Employer Branding: A Tool for Talent in Retail Business

This report examines employer branding as a critical tool for attracting and retaining talent within the retail sector, focusing on the case of JYSK in Ukraine. The study delves into the background of employer branding, its significance, research aims, objectives, questions, and hypotheses. It reviews relevant literature on employer branding, theoretical perspectives, and best practices, exploring how companies differentiate themselves and become employers of choice. The research methodology includes primary and secondary data collection through interviews and analysis. The report investigates the effects of employer branding on employee attraction and retention, JYSK's specific strategies, and challenges faced in the competitive Ukrainian retail market. It concludes with recommendations for improving employee attraction and retention, providing valuable insights for businesses aiming to enhance their human resource strategies. The report highlights the importance of employee satisfaction and the impact of branding on business outcomes. The report is available on Desklib, a platform offering past papers and assignments.

Running head: EMPLOYER BRANDING
Employer branding as a tool for talent attraction and retention in retail business
Name of Student:
Student ID:
Name of University
Author’s Note:

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Table of Contents
Chapter 1: Introduction....................................................................................................................4
1.0 Introduction............................................................................................................................4
1.1 Background of Study:............................................................................................................5
1.2 Significance of Study:............................................................................................................6
1.3 Research Aims:......................................................................................................................7
1.4 Research Objectives:.............................................................................................................7
1.5 Research Question:................................................................................................................7
1.6 Research Hypothesis:.............................................................................................................8
1.7 Research Rationale:...............................................................................................................8
1.8 Research Methodology:.........................................................................................................9
1.9 Dissertation Structure:...........................................................................................................9
Chapter 2: Literature Review.........................................................................................................11
2.0 Introduction:........................................................................................................................11
2.1 Employer Branding and Image:...........................................................................................11
2.2 Theoretical Perspectives:.....................................................................................................13
2.3 Employer Branding in Retail:..............................................................................................15

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2.4 Elements used by Employers in differentiating themselves:...............................................17
Current trends and practices:.................................................................................................18
Planning for Change:.............................................................................................................20
Best Practices from Companies having strong EVPs:...........................................................20
2.5 Employer of Choice:............................................................................................................23
2.6 Relationship between Employer Branding and Attraction:.................................................24
Examples of Successful employer/Employee Branding and Image:.....................................27
2.7 Gaps:....................................................................................................................................30
2.8 Conclusion:..........................................................................................................................30
Chapter 3: Research Methodology:...............................................................................................32
3.0 Introduction:........................................................................................................................32
3.1 Research Method:................................................................................................................32
3.2 Research Philosophy:...........................................................................................................32
3.3 Data Collection Process:......................................................................................................33
3.3.1 Primary Data Collection:..............................................................................................33
3.3.2 Secondary Data Collection:..........................................................................................34
3.3.3 Interviews:........................................................................................................................34
3.4 Sampling Method:...............................................................................................................35
3.5 Data Analysis:......................................................................................................................36
3.6 Ethical Consideration:.........................................................................................................36

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3.7 Summary:.............................................................................................................................37
Reference:......................................................................................................................................38

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Chapter 1: Introduction
1.0 Introduction
Employer branding has developed in consequence for the changes in the behavior of the
job seeker along with the augmented competition in the talent war. According to Leekha
Chhabra and Sharma (2014), the statistics are quite confounding with approximately 75 per cent
of the candidates expending over an hour researching on the organization and around 70 per cent
stating they would not be taking up job with a bad corporation even if staying unemployed.
LinkedIn found out that the prime reason for the candidates in not applying for a job is because
they do not know what it is going to be like in the organization once they get in.
Employer branding is mainly made of two segments; a) What the talent believes it would
be like working in a particular organization, and b) What it is in reality to work in that
organization. These two are stated to be similar, but are also different in understanding. The first
part takes in the ways the people identifies the company as a place for working, is mainly about
the information existing online about that particular company. The second segment is the one
that has an impact on the first. What that particular company is the basis for the brand identity of
the employer. If that particular company has a culture that is buttoned up along with clear
hierarchy, that is what would ultimately ooze out into the world. If the company is focusing on
working on game changing technology through creating a fun atmosphere, that would be the
thing that would define the company.
Thus paper would be dealing with the topic of employer branding as a tool for attraction
of talent and retention of the same in the retail business, where the company chosen by the
researcher is JYSK, a Danish retail chain in the Ukrainian backdrop. Organizations have been

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making use of branding as strategic tools in the present business environment with increasing
reliability. Employer branding is something new towards the recruiting and retaining of the best
possible talent within the environment of recruitment that is becoming immensely competitive
(Theurer et al. 2016).
1.1 Background of Study:
JYSK is one of the global retail chains that are in the habit of selling everything for the
home. It is been owned by the founder Lars Larsen who took the initiative of opening the first
ever JYSK store in Aarhus, Denmark, in the year 1971. JYSK ventured into Ukraine in the year
2004 and has since then expanded in their desired way. Under the present circumstances, JYSK
has been operating in Ukraine through their 33 stores and is being boasted by 322 employees
who work hard for them in the best possible manner. In the year 2015/16, JYSK opened 3 new
stores in Ukraine. Such has been the popularity of JYSK that the company has been awarded
consumers’ desired retailer in Ukraine for four consecutive years starting from 2012. JYSK
believes that their customer service is the main reason for them being nominated for that title as
customers love what they provide. According to Batta (2016), JYSK had a record outcome in
Ukraine with the company witnessing a turnover of 125 million UAH along with the augmenting
earnings as well. The management of JYSK Ukraine believes in the fact that the Ukrainian
employees of theirs deserve all the recognition in the world for their excellent performance
resulting from their sheer hard work. They have been instrumental in JYSK becoming the most
accepted retailer over and over again, moving the company forward and making a difference for
their customers’ regular life. JYSK gives much importance to their employees; they are seen and
heard everytime at the workplace. This company puts much emphasis on strong teams along with
great engagement from the employees, getting on the job training along with joining the internal

