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s foundation in the resource based view of the firm (RBV) which reasons that firms gain considerable competitive advantage by exploiting resources which are i) valuable; ii) rare; iii) inimitable and iv) non-substitutable (Torrington et al, 2005). RBV goes further to identify human resource with its attendant skills, competencies and capacities as the only resource able to fulfil these characteristics. Other resources e.g. Financial - may be valuable but are not rare as anybody can get funding and assets can be bought or even leased. Therefore, the more superior the human resource (talent) an organisation employs, the greater is the overall competitive advantage regardless of its strategic posture.

Clearly, organisations need to attract and retain the talent they require for success and thus require a mechanism to do this. Much has been said recently about a shortage of talent and how this has activated a war famously referred to as 'the war for talent' (Chambers et al. 1998). The increasingly difficult challenges faced by employers have been attributed to this war for talent. Peter Cappelli (2005) however, argues that these challenges have more to do with changes in employment relationships than a shortage of talent. EB addresses this relationship and can be used to both define and refine it. Organisations need to communicate the reasons why people should work for them i.e. they need to position themselves as an 'employer of choice'. This positioning is the remit of employer branding.

Employer Branding: What it is; what it is not!

The Chartered Institute of Personnel and Development (CIPD) (2010) defines an employer brand as:? '...a set of attributes and qualities - often intangible - that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture'. It also states that: 'Employer branding describes how an organisation markets what it has to offer to potential and existing employees'. EB is widely believed to succeed better in tandem with marketing due to their established expertise in branding. In marketing, branding is used for products and services as a positioning tool to create value for customers and to in turn build customer relationships which will be mutually beneficial for all involved. In employer branding, the employees (both current and potential) are the customers and the organisation (employer) is the product or service on offer. Tsui and Wu (2005) term it the mutual investment approach to managing people. They advice that it is important that employers communicate both what they are offering (the promise) as well as their expectations from employees.

Rosethorn and Mensink (2010) state that a brand offers a promise which the consumer buys and the satisfaction (or not) derived from that promise informs the consumer's loyalty to the brand. It is therefore an internal and external 'statement' of what an organisation offers to and expects in return from employees. It however goes beyond that, as the evidence of this promise being kept has to be visible to all.

Due to the large amount of marketing effort involved, there is a danger of the communication simply being 'marketing spin' or communication on how the organisation would like to be and offer and not what it actually is or can offer. EB has to permeate the very core of the organisation in shaping its cor本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。