(Zikmund, 2003) states that exploratory research should be used to clarify ambiguous problems. Management may have discovered general problems but research is needed to gain better understanding of the dimensions of the problems.
This study aims at exploring and delving into the underlying factors of why organisations struggle to attract and retain talent using the employer brand. The challenges of talent management are well known and are applicable to all players, there is a possibility that other drivers are at play and therefore warrant the need to explore.
(Leedy & Ormond, 2005) asserts that qualitative research answers the questions we cannot skim across the surface. They focus on phenomena that occur in natural settings – the real world, “The talent war”. The field of talent management is relatively young, (Tarique & Schuler, 2010) recommend more qualitative methodologies to facilitate grounded theory building.
The first step in theory building, a level of knowledge that is verifiable by experience or observation, would be to further examine the challenges faced by organisations in using employer branding to attract and retain talent and explore the relationships within.
Exploratory research will assist in diagnosing the current situation of employer branding, assist in providing the insights, screening for alternatives and discovering new ideas of how to position and leverage off the employer brand to attract and retain identified talent.
A case study approach may be useful in learning more about a little known or poorly understood situation. It may be useful in investigating how an individual or program changes over time (the perception of the employer brand)
3.2 Survey research
(Leedy & Ormond, 2005) define s...
... middle of paper ...
...ts will be telling us what they believe is true or perhaps what the think we want to hear.
3.4 Sample size and method
The sample will be drawn from the eMNC based on level, age, seniority, job scope and experience.
• Non- probability(judgement) sampling will be used with employees who are not exposed to employer branding in their day to day activities
• Snowball sampling will be applied to suppliers, employees handling employer branding on a day to day basis as well as talent managers
3.5 Research limitations
A case study approach will be limited in generating or providing useful support for hypothesis if it is a single case, it becomes difficult to generalise the findings.
Survey questions
Is the employer brand known and noticeable?
Is the employer brand seen as relevant and resonant?
Is the employer brand differentiated from direct competitors?
Gaining and retaining the best possible employees is something every company wants to do. The best way to accomplish this is by implementing talent management into the fabric of human resources. It may take a high level of commitment and planning, but the rewards can be astounding. From specific training, to motivation, optimizing each aspect of talent management allows for businesses and groups to reach their goals. “It is difficult to identify the precise meaning of talent management because of the confusion regarding definitions and terms and many assumptions made by authors who write about talent management” (http://www.irproje.com/media/userfiles/610013.pdf).
One qualitative method of research I will employ is a case study. The aim of my case study is to highlight the key components of the Riot Grrrl movement in the 90s. Thomas defines a case study as;
Importantly, human capital therefore is not merely the people – but rather their potential. As a result, human capital is a critical resource for an organization.” (Hitt and Ireland, 2002). Human capital is arguably any organizations most important resource and continually adding value to that resource is critical to success. Whether by training or mentoring programs, this helps ensure that employees continue to grow and learning never stops. Also, when an employee feels that they are being invested in, then they will not only have greater knowledge, but might be more willing to go the extra mile for their company that has invested in them. Human capital is a company’s most unique resource along with the most important, because no two people are exactly the same. This sets people apart and companies apart by the employees they have, train and can ultimately keep, as headhunters are always on the lookout for talent. Evidence of this at BMW is that they provide its associates with training and benefit programs. “BMW doesn’t just hire tomorrow’s talent; we help build it. In addition to on-site training, BMW offers tuition assistance for courses taken by associates at local universities. You’re in the driver’s seat controlling your destiny, and we stand ready to help at each turn. It’s part of a corporate philosophy that includes respect for the individual and dedication to self-improvement.” (BMW Group,
It is essential for organization to hire the right mix of people for their organization to run efficiently and effectively. All positions hold the key; even though every position is not that of an executive or manager. According to Silzer and Dowell (2010), whether a company succeeds or fails is determined by its talent. This writer believes with the global and technological expansion of the 21st century talented people will always be in demand. …“Collins (2001) suggests that having the right people comes before having the right strategies” (p. 3); as a result, this writer believes that organization will remain competitive with their internal and external quest for talent.
