitions focus on the brand from the perspective of consumer marketing. A
brand is a name, term, sign, symbol or design, or a combination of them, intended to
identify the goods or services of one seller or group of sellers and to differentiate them
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ISSN 2383-2126 (Online)
© Authors, All Rights Reserved www.ijmae.com
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from those of competitors (Kotler, 1997). However, in the context of employer marketing,
it can be defined as the set of distinctive images of a prospective employer which are
manifest in the minds of the target groups- potential employees. (Meffert, Burmann &
Koers, 2002). Brands are among an organization’s most valuable assets as a result brand
management is a key activity in many organizations. (Wilden, Gudergan & Lings, 2010).
Despite the fact that the main focus is on consumer and corporate brand, employer
branding has proven itself as a targeted long term strategy to manage the awareness and
perceptions of the employees, potential employees and related stakeholders with regards
to a particular firm (Sullivan, 2004). Employer brand describes an employer's reputation
as a place to work, and the employee value proposition, as opposed to the more general
corporate brand reputation and value proposition to customers and other stakeholders
(Mosley, 2014).
The employer value proposition is defined as a set of associations and offerings
provided by an organization in return for the skills, capabilities, and experiences an
employee brings to the organization. In the same context, EVP can be described as the set
of unique employer’s offerings which are considered valuable to a prospective talent
(Minchington, 2010).
According to the Society for Human Resource Management (SHRM), an employer
brand is an important part of the employee value proposition and is essentially what the
organization communicates as its identity to both potential and current employees (Olilla,
2018).
Heger (2007) conducted an empirical study which identified a relationship between a
strong Employment Value Proposition (EVP), the core component of the employer brand,
and respondents' level of engagement. The study showed that employee engagement is
largely influenced by an organization’s EVP, in that EVP attributes (elements appealing
to employees) serve to motivate an organization’s prospective candidate.
The marketing disciplines associated with branding and brand management have been
increasingly applied by the human resources and talent management community to
attract, engage and retain talented candidates and employees, in the same way, marketing
applies such tools to attract and retain clients, customers, and consumers (Mosley, 2014).
It is relevant here to highlight the importance of Employer brand equity or EBE, it is
defined as a set of employment brand assets and liabilities linked to an employment brand,
its name and symbol that add to (or subtract from) the value provided by an organization
to that organizations employees (Ewing, Pitt, Bussy & Berthon, 2002) in other words it
is the added value of the favorable employee perceptions of the organization.
Content marketing
Content marketing is a form of marketing focused on creating, publishing, and
distributing content for a targeted audience online (Pulizzi & Barrett, 2009). According
to the Content Marketing Institute (2017), content marketing is defined as a strategic
marketing approach focused on creating and distributing valuable, relevant, and
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consistent content to attract and retain a clearly defined audience, ultimately, to drive
profitable customer action.
In his article “benefits of recruitment marketing” Ben Slater (2018) VP Growth at
Beamery argued the essentiality of content marketing in recruitment he wrote down
“Content marketing is the medium through which brands educate and build relationships
with consumers. It’s central to the marketing process, and it’s a discipline that’s fast
becoming essential for recruitment marketing.”
Content marketing is not new, John Deree (1895) leveraged the Furrow magazine not
to directly sell John Deree’s equipment but to educate farmers on new technologies in
farming business, John utilized that we know now as content to promote his brand and
has become the farmers, informational expert, now the Farrow has 1.5 million
circulations, in 40 countries, in 12 different languages (Pulizzi, 2012).
It’s relevant here to point out the characteristics of an effective recruitment message’s
content, although research on the effects of recruitment message during the first phase of
recruitment is limited (Barber, 1998), some researchers suggest that recruitment messages
that provide explicit or detailed information produce more favorable reactions than non-
specific or general messages. Rynes &Miller (1983) found out that an increased amount
of information regarding specific job characteristics (e.g., salary, career paths, benefits,
etc.) positively influenced applicants.
A comparative study for corporate and recruitment images showed that perceptions of
images and intentions to apply were functions of the information available from the
organization (Gatewood, Gowan & Lautenschlager, 1993). Another research argued that
the ability of a firm to manage pre-interview information to increase applicant awareness
and interest in learning more about organizational offerings is the key to the economic
utility of recruiting efforts (Boudreau & Rynes 1985).
