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porate brand identity, image and reputation. The communication needs to resonate from the inside out and not just from marketing efforts. The organisation needs to be seen to be living the brand promise. There is no use communicating that an organisation gives great benefits to its people if the people in the organisation do not feel so and will thus communicate otherwise. For this reason, certain elements are crucial in EB for its success.

Important Elements in Employer Branding

Gubman (1998) gives a good illustration of EB in practice by The Marriot Corporation. In the highly constrained hotel business, Marriot analysed its requirement to build a low-wage workforce made up predominantly of immigrants struggling with the American culture, approach to work and the English language. Marriot addressed this by offering English language classes, day care centres, social service referrals and a host of initiatives that addressed the needs of this segment of people. This example will be used to illustrate the important elements in EB.

战略识别——Strategy Identification

There needs to be a clear corporate and business strategy for HR to run with. It needs to be communicated at all levels of the organisation. The mission and vision statements of most organisations would suffice. Some however have a different employment value statement.

Marriott's careers website: 'Find your world'. Employees are referred to as Associates.

Waitrose states on their careers site that the purpose of their business is to make their employees happy. Employees are partners (Waitrose website)

识别人的要求——Identification of People Requirement

Pertinent questions here include: 'what kind of talent do we require in order to deliver this strategy?', 'what kind of organisational behaviour do we require to excel?' Do we need innovators? Are we quick to respond to customer queries? This is linked to the specific skills, behaviour, capabilities and competencies required at all levels of the organisation. It is here that the culture, beliefs and values of the organisation will be defined.

For Marriot it includes exceptional customer service.

识别员工的(潜在的和当前)的需求——Identification of Employee (Potential and Current) Needs

This needs to include fears, goals and aspirations. What is on their minds? What is in their hearts? In marketing, this is called segmenting. The underlying premise here is that the organisation cannot be all things to all people (Rosethorn, 2010). They are therefore able to concentrate their efforts where it matters and are thus focused.

Marriot identified a segment of talent they required having similar social needs.

评估组织的资源和能力——Evaluate Organisational Resources and Capabilities

Here the organisation evaluates what it can or cannot offer with a view to addressing the identified needs of the talent they are seeking to attract. These need to address functional (type of work), economic and psychological needs (Martin, 2010).

定义了雇佣关系(组织设计)——Define the Employment Relationship (Organisational Design)

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