Wallace, Lings and Cameron (2012) state that the strategic management of talent within an organisation involves initially outlining the organisation’s direction, followed by the process of deciphering the human capital required to support that direction in terms of skills, knowledge and competencies. Within an organisation’s new direction, the attraction, retention and development of staff is paramount to the re-invigoration of the organisation to ensure future growth. But in order to fulfil this goal, an industry brand profile for the organisation in its organisational entirety is required in order to attract the desired prospective new employees from the target labour pool through a company’s attraction and recruitment processes.
It has been shown that industries and organisations with unknown, unclear or unattractive employment benefits and propositions for its employees have immense difficulty in attracting skilled and competent employees during the recruitment process (Manpower, 2015). This unknown or unclear message of the employment benefits of working for an organisation equates to what has been described as a weak employer brand image within the labour market (Wallace et al, 2012), making it very difficult to attract the desired calibre of recruits when no clear benefit against competing hiring organisations is clear. In order to attract the desired recruits from the target labour pool to an organisation, it is essential the organisation focus on building a strong employer brand message to send to potential recruits during the recruitment process. Just as a marketing strategy uses positive product messages to sell a product, so too can a company utilise a positive organisation message in order to attract skilled and competent staff in order to support the overall organisational re-invigoration (Collins and Stevens, 2002).
Although it is necessary to understand that a positive employer brand image is essential in attracting staff, it is essential to understand the specific drivers and desires of the target employee recruitment pool in order to tailor the recruitment employer brand image to attract the targeted prospective employees. This can be done through research into the specific goals, aspirations and needs/drivers of the organisation’s target employee labour pool through the use of specified questions during initial recruitment interviews, or investing in external market research prior to commencing the re-invigorated recruitment process in order to decipher the drivers to offer prospective employees in the form of employment benefits.
Colins, C. J., & Stevens, C. K. (2002). The relationship between early recruitment-related activities and the application decisions of new labour market entrants: A brand equity approach to recruitment. Journal of Applied Psychology, 87(6), 1121-1133.
Manpower (2015). Talent shortage Survey results. Manpower Inc. Retrieved from http://www.manpowergroup.com/wps/wcm/connect/db23c560-08b6-485f-9bf6-f5f38a43c76a/2015_Talent_Shortage_Survey_US-lo_res.pdf?MOD=AJPERES
Wallace, M., Lings, I., & Cameron, R. (2012). Industry branding: attracting talent to weaker profile industries. Asia Pacific Journal of Human Resources, 50, 483-502.