The perceptions of organizational attributes, such as training, compensation and
advancement opportunities, have been found to have positive effects on applicant
attraction to firms (Powell, 1984; Taylor & Bergmann, 1987).
With more specific information about an organization’s work environment and
attributes, job seekers perceive an organization that is more likely to provide desired
positive outcomes than an organization that offers more general company information.
Therefore, the content message needs to show specific recruitment information, to be
predictive of applicant perceptions of organizational attractive recruitment policies and
to give as much useful information as it should do (Roberson, Collins & Oreg, 2005).
In the current age recruiters generate content to entertain and educate prospect
candidates about the mission, vision and corporate culture of their organization, a good
content that can establish a relationship with candidates, improve their perception of the
talent brand and reflect the brand promise. Providing valuable and relevant information
here is crucial to help prospective candidates professionally, build trust and create positive
feelings towards the organization, therefore increases the organization’s talent acquisition
effectiveness. Here comes the role of content as the way an organization positions its
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employer brand and communicates its recruitment message in a valuable and relevant
way.
Employee’s stories that have the most discerning and specific content enables a
candidate to stand in the shoes of an actual employee and provides real knowledge of the
way an organization practices EVP and this would certainly enhance the engagement
process (Sundberg, 2018).
In the age of social media content marketing rely on influencers, organization’s top
talents are utilized as talent brand ambassadors, they use a personalized and tailored
content to communicate the organization’s success story (Stephenson, 2018).
The intersections
There no doubt that the new trends in talent acquisition widely spread and created new
attitudes with new sub-categories, relevance, and practices. Studies found out that in this
transformational period, a new wave of jargons and definitions came out that are quite
blurry at some points when it comes to relevance and practices. This confusion is pretty
obvious between the terms employer brand and talent brand, employer branding, and
recruitment marketing.
This argument is not on the functions and the sub-functions, it is to point out the
correlations and intersections of the various modern recruitment practices and how
marketing is essential to perform these practices in the way that onboard the best talents
to an organization.
If the Consumer brand is the attributes and value associated with an organization’s
products and service. So the Employer brand would be the attributes and values associated
with an organization as a place to work. Talent brand has been found out to be: the highly
social, totally public version of your employer brand that incorporates what talent thinks,
feels, and shares about an organization as a place to work (LinkedIn Talent Solutions,
2015).
Lou Adler/LinkedIn (2011) conducted a survey over 2250 corporate recruiters in the
US. It stated that a strong talent brand can translate into 50% savings in cost per hires and
28 % lower turnover rate (Takeuchi, 2014). From a Glassdoor study more than two-thirds
(67%) of employers believe retention rates would be higher if candidates had a clearer
picture of what to expect about working for a specific organization before applying for
the job (Sundberg, 2018).
Another study conducted by Kucherov & Zavyalova (2011) on 113 companies, they
found out that in an organization with a developed employer brand, employees are more
actively engaged in decision making and management process, in 2012 the same 113
companies were studied again and they found out that the average turnover rate with the
organization with a strong employer brand is 10%, while the overall turnover average is
16%. (Joon & Zhou, 2013).
Recruitment marketing incorporates employer branding not only to acquire the best
talent for an open job but also for future jobs (Mihalcea, 2017).
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The marketing theory in recruitment
It was found essential in this paper to review the theory of marketing and its
implications on the recruitment process.
Branding
Employer branding as a marketing practice has a goal which is hiring and retaining the
most talented candidates and it has an audience which is the prospective candidates and
the current employees, it delivers a message based on the employer value proposition to
create awareness, a message that is meant to create interest and encourage talents to take
an action, in other words, it helps the prospective candidates throughout their journey
until they apply for the job and get hired and retain the current talents that already work
for the organization (Yesbeck, 2019).
The marketing mix
The 4 P's of marketing or the marketing mix can be related to the talent brand as
follows:
Product: which are the open jobs (responsibilities, culture, benefits, etc.) The product
should address the needs of every specific job, for example, a sales job needs to differ
from a technical one, in terms of the job's responsibilities and benefits.
