Analysis of methodical approaches to employer brand management and evaluation

Abstract

The object of research is the models of management and evaluation of the employer's brand as components of the effectiveness of the enterprise. One of the problematic points is that there is no universal model for employer brand management. Employer brand assessments are often subjective and untrue. The target audience of the employer brand requires new approaches to management from the employer. This is due to a change in the generation of candidates in the labor market. One third of applicants are Generation Z (born 1995–2010). Companies are losing potential employees due to value proposition mismatch, employer brand immaturity.

During the study, the following scientific methods were used as a method of theoretical analysis in the study of employer brand management models. As well as methods of theoretical analysis, comparison and generalization for a general analysis of the issue and the determination of generalized characteristics of brand management and evaluation models.

In the proposed work, the issues of modern employer brand management are considered. The best models have been identified that consider an integrated approach and form a separate ecosystem within the enterprise. Conclusions are drawn about the need for further search for the most appropriate assessment of the employer's brand. The importance of a flexible approach to employer brand management has been studied. It also summarizes the main methods for assessing the employer brand, which will become the basis for further analysis.

Thanks to the results of the study, company managers will be able to choose a modern employer brand management model, its components and main characteristics. The employer's value proposition needs to be reviewed through the hiddenness of components that may be important to the candidate. Also, the assessment of the employer brand will be comprehensive: internal and external. The relationship between employer brand maturity and company performance is direct. The higher the level, the less losses the company incurs in the selection, training and development of employees.