Janina Petri-KrisorOptimizing Job Advertisements to Create an Attractive Employer Brand

About this book deutschenglish

In today’s developed markets, the recruiting function is one of the most important for companies. As the share of service-oriented and knowledge-based work increases steadily, companies’ human capital is the key source to creating sustainable competitive advantages. Attracting and retaining the right potentials (= possess the right skill-set for a job and display a high fit with the corporate identity and values = person-organization fit) is essential in creating a motivated and committed workforce that drives business success.

One essential touchpoint in recruitment are job advertisements. Due to an increased search for vacancies in online job portals, they are often the first touchpoint with an employer. Job ads strongly influence initial organizational perceptions and, therefore, overall recruiting success.

The main focus of this study series lies on brand values and which effects can be achieved through integrating them into job ads. While academic literature underlines the importance of brand values in Employer Branding communication, empirical investigations are scarce. This is the first study that explicitly tests the effects of integrating brand values into job advertisements.

The theoretical part provides an extensive review of existing literature and important psychological concepts that explain employer attraction and the development of commitment. The empirical part presents three main-studies. In the first study, a quantitative and qualitative content analysis of online job ads across five sectors is performed. It looks at what type of information is provided and whether the information is helpful to job seekers and differentiating from competitors. Study two investigates the effect of brand value and benefit information on attitude toward the company and job pursuit intention for a fictitious brand. Study number three compares the effects of communicating congruent and incongruent brand values for two strong brands and one weak brand. Dependent variables are attitude toward the company, employer attractiveness, job pursuit intention, employer brand uniqueness, and ease of PO-fit evaluation. The work closes with recommendations for practice.

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