Price: As the prestige of the job, price should point out how desirable is this job, in
terms of employees’ visibility to executives, autonomy to make decisions and the
organization’s established corporate culture.
Promotion: which are activities of advertisement, recruitment marketing, PR, etc.
Promotion should target updates for every specific job on LinkedIn and blogs as well as
YouTube channels of the professionals in the same fields and the job’s specific recruiters.
Place: which is where jobs are offered, e.g. career website, social media, personal
networks, etc. The place would be the employment fairs and events, employee referrals,
LinkedIn and social media, the organization’s website and job boards (Little, 2018).
SWOT analysis
In the recruitment marketing context, developing a talent brand SWOT analysis is
crucial and should be as follows:
Strengths: What characteristics does the organization have that give it an advantage?
Strengths should be used as a differentiator to position the organization against the
competition.
Weaknesses: What characteristics does the organization have that put it at a
disadvantage? Weaknesses should be downplayed and traits that balance them are needed
to be pointed out.
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Opportunities: What elements of the business could be leveraged to gain an advantage?
How can management take a new approach to win a talent?
Threats: What factors may cause trouble or difficulty in the process? A proactive
defense should be made and preparations to make changes should start (Profitablebusin,
2013).
Positioning and segmentation
In this context positioning of the organization’s brand and differentiating it against the
competition is essential, it should be performed by mapping out the organization to get a
clear view of the competitive landscape, identifying the factors the organization needs to
measure them against competitors.
It is important here to say that good content would deliver a positive impact on
positioning efforts. Proper audience segmentation should be conducted to create a target
audience and deliver the right message to the right prospective candidate.
To achieve that, marketers need to study the characteristics of the prospective talents
that the organization needs, these characteristics are the same as in a consumer market
and can be stated as follows:
Demographic: candidates’ years of experience, seniority, skills and degree type.
Psychographic: candidates’ values and attitudes, work and life balance, inspirational
leaders, challenging work environment, benefits, competitive salaries, and bonuses.
Geographical: candidates’ geographical locations, cultural background, undergraduate
and graduate schools, are they willing to relocate? Are they currently employed?
Behavioral: how do candidates interact? On organizations’ websites, LinkedIn, social
media, career fairs, job search engines or employee connections (Yesbeck, 2019).
Content marketing strategy:
It has been found out that every organization should take 5 steps to develop effective
content marketing strategy: Segmentation of target audience - Creation of personas for
each segment - Telling stories each segment will want to hear - Sharing stories where the
audience is reading them - Building relationships between prospective candidates and
organizational ambassadors.
Marketers create a fictional character or a (Persona) to represent the different candidate
types that might be a good fit for the job and utilize content marketing to target talents
that can be identified with this persona. In this way, an organization would get to
communicate a relevant, valuable, tailored, personalized, customized, clear, frank and
effective content (Harvard Business School Blog, 2014).
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Fig. 2 Content marketing throughout the candidate journey (Ben Slater, 2018).
Fig. 2 shows the nature of content in every stage of the candidate’s journey. Effective
recruitment marketing requires content that will appeal to candidates as they progress
through this process. People want to know different things at each stage, and your content
needs to reflect that (Slater, 2018).
3. Findings and suggestions
This paper found out that talent acquisition as a unique profession is distinct from
general recruitment, it requires not only skills in sourcing, tactics, candidate assessment
and compliance with corporate hiring standards but also in employment branding and
corporate hiring initiatives, its function is then aligned with marketing, public relations
besides human resources
This review pointed out how effective recruitment marketing can result in an increase
of interest surrounding a talent brand, creation of a more qualified talent pool, a faster
hiring process, and an improved candidate experience.
This article highlighted the way top talent are searching for a company the same way
they would any other purchasing decision, which is why employer branding is so critical
to the recruitment of the best talents. Hence it suggests organizations must shift the way
they think about recruitment and invest in new ways to communicate and build
relationships with prospective candidates
This paper also found out that the employer value proposition (EPV) is the essence of
the employer brand and it is what makes the organization an employer of choice.
This review discussed as well how businesses in the current age are in a race to involve
content marketing in recruitment as a way to deliver relevant and valuable messages,
hence it suggests that to utilize content as a recruitment marketing tool, content should
reflect the employer brand and should communicate concepts like culture, purpose, and
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mission. In other words, content should be used to tell the organization's story, a story
that needs to be specific and personalized to achieve the best results.