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training programs designed by the company. The company is a firm believer of the fact that with
the growth of the employees, the company grows. The company has structured itself in a way
that generates opportunities. In the present scenario, employees give their best where they are
being looked after by their employers in the best possible manner and JYSK has done the same.
Their endeavor in being the best has brought out the best from their employees. Customers like
what they see and get and employees too love what they experience and deliver out there at the
workplace. This is the factor that is keeping the company going.
Managers can make use of employer branding as a shadow under which they can
channelize various recruitments of employees along with the activities of retention into a
coordinated strategy of human resource. Employers have the ability in controlling the power of
the brand in engaging their employees through emotional means in attaining the changes,
exceptional results or augmenting the factor of attraction and policy of retention (Al-Emadi,
Schwabenland and Wei 2015). Organizations have been able to found that efficient branding of
employees
1.2 Significance of Study:
The current study is significant within the present context as it is important in evaluating
the factor of employee branding as a tool for the attraction and retention of employees in JYSK.
The opportunities that is being made available to the adult population for developing and
maintaining their ability in skills over a period of lifetime, whether at the place of work or
outside of it, significant in attaining high extent of quality of labor force (Davis 2013). As
compared to the average functional literacy expertise among the adult population that is being
employed, Ukraine has been performing much worse than the other countries that have much
lower shares of the extremely educated people among the population that is adult.

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For big global companies like JYSK, it is important to make sure they have the best talent
on board, outsourcing skilled labor from other places would not be of any help to Ukraine. So it
is important to evaluate the ways JYSK has been dealing with the Ukrainian labor force and
making them efficient along with effective which is showcasing in their business results.
Therefore, it is relevant to study the effect of employee branding as a tool in the retail industry.
1.3 Research Aims:
The main aim of this research is in studying the positive and negative impacts of the
employee branding as a tool in the retention and attraction of employees in the retail industry.
The researcher would be making use of the exclusive literature in gathering the knowledge on
this subject matter and conducting a research on the application of the same by the organization,
JYSK. The research also aims in conducting primary research in recording the data along with
information related to the preference and satisfaction of the employees within the industry.
1.4 Research Objectives:
The main objectives of the researcher are being stated below:
a. To assess the effectiveness of employee branding as a tool
b. To analyze the ways JYSK brings employee branding into play for retention and attraction of
employees
c. To recommend certain plans and policies through which JYSK can better their employee
attraction and retention if required.
1.5 Research Question:
a. What are the effects of employee branding on employee attraction and retention?

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b. How JYSK employs employee branding on its employee selection and retention process?
c. What issues are being faced by JYSK in retaining its employees in face of extreme
competition?
d. What are the probable recommendations in improving the factor of employee retention and
attraction in the retail industry of Ukraine?
1.6 Research Hypothesis:
H0: Employee branding is an effective tool on the factor of employee retention and attraction of
the same in retail industry
H1: Employee branding is not an effective tool on the factor of employee retention and attraction
of the same in retail industry
1.7 Research Rationale:
This study research would take into consideration the tool of employee branding and
various other factors that plays their part in retaining and attracting the employees in the retail
sector. There are bound to be some issues and challenges that the management would find while
recruiting people in Ukraine and staying competitive within the industry. The chapter of
literature review would promote the understanding along with enthusiasm in monitoring the
approach of employee branding tool. The research rationale would be keeping its focus on the
ways it would help in evaluating the significance of employee branding as a tool for employee
retention and attraction in the retail industry, JYSK for this particular research study.

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1.8 Research Methodology:
Research methodology would be dealing with the sort of research approach that the
researcher would be using in completing this research study. This research would take in the
positivism approach along with interview process wherein the researcher would try and evaluate
the tool of employee branding within the organization and its effectiveness in the process. The
research would be of descriptive nature with the researcher depending on themes to discuss the
findings of his gathered data.
1.9 Dissertation Structure:
This dissertation study would be segregated into five possible chapters that have been described
below:
Introduction: This is stated to be the first chapter of the process of dissertation, where the
researcher would be taking the initiative in introducing the topic of the research to the reader
along with the importance of the current research topic. The chapter kicked off with a brief
element of introduction on the subject topic that is being followed by the study background. The
study background is about the company under discussion along with the current trend in the
country of its operation. This chapter also deals with the aims of the research along with the
objectives and research questions.
Literature Review: This chapter deals with the various scholarly literatures available over the
database that is related to the present study. The topics like the understanding of employee
branding, evaluating the impact of employer branding on the retention of employees and
attracting them, employer branding as employer of preference along with branding and
psychological contract are being discussed. It is one of the significant chapters as those chapters

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would be playing the guiding role in choosing the variables along with the process of conducting
of the research.
Methodology: This is stated to be the third chapter of the dissertation that holds discussion about
the approaches of conducting the research work. The procedure of data analysis, philosophy of
the research, method of sampling along with the size of the sample has been conversed in this
segment. Primarily the method of the primary research has been highlighted within this research
study, also accompanying would be the ethical consideration for the research study while
conducting of the same.
Findings and Analysis: The data gathered would be summarized in this chapter which is stated
to be the fourth chapter of the dissertation study. The findings from the gathered information are
being evaluated in addressing the research question. The hypothesis of the research would either
be accepted or rejected depending upon the results. The evaluation has been done using the
perception and theories existing in the chapter of literature review.
Conclusion: This is generally the last chapter of the dissertation that discusses about the overall
dissertation summary and the analysis of the same. The findings along with the study results
have been associated with the objectives of the research. Recommendations are being provided
in improving the issues if any highlighted in the paper of research.

