An employer brand is a company’s reputation as an employer and the value that it offers to employees. It is a company’s reputation as a place to work, as well as your employees' perception about the company.

1. CONTEMPORARY ISSUES IN HRM
Dr. Laxmikant N. Soni
NET (Commerce),
NET (Management),
SET (Commerce).
Dayanand College of Commerce, Latur

2. DR. SONI L. N. 2

3. EMPLOYER BRANDING
Employer
Branding
Employer
A person or an
institution that hires
people.
Branding
A strategy that allows
an organization to
differentiate itself
from competition.
DR. SONI L. N. 3

4. EMPLOYER’S BRANDING
 An employer brand is a company’s reputation as an employer and the value that it offers to
employees. It is a company’s reputation as a place to work, as well as your employees' perception
about the company.
 The first thing job seekers do when searching for a new job is Google – “top companies to work for
in 2020” or “top companies in India/World”. Today, a company’s reputation is more important
than ever.
 We can see that people would not apply for or continue to work for a company that has a bad
reputation with former employees or the general public, and likely leave if their employers were
being negatively described in the news or on social media because of a crisis or negative business
practices.
 A positive employer brand helps to attract and retain quality employees, which are crucial to the
success of the business. However, employer branding is necessarily to be maintained by the
employer.
DR. SONI L. N. 4

5.  Finding talent is a tough job to the employer. Therefore, companies have been formulating
strategies to attract talent. ‘Employer Brand’ is one of the strategy to attract the talent. It is an
important tool for companies trying to stand out from the crowd and attract top candidates.
 Product brand creates, attracts and retains the customers and similarly employer brand helps
for creating, attracting, developing, utilizing and retaining the employees for a particular
employer.
 Employer brand creates employee-friendly image of the employer, builds healthy working
relationships between employer & employees, enhances self-esteem and organizational
loyalty of the employees.
DR. SONI L. N. 5

6. DEFINITION
Employer branding is the process of managing and influencing your reputation as an
employer among job seekers, employees and key stakeholders. It encompasses everything
you do to position your organization as an employer of choice.
DR. SONI L. N. 6

7. WHY EMPLOYER BRAND? / NEEDS OF EMPLOYER BRAND
• Find out a talent is not an easy task to HR
Scarcity of talent
• It is a powerful edge among human resources, customers and
suppliers.Competitive edge
• Create a positive impression about the company in the minds
of prospective employees and present employeesImpression Management
• Create a sense of loyalty among the employees about the
organization.Organizational Loyalty
• Increases the number of applications for a particular job &
enhances recruitment & selection ratio.
Increase the recruitment &
selection ratio
• Employees prefer to explore their potentialities & contribute
maximum, if they prefer to stay on a particular organization.To enhance HR utilization
DR. SONI L. N. 7

8. • Employer brand communicates accurate information to the
prospective employees in advance with regard to skill
requirements. It helps to attract appropriate applicants.
Reduce job misfit
• Continuous upgrading the value of employer brand helps to
retain the talent within the company.Retain Talent
• Prospective employees used to seek for jobs. Employer branding
provides a number of attractive offers to select the employer of
their choice.
Converts job seeking into
job shopping
• Employer brand enables the company to build a good social
brand that creates a positive impression of the company in the
minds of society.
Social branding, product &
business brand
• Creation & upgrading of employer brand enhances the
standards of HRM practices, values & human relations.HRM standards
WHY EMPLOYER BRAND? / NEEDS OF EMPLOYER BRAND
DR. SONI L. N. 8

9. CONSTITUENTS OF EMPLOYER’S BRANDING
 Interesting work
 Appreciation / recognition for the work done
 Freedom and involvement in the decision making
 Sympathetic understanding of personal problems
 Attractive salary and benefits
 Climate of ‘feel of ownership’
 Career planning and development including promotional opportunities
 Personal loyalty to work
 Empowerment of employees
DR. SONI L. N. 9

10. HUMAN RESOURCE METRICS
• Help to build and maintain the organization’s competitive
advantage
• Help the organization to achieve goals & objectives.
Human
Resource
• Numbers that indicate how well an entity is performing
• It can be expressed in the form of percentage, ratio or formula.
Metrics
DR. SONI L. N. 10