This paper also found out that marketing helps talent acquisition create a talent
community, it also creates ways to promote and increase awareness of the talent brand
and the employer value proposition, and consequently reduce retention, cost per hire and
turnover rates.
This article found out as well that creating awareness is the core of recruitment
marketing strategy and utilizing tools of the digital age is the key to increasing this
awareness and engaging with prospective candidates.
To achieve the best results this paper suggests that recruiters should perform targeted
advertisement on career pages, circulate a customized content on the organization’s
website’s (About us) and (Our Careers) section, make a link on the website to a blog
where prospective talents can watch current employees telling the organization’s story
and develop a social media presence, and this will certainly create interest, increase the
organization’s likelihood of a higher SEO ranking, and render a positive impact on the
business in terms of increased employee retention, reduced cost per hire and lower
turnover rate.
Conclusion
Following the footsteps of the traditional consumer marketing, recruitment marketing
is utilizing digital age tools, given the benefit of using pre-tested tactics, learning from
consumer marketing lessons as well as employing marketing theory and strategy to ensure
new hires has the capacity, quality, and efficiency an organization needs to compete in
talent space. The application of digital technologies in recruitment marketing created a
way of finding and engaging prospect talents by starting a relationship with them in an
earlier stage before getting them to apply for the post, and this should create a foundation
for a future pipeline that supplies the organization with the right talents and provides the
best business impact. Inspired by the core marketing practices like branding and by
nurturing content marketing, talent acquisition in the current age has a different purpose
than filling a vacant post, it’s not about the job anymore it’s about the positioning of a
strong employer brand and providing an elaborate content that triggers right talents to
apply for the job.
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... Talent acquisition (TA) is a long-term process for developing a talent pipeline and building a feasible talent pool [14]. It is related to human resource planning, employment management, and the training and development of employees [15,16]. TA is distinguished from the concept of recruitment, understood as a subset of the former [17,18]. ...
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The rapid growth of the Industrial Internet has brought concern in the shortage of high-quality talent. Under this circumstance, Industrial Internet enterprises spend more efforts on talent acquisition (TA). This study aims to explore TA issues of Industrial Internet enterprises in China. A questionnaire was designed and distributed to 45 participants from respective Industrial Internet enterprises. We identified 37 typical Industrial Internet positions and invited participants to rate them according to the degree of talent shortage. Results showed the top three positions with the greatest talent shortage were Industrial Internet platform architect, Industrial Internet solution engineer, and Industrial APP development engineer. Moreover, we investigated the main TA measures of related enterprises including college recruiting, experienced hiring, and internal hiring. We found Industrial Internet enterprises preferred experienced hiring and they faced a series of TA problems, such as small talent pool, incompetent graduates, rapid brain drain. At last, we made suggestions on those TA problems.
Conference Paper
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The Croatian constitution-maker’s dedication to the concept of a social state begets the state’s duty to care for public health. This duty is especially salient amid the SARS-CoV-2 virus pandemic. One would be well-advised to be watchful of the dangers that periods of crisis pose for the viability of liberal democracies: in Croatia, protective measures against the COVID-19 disease have been entrusted to the national Civil Protection Command in an initially illegal way. This was later on retroactively convalidated by legislative “patchwork” solutions. It is to be expected that the issue of such measures’ constitutionality will in the foreseeable future present itself on the Constitutional Court’s docket. This paper focuses on one of the most contentious measures - that of a ban on Sunday trade, particularly its implications for the economic constitutional rights such as the right of ownership and entrepreneurial freedom. Furthermore, the authors’ analysis of several Constitutional Court’s decisions from the time of the previous economic crisis will endeavor to anticipate the Court’s decisions in upcoming cases.
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In the digital age, organizations need to reinvent themselves at a structural level and to become agiler. Digital maturity of human resources management implies a shift from traditional paradigm on workplace towards engagement, learning and development of employees and search for talent. This paper focuses on identifying the major trends and strategies concerning talent management programs and development of digital skills for employees and managers. The study reveals that in an open talent economy, employer brand is very important in recruiting and retention of high potential employees and must be focused on learning & leadership development, mobility, rewards and competency systems. At present, in order to obtain a business value, one of the major challenges that HR needs to face is the development of digital skills for managers and employees.