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Chapter 2: Literature Review
2.0 Introduction:
This literature review section would deal with various scholarly articles of the researches
being held previously on the same subject matter. It is important to focus on these researches to
understand what the previous researchers have found out on employee branding as a tool for
retention and attracting of employees. This segment would take into account such articles and
deal with it critically to illustrate the current situation of the overall scenario.
2.1 Employer Branding and Image:
In much the identical way that the brands of the organizations have been communicating
the advantages of using either a creation or service to the probable customers, employer brands
converse the employment benefits to their potential employees. According to Van Hoye and
Lievens (2015), the branding process generally involves in generating an exceptional name and
illustration for a product or service in the psyche of the consumers, largely through advertising
movements with a constant theme. Branding generally helps in influencing the beliefs that is
being held by the individual clients about the brand of service or product. These beliefs generally
comprise the brand representation of a business or a production that the individuals suggest when
its name is being heard. Illustration can thus be prejudiced by the activities of branding, but has
also been subject to the impact of the experience of consumers of a company, and is only partly
within the organizational control.
As per Bains (2015), for generalizing these perceptions to the context of magnetism and
enrollment, the brand assessment of the organization as an employer imitates the beliefs of the
probable employees that the needs of the employees would be convened by employer. It is more

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like the consumers depending on the brands in differentiating between the products, branding of
employers that is being used by the probable employees in differentiating between employers
and their decision construction. Employers having ‘high employer product value’ are being
professed by the credible employees as more striking than the employees having inferior brand
value. An appraisal of a probable employee within an employer brand is being encouraged by the
factors inclusive of their alertness and discernment of the brand of the employer that might be
developed through the process of word of mouth, individual knowledge and policies of
marketing.
The term of employer branding can be described as the parcel of economic, functional
along with psychological benefits offered by employment and recognized with the employing
organization (Theurer et al. 2016). Employer branding is not something that is being undertaken
by the employers while staying in isolation from the other activities of the business. Stakeholders
like the customers, investors and employees are part of unintentional and premeditated branding
that encompasses the usage of symbolism, activities of communication and behaviors. Projecting
of the brand to these shareholders needs to match with the knowledge of working in within the
corporation.
The ‘fit’ between the present employers and the company’s brand image has been applied
mainly to the service business where the front-line client service staff enacting the value proposal
of the firm in relation with the employee branding. From the perspective of human resource
management, branding of employer has three components. Firstly, the value plan is being
developed around the culture of the organization, style of management, present image of
employment that enables the organization in conceptualizing the value provided by the
organization to the employees. Secondly, this value proposal is being marketed to the probable

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employees and thirdly, the idea of value proposition is also marketed to the current employees
for enacting the values of company (Lievens and Slaughter 2016). The internal employer
branding, as the third phase is known as, contributes to the efficiency of employee along with its
retention.
Employer branding is stated to be a logical procedure through which the companies can
reach to one main goal, having a stronger appeal on their present and future ultimate employees.
It is generally associated with several benefits. Firms having stronger employer brand display
certain number of features; elevated acknowledgment along with positive image within the labor
market, observance to the undertainge of the psychological indenture, exclusive economic
features that are erratic to the probable employees (Leekha Chhabra and Sharma 2014).
While any of the organization has the ability in creating a brand of employment, building
or forming one is truly efficient is the most challenging one. It needs researching on the targeted
candidates, reviewing the employment brands of the competitors along with successfully
executing and placing the brand. However, an extra effort is categorically worth it. When have
one tough and deliberate employment brand it has the ability in accomplishing a sense of
urgency along with pleasure about working in the company. It also engages the mind and dreams
of the candidates and complimenting the products of the company along with providing of clear
and compelling rationale in working at the organization.
2.2 Theoretical Perspectives:
There is existence of numeral of theories that impact on the factors of magnetism and
image. Firstly, the primary theoretical perspective of employer branding emerges too be
informed by the theory of human capital along with the resource-based view of the organization.

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It appears that exerting a pull on of the skilled people is as significant as obtaining the
technological resources that are being obtained in building the competitive advantage. Attracting
and retaining of the right kind of people with the skills required is stated to be an amalgamation
of the proposition of branding followed by a range of selection, recruitment and strategies of
performance management.
Brand equity is stated to be another perception of the branding theory. From the
perspective of the human resource management, positive consideration for an employer supports
probable applicants to pertain and present employees in staying and constituting brand equity of
the employer (Biswas and Suar 2016). The theory of signaling is connected to branding. It
investigates the certain types of the information having an influence on the perception of the
applicants within an organization. The main role of the signaling theory is the recruitment factor.
Probable candidates perceive the information put out by the organization and its facets as signals
about the association. Positive signals have the ability in attracting the probable recruits to
certain positions within the organization. The greater the company’s desirability through the
signals of the brands and reputation, the greater would be the capability and extent of the
applicants along with the acceptance rate of the job.
Another perception is that the employee and the employer brand constitute a contract of
psychological nature between the employees and the company. Probable employees evaluate the
perceived functional, psychological advantages and economic implied within the brand
undertaken with their own requirements in ascertaining whether they fit within the organization
(Elving et al. 2013). If any employer fails in delivering the brand promise, monitoring the
organization would be affected in negative sense when the newest recruits reviews their decision
of employment resulting in augmented turnover for the company. Therefore, the organizations