11. HUMAN RESOURCE METRICS MANAGEMENT
Human Resource (HR) metrics are measurements used to determine the value
and effectiveness of HR initiatives, typically including such areas as turnover,
training, return on human capital, costs of labor, and expenses per employee.
As applied to the HR profession, metrics means measurement. Almost anything
can be measured – by counting ( we had three new hires this month), by
qualitative assessment (on a scale of 1 to 10), by time (it took two months to fill
that job).
DR. SONI L. N. 11

12. IMPLEMENTING THE HR MATRIX MANAGEMENT
1. Horizontal Maps
2. Steering Councils
3. Shared & Individual Goals
4. Proactive Accountability
5. A Project System
6. Business Process Management
7. Team-Based Methods
DR. SONI L. N. 12

13. • Your organization needs a map for each business process and it
should have a cross-functional team that oversees the process.Horizontal Maps
• Governance in a matrix is done through horizontally based
councils instead of vertically aligned staff meetings. Councils
should start at the top with a Strategic Steering Council and then
flow down through the organization.
Steering Councils
• In order to ensure that leaders within the councils work together,
the goals of each steering council are shared by council members
and all the members are held accountable for these goals.
Shared & Individual
Goals
DR. SONI L. N. 13
IMPLEMENTING THE HR MATRIX MANAGEMENT

14. DR. SONI L. N. 14
• Proactive accountability asks people to make something happen instead of
looking for whom to blame when things don’t happen as planned.
Proactive
Accountability
• A project system starts with a project steering council. The job of a project
leader is to allocate resources properly, obstacles are removed, business
process can be done properly.
A Project System
• Business processes must be managed, otherwise, they degrade. Business
process councils are led by an owner and are comprised of the business
process leaders who oversee functions. It is the job of each business process
steering council to oversee the operation of its business process and ensure
that process performance is maintained.
Business Process
Management
• Most management is done by teams. Because of this, teams need common
methodologies that they can use to get the work done, together. These
methods need to foster team participation and cooperation, which will give
leaders the ability to build understanding and buy-in.
Team-Based
Methods

15. DR. SONI L. N. 15

16. DATA, INFORMATION & KNOWLEDGE
DATA HUMAN
INTERPRETATION INFORMATION
DR. SONI L. N. 16
INFORMATION HUMAN USE KNOWLEDGE

17. KNOWLEDGE MANAGEMENT
 Knowledge Management is the collection of processes that govern the creation,
distribution and utilization of knowledge.
 Knowledge Management (KM) refers to a multi- disciplined approach to achieve
organizational objectives by making the best use of knowledge.
 KM focuses on processes such as acquiring, creating and sharing knowledge and the
cultural and technical foundations that support them.
 The purpose of Knowledge Management is to provide the right information to the right
people at the right time to enable informed decision making which enables service
providers to be more efficient and improve the quality of service delivered.
DR. SONI L. N. 17

18. BENEFITS OF KNOWLEDGE MANAGEMENT
 Improve quality of service to users
 Improve user satisfaction
 Increase adoption of self service
 Reduce time to diagnose incidents and problems
 Reduction in training time and costs
 Faster adoption of new or changed services
 Increase responsiveness to changing business demands
DR. SONI L. N. 18

19. KNOWLEDGE MANAGEMENT PROCESS
KM
Process
Knowledge
Acquisition &
Generation
Knowledge
Capture
Knowledge
Organization
Knowledge
Storage
Knowledge
Sharing
Knowledge
Application
DR. SONI L. N. 19

20. DR. SONI L. N. 20
Knowledge
Acquisition &
Generation
• Writing
• Research
• Academic Forum
• Community of practice
Knowledge
Capture
• Questionnaire
• Observation
• Interview
Knowledge
Organization
• Classification
• Abstracting
• Indexing
Knowledge
Storage
• Documents
• Diagrams
• FAQ’s
• Rules
Knowledge
Sharing
• Report Writing
• Collaborative Network
• Mentoring / Coaching
• Discussion Forum
Knowledge
Application
• Learn & Unlearn
• Managerial Flexibility
• Dynamism

21. “
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THANK YOU !
Dr. Laxmikant N. Soni
NET (Commerce), SET (Commerce), NET (Management)
SONI Institute of Management Studies, Latur
Coaching institute of: NET / SET
MBA – CET/CMAT/CAT/SNAP
BANK – PO/Clerk
Contact : 8087866077 / 9823611055 21