employer branding as relevant for applying to the thesis.

The exploration took a qualitative approach and 6 interviews were conducted in total. Interviews were held with 5 professionals from different companies, each participant dealing with graduate recruitment in their company. All 5 companies feature on GradIreland’s Top100 Employer Brand Survey as voted for by students and graduates. A following 6th interview was conducted with Gavan O’Brien, the Commercial Manager at GradIreland.

Important employer branding elements from the perspective of young professionals.

This Dissertation explores the impact of employer branding strategies on employers in Ireland offering Graduate Programmes. Employer Branding strategies are being increasingly utilised among Irish employers offering Graduate Programmes to attract and retain valuable employees. Current literary works offer theoretical frameworks around which successful employer branding strategies should be based, although accounts sourced from empirical research is scarce.


Employer Branding will be available on

Employer branding - Utrecht University Repository File Format: PDF/Adobe Acrobat Employer branding.

Employer branding dissertation - Ryder Exchange Jul 9, 2016 ... Employer branding dissertation - get the necessary review here and put ...


Employer Branding Strategies Conference

This research aims to do that by answering the following questions:1. What are the factors present in the content and delivery of employer brand promises and how might they influence employee performance?2. What influence does employees’ perceived level of employer brand promise fulfilment by their organization have on their level of organizational citizenship and task performances?A mix method case study was conducted on one of Canada’s best-of-the-best employers.

Dominik A. Hahn | Employer Branding Revolution

(2014)Employer Branding: Fad or Friend?An Exploratory Study into the Factors Influencing Employer Branding Efforts being made by Irish Graduate Employers. Masters thesis, Dublin, National College of Ireland.

EmployER Branding vs. EmployEE Branding

This Dissertation explores the impact of employer branding strategies on employers in Ireland offering Graduate Programmes. Employer Branding strategies are being increasingly utilised among Irish employers offering Graduate Programmes to attract and retain valuable employees. Current literary works offer theoretical frameworks around which successful employer branding strategies should be based, although accounts sourced from empirical research is scarce.The exploration took a qualitative approach and 6 interviews were conducted in total. Interviews were held with 5 professionals from different companies, each participant dealing with graduate recruitment in their company. All 5 companies feature on GradIreland’s Top100 Employer Brand Survey as voted for by students and graduates. A following 6th interview was conducted with Gavan O’Brien, the Commercial Manager at GradIreland.The research found that graduate employers are seriously leveraging themselves to attract graduates, and are doing to via channels which accommodate the trends of Generation Y. Most participating companies aren’t utilising quantifiable methods to measure the return on EB investment. Instead, intangible means are accessed such as feedback from applicants.Companies also noted that in the last few years, cross sector competition for graduates means that they need to reassess their uniqueness and target it in ways which graduates from a more diverse range of academic backgrounds can access. The note for company analysis and remaining unique was also identified by participants. Digital engagement and use of peer methods to promote employer brand was identified as both a challenge and upcoming area in employer branding & graduate recruitment.

Employer branding bachelor thesis by Wendy Demelo - …

For years companies have been moving away from hierarchical, structured environments because they are neither effective for organizing nor comfortable for employees. HR needs to mirror this movement by allowing employees — particularly managers — to be flexible, adaptable, and nimble. For example, instead of restricting a creative requisition that strays from an exact, predefined job description and salary range, HR can allow for variances that fit special circumstances. Guidelines, rules, and benchmarks are important, but flexibility is even more critical, particularly where people are concerned. Collaboration with all constituents requires adaptability. Organizations today are less about physical structure than logical structure supported by technology. Before doing anything else, HR must create a flexible environment where top prospects seek to be employed. This is a place where employees look forward to coming to work, enjoy working while they’re there, feel they play an important role in the company, and want to stay because the company is continuing to develop them and care about them.