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must offer accurate messages of the brand about the culture at workplace, identity and values in
forming a realistic foretaste of the psychological contract on proffer. The brand promises of the
prospects in enhancing the skills of marketing through the process of training and improvement
with having a prestigious corporation in one’s curriculum vitae might get exchanged in a
psychological contract for the employees and their suppleness.
2.3 Employer Branding in Retail:
Reputation matters in the retail sector and one common attribute that each of this
preferred company has in common among them is an outstanding employer brand. According to
Anselmsson et al. (2016), development of a constructive reputation as an employer is a
significant starting point from the perspective of any retailer. An employer brand of poor nature
generally makes it harder in finding the right people in filling of the roles, putting off the
probable employees from the organization and creating a bad notion well before the process of
interview actually starts. It can bring in serious financial implications as well. A recent report
from LinkedIn has been able to find that a poor employer brand generally costs bigger
companies lots of dollars in additional wages required for drawing the candidates in.
In standing with a possibility of enticing some of the best candidates, retailers urgently
require establishing that strong, encouraging employer brand. It is also essential in making the
organization appealing to the external candidates, boasting of the employees who are proud of
working for an organization those appeals to the external candidates. As per Vomberg, Homburg
and Bornemann (2015), employees who are generally proud is a reliable source of finding the
fresh recruits through referrals- broadly accepted in being the best talent source.

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Most of the Ukraine workers are of the opinion that they would not be tolerating any sort
of bad culture at workplace, even if that comes with working with the best company in the
industry. The impact of the culture of Ukraine people on the market of work is connected with
the work motivation of the population of Ukraine. Ukrainians are clearly being motivated by the
financial rewards, placing a premium on the positive conditions at their work place like the
ability in developing their skills, opportunities in making a contribution towards the
organizational development and the respect of the co-workers (Tanwar and Prasad 2016).
Big giants like Walmart are of the notion that the only people they do not recruit are the
astronauts and neurosurgeons. It is not about what it takes at the back end in making sure that an
organization has the right sort of products on the shelves and all the various players that go into
the system. So it is just about the scope. Big retail giants have so many to hire, though the
question arises how a company can be relevant to everybody and not be irrelevant to one.
In retail, the strategy of employee branding is an ever evolving process for the employer
brand of big retails like Walmart and JYSK really owns the mind of the people. It is best for any
company management in creating the resources in helping one understand better and conveying
one’s perception to reality. The brand is stated to be a continuous and ever evolving thing.
However at the core of the strategies implemented by the retail companies is the factor of value
proposition, offering the prospect for a long rewarding career for the right person. It is important
for the labor market or the needful job applicants in seeing the effort in helping develop the
image quality, having a better understanding of the things on offer from the big retailers from the
perspective of the jobs along with cult perspective. Strong employer brand is stated to be
considerable; it helps the retailers in getting lots of competent applicants along with reducing the
cost-per hire. It can be stated that the approaches along with the benefits of the branding of

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employer alters distinctly across the globe. However, as per Al-Emadi, Schwabenland and Wei
(2015), it is generally clear that despite these differences, organizations are generally united in
developing a stronger brand which is seen as a higher priority in magnetizing along with
retaining of the best potential employees.
2.4 Elements used by Employers in differentiating themselves:
Branding has become the present day buzzword; companies have been using it in the
most effective of ways in marketing themselves to the customers. Candidates are in the habit of
building and managing their online brands in attracting their employers. There exists many levels
to who one is as an organization, and from the perspective of the employees one can and should
leverage the brand of the company as one of the tools o recruiting. A strong employer brand
might be a strong powerful tool of business that can associate the values of the organization,
strategies of the people along with the policies of HR to the corporate trademark. During the
previous years, employer brand improvement was tantamount with advertising of recruitment,
with over 59 per cent of the employers’ state that the employer branding depicts one of the main
constituents of the overall HR strategy of the organization.
There exists many definitions for the factor of employer branding, however, they all
fundamentally seek in explaining the ability of a company in differentiating itself from its rivals
through the exclusive Employee Value Proposition (EVP). A stronger EVP would be
communicating the values of the company in ways that emphasizes the uniqueness of that
particular workplace and being attractive to the individuals’ allotment the identical values. As the
employer brands are being based on the factors of intangible nature like identity, perception and
image, being able to determine the factor that generates an emotional proclivity along with a
sense of recognition with the association, proving valuable to the employers.

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The best place in starting to explore the factors that motivates people in joining an
organization in particular, the reasons of their staying and the factors for which they leave is
stated to be internal feedback. Existing amount of data from the feedback of the employees,
engagement of the employees along with the cultural surveys, employee forums and focus
groups has the ability in painting a good picture of the potential and existing experiences of the
employees.
As per one of the industry reports, the number of companies evaluating, monitoring and
improving on the strategies based on the attractiveness of the brand, which is on the rise, as
many as 40 per cent of the businesses are expected in increasing investment in the strategy of
employment branding.
Current trends and practices:
a. Candidate equals Customer:
For attracting the right candidates, employees of present day needs to generate a positive
experience of customer with the candidates throughout the process of recruitment. If the
candidates are being delighted in a way that makes them feel appreciated, it is the employer who
would be benefitted in number of ways. For example, candidates are in the habit of spreading the
word about their knowledge to their group of peers, and the eminence of their understanding and
the estimation they form of an employer in determining whether or not they would be
recommending the company in further stages.
b. Building a community of Talent:
Often the candidates who have been applying for certain specific roles and are
unproductive might prove to be successful or suitable enough for the options of future, it is thus