... E. (2008). Turning talent management into a competitive advantage: An industry view. IBM Global Services, Somers, NY: IBM Corporation. Retrieved from http://www-935.ibm.com/services/ us/gbs/bus/pdf/gbe03083-usen-talentpart3.pdf
Therefore, the only way in which the researcher will include the views of the whole group is through sampling of the wider population or the group. But the generalization should only be based on the level of involvement of the population. In addition, the level of generalizations depends a time on the people who are participating in the study (Will & Jan, 2002). Random samples are mostly used so that all the participants are given equal chances to participate. Most of the quantitative consumer research conforms to the statistical studies, but the qualitative research is less concern with control, but they are concern with the interpretation of the phenomena (Payne & Wansink, 2011,
In order to effectively identify and justify a research problem, evident practices should be considered. The researchers must clearly identify the problem to be researched. This practice does not simply mean to determine a problem exists but should include why it is a need to study the problem. Identifying a research problem consists of specifying an issue to study, developing a justification for studying it, and suggesting the importance of the study for select audiences that will read the report (Creswell, 2008). The clear identification and justification of a research problem is considered to be a best practice because it limits the subject matter and focus attentions on a specific point of view of the study. This best practice can be applied by clearly identifying the research problem and providing a clear justification to why the research is being conducted. By applying this best practice, a different perspective may be provided, the scope of the research problem may be narrowed, and direction for the research may be rendered.
Talented people had other options than working for companies that didn't value them highly. Companies woke up to the work-forces and win-win partnerships. This meant more open communication, more coaching, stock options, signing bonuses, and generous benefits.
Nevertheless, the case study researches mentioned above emphasize different features. Robert Stake (1998) points out that crucial to case study is a case: “as a form of research, case study
“A strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.”
Unlike survey, where the study only scratches the surface, a case study is an in-depth study of an individual or a group of individuals (Hale, 2011). The subjects of case studies may be an individual alone, a group, an organization, and event. Case studies provide rich qualitative data and have high levels of ecological validity (McLeod, 2007).
In today’s competitive workforce, talent is not only incremental, but also scarce. War for talent, a term coined by Steven Hankin of McKinsey & Company, refers to the competitive landscape of talent management of skilled and valuable employees. Talent management is defined as “the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs” (Lockwood, 2006). This paper talks about the challenges faced by organizations and how organizations use strategic HR to overcome concerns regarding attraction, recruitment and retention of talented employees. A few HR executives have raised that “the single greatest challenge in workforce management is creating or maintaining their companies’ ability to compete for top talent” (Jones & Keene, 2005). Moreover attracting and recruiting talented employees is not sufficient anymore, organizations need to implement an effective policy to retain these employees. The strategies discussed in this paper are supported with real time case studies to add further accreditation. The research drawn from these case studies are both empirical and theoretical in nature.
An organization's success depends on the knowledge, skills, and abilities of its employees, particularly as they help establish competencies which distinguishes one organization from its competitors and other organizations. When an organization has employees with talents that are valuable, rare, difficult to imitate an organization can achieve a continued competitive advantage. In order to "compete through people", an organization has to be able to do a good job of managing their human capital: the knowledge, skills, and capabilities that add value to the organizations (Mathis and Jackson, 2003). Human Resources and Managers must work together to develop strategies for identifying, recruiting, and hiring the best talent available. Through recruiting and selecting the best talent organizations are able to have higher productivity and compete and the highest levels. Human Resources can ensure that organizations have a competitive advantage by selecting the right employee for the right job.
Case studies are a collection of data obtained using various methods gathered on an individual or group to record areas of interest in order to assist with analysis and provide recommendations. The study should include the name of the person, although this should be protected to provide anonymity where appropriate, and a brief description of the subject. The setting where the study is to be performed should be included. The aim of the observation must be presented along with a report of the findings. The type of method used will depend upon the subject and the area of interest. Data is gathered on the subject in this case observations were used to provide the data. An interpretation of the study will be made in order to provide a conclusion and recommendations made if applicable. Freud famously used the case studies that he carried out on his patients to develop his Psychoanalytic Theory.
In its simplest form, corporate identity is a function of design that includes the name of the organization, its logos, the interior of the buildings, and visual identification such as uniforms of the staff, vehicles and signage. For a long period, graphic designers have remained highly influential been hugely influential in two regards, in that they articulated the basic tenets of corporate identity formation and management and succeeded in keeping the subject on the agenda of senior managers. Currently, symbolism, or design, has assumed a greater role and has moved on from merely increasing organizational visibility, to a more serious position of communicating corporate strategy (Ollins, 1978). There were now three main types of visual identity such as Monolithic (single brand visual), Endorsed (parent brand endorsing a sub-brand) and Branded (a plethora