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In many developed economies, changing demographics and economic conditions have given rise to increasingly competitive labour markets, where competition for good employees is strong. Consequently, strategic investments in attracting suitably qualified and skilled employees are recommended. One such strategy is employer branding. Employer branding in the context of recruitment is the package of psychological, economic, and functional benefits that potential employees associate with employment with a particular company. Knowledge of these perceptions can help organisations to create an attractive and competitive employer brand. Utilising information economics and signalling theory, we examine the nature and consequences of employer branding. Depth interviews reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers’ brand signals; perceptions of the employers’ brand investments; and perceptions of the employers’ product or service brand portfolio.
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For most of its existence advertising has focused on attracting customers. More recently, enlightened organisations have recognised the need to expand their communications efforts to incorporate all stakeholders, not only end-users. The marketing literature has begun to address stakeholder theory, as well as advertising's indirect and internal audiences, but more as a secondary consideration or by-product of consumer marketing. However, the anticipated permanent shortage of skilled workers in the new economy creates unique challenges for knowledge-based organisations in particular, who will increasingly need to differentiate themselves in order to successfully attract talented employees. As a result, more and more firms may turn to advertising to create 'employment brands' and thereby offer an enticing vocational proposition that is compelling and differentiated. In response to this emerging trend, this article begins by introducing stakeholder theory into a marketing framework. We then classify existing approaches to employment branding by identifying three basic types of employment advertising strategies. In closing, managerial implications are discussed, an agenda for future research is proposed and conclusions are drawn.
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This article addresses an important business concept called Employment Value Proposition (EVP), which describes the value or benefit an employee derives from his or her membership in an organization. The EVP has been suggested to be a determinant of employee engagement and retention, both of which have an impact on critical business outcomes. Specifically, this article describes a pilot study which examines the relationships between various EVP and employee engagement measures and the business outcomes of profit margin, productivity, voluntary turnover, and accounts receivable. Using an on-line survey, 614 respondents rated the strength of their organizations' EVP and self-reported their levels of employee engagement. Results showed several important relationships between EVP fulfillment and the intention to stay component of employee engagement. However, relationships between the employee measures and business outcomes were not as robust. Recommendations for making human capital investments and improving the design of future linkage research interventions are discussed.
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More and more large and small brands are engaging in a marketing activity called content marketing: the idea that storytelling is key to attract and retain customers. Content marketing expert Joe Pulizzi details the history of content marketing, the opportunities, and six differences that separate good to great content marketers for publishers.
Understanding the impact of employer brand
  • Brandon Hall Group
Brandon Hall Group (2014)). Understanding the impact of employer brand, Available at: https://b2b-assets.glassdoor.com/understanding-the-impact-of-employer-brand.pdf (Accessed: March 9, 2019).
Keeping the People Who Keep You in Business: 24 Ways to Hang on to Your Most Valuable Talent
  • Leigh Branham
Branham, Leigh. (2001) Keeping the People Who Keep You in Business: 24 Ways to Hang on to Your Most Valuable Talent. AMACOM.
Inbound Marketing Vs Outbound Marketing for Recruitment Agencies
Eclipse software marketing (2018) Inbound Marketing Vs Outbound Marketing for Recruitment Agencies, Eclipse Software Available at: https://www.recruitmentsoftware.co.uk/inbound-marketing-vs-outbound-marketing-recruitment-agencies/ (Accessed: March 7, 2019).
Create a Content Marketing Strategy for your Talent Acquisitions Team
Harvard Business School Blog (2014) Create a Content Marketing Strategy for your Talent Acquisitions Team. Available at: https://www.hbs.edu/recruiting/blog/post/ create-a-content-marketing-strategy-for-your-talent-acquisitions-team (Accessed: March 10, 2019).
What is the Difference Between Recruitment and Talent Acquisition?
  • Jobvite
Jobvite (2017) What is the Difference Between Recruitment and Talent Acquisition? Jobvite. Available at: https://www.jobvite.com/recruiting-process/ what-is-the-difference-between-recruitment-and-talent-acquisition/ (Accessed: March 12, 2019).