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crucial for the employers in building and maintaining a community of talent. Through creation if
good impression and handling relationships following the recruitment process, businesses can
maintain activeness in their talent bench that would be a major booster (Cascio 2014).
c. Social and Visual Resolution:
Social media has a insightful effect on the branding of employer, revolutionizing the
ways candidates search and apply for the jobs, assessing the prospective employers and
communicating within the workplace. In the past, the claims of the companies would hardly ever
get contested; presently the social media provides a platform for the current and probable
employees in raising their voice of their own concerns and painting a more sensible picture of the
workplace. Channels like Payscale and Facebook have become the useful tools for the candidates
in researching and assessing the offering of the employers, with organizations must therefore
guarantee that the messages of recruitment align with the perceptions of the employees.
For the employers, the social media platform has been able to construct and uphold a
bigger pool of talent at a rapid rate than ever before. Several platforms like Instagram and
Pinterest have been gaining popularity with the employers who under the present circumstances
use them in sharing effortlessly unpreserved video along with the infographics and generating
engagement with the candidates. From the global giants like Google, Intel, and Walmart to
smaller organizations like Hubspot, videos are gradually becoming the powerful tools in
communicating the culture of the organization along with the main factors they look in an
employee.
Moreover, although the social media also has the probability in facilitating the internal
brand communication, the main emphasis on the factor of forming employee engagement and

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searching for the brand ambassador on the social media is primarily restricted amid the
employees (Elving et al. 2013).
Planning for Change:
Boasting of a flexible strategy of employer branding, it is becoming increasingly
significant in the present day competitive landscape. The trends in the changing employment
signify that organizations require staying supple and being more aware of the social surroundings
than it was ever before. As the figure of the temporary workers have been augmenting in
dramatic fashion over the period of past few years, teams of HR have been facing the challenge
of structuring a common culture across the organizations, generating a sagacity of belonging for
all the available employees (Viktoria Rampl and Kenning 2014). Moreover, fast evolving
technology is continuously being reinventing the recruitment world.
Best Practices from Companies having strong EVPs:
The selection of right talent along with the practices of the management provides a
powerful method to the human resources that should be essential to any business approach of a
leader. This approach generally starts with a charily crafted EVP attracting the applicants who
are in all probabilities the top performers and the good edifying fit. Companies having the best
EVPs generally relate the best practices:
a. They understand who their best performers are:
Companies can make use of the evidence-based advancement in developing an explicit
show for drawing the applicants with the impending to prosper. This advancement needs proper
consideration of the facets of the top performers- mainly the factors that concerned them towards
the company.

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As per Rosethorn (2016), conducting of the interviews along with the focus groups with
the top performers can assist the organizations garner relevant information for crafting of the
communications conveying the elements of a business that demands to its best workers. These
tailored aspirant magnetism messages can assist the business in drawing people who are quite
parallel to the high-talented employees.
b. Connecting applicant messages to the culture:
It is not that just because a candidate possesses the talent in being the top performer
within a role would mean he or she would be a good fit within the organizational culture of the
company. Leaders need ensuring the fact that their attraction messages of applications precisely
reflects the work environment of the business. According to Aruna and Anitha (2015), using the
process of communication enabling the probable applicants in understanding what needs to be
predictable from the workplace helping the companies appealing to the people who not only
acquire top endowment but are also occupied with the association.
c. Differentiating them from competition:
An organization’s applicant attraction message would be helping it in footing out from its
competitors and offering the probable hires with convincing reasons in selecting the company as
a place of work. In ensuring companies are discriminating themselves, they need to assess the
brand effectiveness of their employment and the legitimacy and they compare their brand with
that of their rivals in capitalizing on the differentiators. When an organization’s EVP highlights
the unique qualities of the company, it can then set the business apart, having the ability to win
the attention of the enviable applicants and promoting the brand of the company (Bellou et al.
2015).

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For example, it so once happened in JYSK that the company discovered candidates who
were more expected in having flourishing careers after they got employed were the ones who
were more prone to have thriving careers after they have been hired were mainly the ones who
were much excited at the time of the interview. In disparity, candidates who were less expected
in having thriving careers were more animated about instantaneous and superficial aspects of
hob, like the high reimbursement, good benefits and concrete perks (Sehgal and Malati 2013).
The organization has been able to make use of insights in developing a focused,
beleaguered EVP in appealing to those who in all probability would be successful. JYSK pays
well, however the ads of the jobs do not mention any sort of compensations it would then be
attracting wrong sort of applicants (K. Ito, Brotheridge and McFarland 2013). Companies have
been spending a lot of money on the campaigns of marketing in attracting the loyal customers.
Regrettably, they often desert in developing an uniformly strong brand of employment in
attracting valuable and five-star talent. Studying the top rated performers is the first step; leaders
then would require in crafting an EVP that truthfully reflects the culture of the company and
setting it apart from the factor of competition.
With the right sort of applicants knocking at the door of the company, leaders need to be
more discerning about whom they would be hiring, and they can fill every situation with
somebody who is the right fit (Jain and Bhatt 2015). When leaders spotlight on attracting a larger
quantity of the applicants instead of attracting the applicants having high quality, however, they
neglect the mark in major manner.

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EMPLOYER BRANDING
2.5 Employer of Choice:
There are polarized estimations on the relationship between the firms becoming an
employer of preference and the attraction of the probable recruits. Various reports suggest that
more than 50 per cent of the job seekers have rarely been engrossed by claims form the
organization to be an employer of choice with only 5 per cent of the job seekers revealing the
fact that employer of choice as a significant consideration (Kashyap and Rangnekar 2014). While
bearing in mind an employer, settlemenst considered most significant by the probable employees
were supple work preparations and the opportunities of workplace development. Organizations
that have been seeking to recognize the detailed features of employment that their employees
have been valuing typically do the same through the surveys of the employees. Employer
surveys can act as mediums for the branding of workplace and recognized eight frequent themes
for the success of HR related to the practices of HR:
a. Leadership of inspired nature
b. Strategic plan promoting the best employer practices of HR
c. Communication of employee
d. Performance management
e. Training & Development
f. Benefits that are based on ‘best practices’
g. Physical Workplace
h. Corporate citizenship

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EMPLOYER BRANDING
The term ‘best employee’ is not something that is new and has over a period of time
reached a saturation point, with many of the organizations located as employer by choice,
fundamentally eliminating any spirited advantage resulting from the brand. They distinguished a
move towards the targeted or specific employer branding and the augmented global environment
of the labor markets forcing many of the organizations in having an unswerving global brand
(Jain and Bhatt 2015).
It is being investigated on how the perception of sustainable human resource
administration can help the organizations in establishing a striking employer brand. Sustainable
HRM can be defined as the intent of planned strategies of human resources and the practices that
are being intended in enabling the achievement of organizational goal. Several associations have
been made towards the factor of employer branding and sustainable HRM, developing ways in
integrating sustainable HRM into various stages of value proposition of employees and offering
insights.
2.6 Relationship between Employer Branding and Attraction:
There have been number of quantitative and qualitative studies on the subject matter of
employer trade name and its association in attracting and keeing hold of of the staffs. Companies
having stronger employer branding were stated to have engaged in more mutual decision making
process, promoting a positive image within the internal and external labor markets (Helm, Renk
and Mishra 2016). Experiential and cultural benefits have remained the key attractors for the
present and probable employees. It has been stated that the potential recruits are in the habit of
seeking valuable information about the recruiting organization that has been offered by the
organization. The sought information takes in the popular perceptions from the peers along with
the word of mouth from the employees existing or those associated with them (Alnıaçık et al.

25
EMPLOYER BRANDING
2014). This generally highlights the threat that there might be any sort of contradiction between
the brand message of the employer and the things out there in the perception of the public and
lived experiences. Applicants having more work experience are generally the cynical ones about
the signals of employer branding but equally they have been valuing the contribution made by
specific companies to the development of their career. Applicants of inexperienced nature
generally values the contribution made by stronger corporate brands in their curriculum vitae. As
per Festing and Schäfer (2014), these states the requirement of the employers in communicating
the accurate brand messages in the market of recruitment with more specific sort of information
might be more convincing. Specific sort of information on developmental programs within the
professional boundary is investigative towards the prospects towards continuous learning and
enhancement of career. This accompanies the signaling of the intention of the employers on
valuing the employees’ existence and their willingness in developing the same. Other related
factors in employer branding that attracts are the clear message about the salary, balance within
work-life, opportunities of promotion, attractiveness of the tasks and the organizational location
(Bocconcelli et al. 2016). A higher amount of salary is required in compensating for the
insufficient condition of the other attractors. However, while the higher salary that is being
advertised yields higher number of interviewees though it also results in poor number of the
applicants who are poor fit, along with the implications of cost for the HR departments in
shifting larger applicants number.
As per Mokina (2014), employer branding is stated to be an essential part of the strategy
of attraction and there exists range of ways the companies can position their brand within the
environment where it might be identified by the probable employees. These take into account the
factor of publicity, advertising, word-of-mouth approvals and sponsorship activities from the

26
EMPLOYER BRANDING
present and past employees. Companies of bigger stature creates and engages the recruitment
advertising along with using of the websites and the social networking sites like Facebook,
Twitter and YouTube for staying in touch with the previous employees having the opportunity of
rejoining the organization again as well as reaching to the probable employees (Edwards and
Edwards 2013).
Other more generic strategies that are being used by the retail companies for successful
endowment acquisition takes in targeting of the mid-career workers, for instance the retiring
personnel, thus cutting down the hiring time so as to not losing probable strong candidates to
some of the other recruiters (Gupta, Patti and Marwah 2014). It would also then cater to the work
preferences of flexible manner of the older workers. Adding to that would be searching for the
passive candidates through generating and development of data repositories of the candidates
who are active or inactive through implementation of the in-depth analysis of the desirability
measures. It takes in factors like drop-out rate of the applicants, ratio of the acceptances to the
offers, the ratio of the applications for employment to the open positions along with percentage
of the new employees remaining longer than the probable period of six months (Wallace et al.
2014). The ten mainly attractive attributes of employers that are being listed by the job seekers
are:
a. engaging and/or challenging work
b. reputation of an employer for focusing on their employees and valuing them
c. Training and development
d. Development of career along with progression

27
EMPLOYER BRANDING
e. Performance recognition
f. Understanding the significance of family or the outside life work
g. A working environment that is full of fun, vibrant and positive
h. Fair day’s work leading to fair pay
i. Definitive and stronger values of the company
j. A salary of attractive nature or the financial incentives
The most noticeable differences have been the employers’ generally rank recognizable
brand of company, challenging work, stronger values of the company which are much higher
than the employees (Collins and Kanar2014). Employees rank an animated and positive
environment of work, salary of attractive nature and other financial incentives. Adding to that
would be the recognition and rewards, fair amount of pay for the fair work for a day along with a
manager they were akin to much higher than the employers actually did.
Examples of Successful employer/Employee Branding and Image:
There exists number of examples of the successful branding of employee as an origin of
the competitive benefit. Southwest Airlines have been using employee branding in gaining an
organizational position of positive nature in the customers’ minds along with other stakeholders
of probable employees. As one of the organizations in business for providing service, Southwest
Airlines have reversed the conventional approach of ‘customer first’ taken by most of the
organizations through positioning of their employees first and then expecting their employees in
mirroring the behaviors received by employees from organization. This advancement acceptable

28
EMPLOYER BRANDING
the employees in actually living the values along with the behaviors summing up within their
mission statement found in the website of Southwest Airlines.
The articulation along with underpinning of the mission and values of Southwest Airlines
is an important success in their use of the process of employee branding for positioning
themselves in the minds of the customers (Sengupta, Bamel and Singh 2015). The consistency
along with the accurateness of their messages not only endorses the preferred brand
representation but also strengthen the psychological contracts of their employees. Through the
implementation of a varied range of HR practices the organization has been able to lessen the
turnover rate of the employees to under 5 per cent , when the turnover average rate for the
industry of American airlines has been ranging within 20-30 per cent.
Southwest Airlines makes use of both the informal and formal approaches in
communicating the brand messages to the present and potential employees. It communicates the
external and the internal messages of formal nature via the PR and HR systems taking in, for
instance, media releases, and advertisements along with compensation factor. The process of
recruitment and selection is being used in screening out the employees and ensuring those
making an entry into the organization would be enacting their behaviors and values (Kashyap
and Rangnekar 2014). Similarly, the training and development along with the systems of
performance management both elucidate and underpin the culture of Southwestern Airlines.
Informal external and internal methods like the relationships between the employees, feedback of
customers and communication through word-of-mouth are also being identified by Southwest
Airlines as imperative transmitters of the desired image of brand.

29
EMPLOYER BRANDING
Another example would be Walmart, the retail giant having approximately 2.4 million
employees on global basis. Walmart is known as one of the best known retail brands across the
globe, learning on the ways it would be impacting the employment brand and the ways on how
the clarity of messages helps the candidates to self-select in or out. Walmart is a company that
has been built on certain core values where there is respect for every individual. In Walmart it is
about the team game.
The employer brand strategy is an ever evolving process as the employer branding of
Walmart is generally in the minds of the customers. It is mainly about the value proposition of
the company, with Walmart offering the prospect of a career that is long for the right fit of
candidates (Dabirian, Kietzmann and Diba 2017). Walmart does not believe that selling is
possible on the prospect of ‘this is a great company’ which would be a mistake as not everybody
is going to be a good fit, companies do not want to bring in people for the purpose of having a
revolving door and having them leave within only some months. Understanding the goals of the
enterprise and then translating them into goals of recruitment is important. One really needs to
understand the challenges of the company, the challenges in recruiting for creating the key
performance indicators (KPIs) and the goals tied to the precise challenges (Verma and Ahmad
2016).
Once the goals have been attained and knowing the ways of measuring them, making
sure that the right team is assembled is stated to be a critical factor. And thinking about the
greater group of stakeholders, there exist many people within the organization like Walmart’s
size having the prospect to encumber, and with one brand only (Davis 2013). There exist various
personas, though all of them have similar kind of needs when it comes down to accessing of the

30
EMPLOYER BRANDING
website, for instance. Once the needs are being understood by the company management, the big
bosses could think of the touchpoints and the journey of the candidates.
2.7 Gaps:
Implementing the strategy of employer branding in attracting the employees is broadly
researched in the literature. The present research depicts the fact that the job applications have
been making the choices based on the needs of theirs and comparing the same with the attributes
of employer branding (Sarstedt et al. 2017). The match between the attributes of employer
branding and the personal needs of the individuals along with expectations generally motivates
the job seekers in making appropriate decisions.
Noticeably, the present research outcome mainly focuses on the explanation of the
choices of the job seekers within the paradigm of retail marketing. However as employer
branding adapts the branding theory principles and applying the same to the organization’s
human resource management. Further researches are needed to be done on exploring the role of
the employer branding in the retention of the employees and their implications for attraction of
the customers, their satisfaction and retention of the same.
2.8 Conclusion:
It can thus be concluded that both the employer and the employee values employee
branding immensely as a tool in attracting and retaining employees within the organization for a
longer period of time. Employees value those companies that have the ability in forming a career
progression schedule for its employees, especially where the employees are able to perceive their
future plans into reality. It works as a motivational factor for the employees to give their best
shot at every challenge the workplace presents them with. Employers need to communicate in

31
EMPLOYER BRANDING
the best possible way where the given brand message needs to be proper so that the bidding
employees get to see the exact message they are looking for in applying for that same job. Big
companies brand value plays a part in attracting employees and retaining of the same but then
they need to be attractive all the way, it’s a continuous process.

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EMPLOYER BRANDING
Chapter 3: Research Methodology:
3.0 Introduction:
This is the third chapter of the research report taking in whether this would be a
qualitative or quantitative approach. JYSK has got a prominent existence in Ukraine and have
been rewarded for excellent customer service for four consecutive years. For this particular
research study, the researcher would be taking in the philosophy of positivism among the other
kind of research. This research would be done on the basis of interview where responses of 3
employers from JYSK and 5 existing employees of the same company would be taken into
consideration. Research methodology usually states the approach of gathering the data,
interpretation, sampling methods along with the sample size.
3.1 Research Method:
This particular research would be taking the influence of employer branding and the ways
it would help in attracting and retaining of the employees in retail segment. This research study
would generally be of descriptive nature and it would deal with the managers and the existing
employees of JYSK. The total work for the research would be of qualitative nature where each of
the managers along with the employees would be asked 10 questions and their answers would
then be evaluated (Mackey and Gass 2015).
3.2 Research Philosophy:
This part can be described as the devotion associated with the data gathering process and
the process of evaluation associated with the same. Research philosophy is generally the
development of the process of logical reasoning. The philosophy options within a particular
study of research are based on the researcher’s perspective. As per Taylor, Bogdan and DeVault

33
EMPLOYER BRANDING
(2015), the choice of philosophy mainly depends on the method’s choice of the particular
research type and whether the same would be quantitative or qualitative.
This exacting research would be based on the philosophy of interpretivisim that takes in
the researcher in understanding the elements of study, integrating the researcher’s interest.
Interpretivisim is associated with the philosophical agreement of the idealism factor. As per the
interpretivist, it is important for the researcher in acting socially for understanding the variations
existing between the people (Ghanem and Soize 2017).
3.3 Data Collection Process:
As per Glesne (2015), the process of data collection comprises of two methods for
assortment of the same. For successfully completing the research study, it is mandatory from the
perspective of the researcher in gathering the data in the most honest of manners. The secondary
data is mainly based on the data structured from certain other reliable sources. The primary
research study if being enabled by the researcher can pursue any sort of system for conducting of
the same like descriptive or observation analysis. For the secondary research, the supply of
secondary information would be made accessible from the sources like newspaper, website of
various companies and journals and magazines. Researcher should be able to gather data from
several sources, through presenting of the same would be as per the researcher’s illumination
(Anitha and Begum 2016).
3.3.1 Primary Data Collection:
The main objectives of this research would be in completing of the research study either
through qualitative or quantitative data. For this particular research study, the researcher has
thought of the qualitative evaluation in executing the accessible information for obtaining of the

34
EMPLOYER BRANDING
outcome (Panneerselvam 2014). The primary data would be proficient through the exploits of the
interview.
3.3.2 Secondary Data Collection:
In most of the state of affairs, secondary data is being attained through the exclusive
analysis of the available literature like the research sources, peer articles that includes the
academic journals the accepted sequence (Brinkmann 2014). In fulfilling the research objectives,
the research affianced within the literature review is generally through the anthology of
important information from various academic journals like the Google Scholar. The current and
the customary information on the matters related to employer branding and retention of staffs
related to JYSK in Ukraine.
3.3.3 Interviews:
Interview can be stated as a process that facilitates the accessed research from the face-to-
face interviewee. The visualization of the acquired information of universal nature is mainly
through getting in touch with the conducted interview within the research study. This particular
research would be taking in the senior managers of JYSK along with the employees guaranteeing
high amount of suppleness and the reaction based on the face-to-face interaction. However,
collection of data is often been considered as a process that is time consuming in nature as it
consumes a lot of time in conducting of the interviews, with managers finding little time in
delivering the same (Patten 2016). At times the atmosphere might not be same or that
constructive for workplace distractions accompany with the complexity of information alliance.
Questions for the interview might either be open ended or close ended along with being semi
structured with most of the interviews prolonging the collection of qualitative data.

35
EMPLOYER BRANDING
3.4 Sampling Method:
In this research study, there is subsistence of the several techniques of sampling where
the researcher mainly requires settling of the sampling method as per the research objectives.
Generally, the techniques of sampling can mainly be of two types; one can be stated as the
probability sampling and the other being non-probability sampling. This exacting study of
research would be taking into account the perception of non-probability sampling where the
models are being collected within a process that does not provide all the individuals existing
within a picky population a fair and even opportunity of being elected (Brick 2015). There are
certain things like money, time and other workforce that limits the research making the research
work more complex in arbitrarily sampling the total population and thus it becomes significant in
exploiting the several practices of sampling, the non-probalistic one. In the disparity, the
sampling method, non-probability sampling is not something that is being generated out of the
randomized method of selection (Uprichard 2013).
In case of the non-probability sampling, subjects get selected based on the factor of
convenience or through the judgment of purposive individual. A smaller portion of the sample
file is being selected that is being identified on the previous basis from the potential or existing
employees and recruits in JYSK. This research study would be taking into account the purposive
sampling method, which is being considered as one of the common procedure in the process of
sampling. Purposive sampling takes in the samples that have been selected based on the easy
expediency of the researcher along with him either being judgmental or discerning (Blumberg,
Cooper and Schindler 2014). Themes are generally being selected based on their suppleness and
the capability of consuming the least amount of time. There are 8 respondents for the process of

36
EMPLOYER BRANDING
interview. The inference concerned with the size of the sample and the design is being elected
depending on the sample design.
3.5 Data Analysis:
The segment of the analysis of data would be employing tools like excel in altering the
data through various sources casing up realistic in progression (Neuman and Robson 2014).
However, this exacting study of research would be of descriptive nature in answer and evaluating
the responses of the employees along with the managers of JYSK on the said subject matter. The
data of the research is generally being extracted through the supervision of interviews along with
the responses and advices of the employees that would be accumulated for fitting the same into
the deliberate information associating on the knowledge obtainable on the subject of employer
branding and the way it helps in attraction and retention of talent (Festing and Schäfer 2014).
Apart from the cognizance of the critical component that is being sniped by the
respondents and the interviewee for dialogues that would be of detailed nature, important issues
that has been arranged by the previous researchers on the section of employer branding and the
way it attracts and retain talent by the JYSK management.
3.6 Ethical Consideration:
The researcher should be able to uphold all the probable ethical considerations in
performing of the research effort. JYSK in the past had some issues regarding retaining their
employees for longer term and attracting of the same. They were not being able to motivate the
employees a great deal though things have gradually started to improve. This research work
would be taking into consideration the responses of the people concerned with the subject matter
and the consideration that has been taken in during the gathering of the response. It is

37
EMPLOYER BRANDING
enormously decisive from the researcher’s perspective in maintaining of the appropriate modesty
of every respondent that have been a part of the process of interview. Secrecy needs to be
maintained in the n=best possible way so that no relevant and promising information gets leaked
out either of the respondents or that of the company. The reaction needs to be of unbiased form
without being influenced from others.
3.7 Summary:
Chapter 3 dealt with the consideration associated with the study of the research. The
research design is generally for accessing the employer branding impact on retention and
attracting of the employees of JYSK in Ukraine. The process of interview is generally the way
that would be leading in evaluating the responses of the employees and managers in JYSK. In
this particular research study the researcher did not initiate any new theories and the hypothesis
has been evaluated through the descriptive method. This research would be taking into
consideration the qualitative method taking into account both the primary and the secondary
method or sources. Analysis of data has also been stated within this chapter providing the reader
a brief indication of the things to be expected within the next chapter. The researcher has made
use of the expedient technique of sampling for the research study purpose that needs to be
performed along with all the probable regular considerations.

38
EMPLOYER BRANDING
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