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IBIMA Publishing Communications of the IBIMA http://www.ibimapublishing.com/journals/CIBIMA/cibima.html Vol. 2015 (2015), Article ID 794545, 18 pages DOI: 10.5171/2015.794545

Research Article Employer Branding and Reputation From A Strategic Human Resource Perspective

Müberra Yüksel

Kadir Has University, School of Applied Sciences, Selimpaşa Campus, Istanbul-Turkey

Correspondence should be addressed to: Müberra Yüksel; [email protected]

Received date: 13 June 2013; Accepted date: 27 May 2014; Published date: 25 May 2015

Academic Editor: Hasliza Abdul Halim

Copyright © 2015. Müberra Yüksel. Distributed under Creative Commons CC-BY 4.0

Abstract

Although literature has been dominated by and communications-led perspectives, there is anagreementthat corporate reputation and good governance are often built from the internal towards external stakeholders. Lately, balancing the usage of as opposed to conventional media has demanded both managementand to become more strategic in addressing the role of communication via social media to gain competitiveness and . The purpose of the present study is to investigate the role of for engaging employees, while building the reputation of the company. Most research on reputation management and branding focus either on social expectations and trust of external stakeholders and emphasis on internal stakeholders, particularly employees, is quite recent. “Employer branding” has been the application of branding principles for competitive advantage in strategic human . Internal marketing of employer need to support external marketing so that organizational reputation is persistent. Employee commitment here refers to the degree to which an employee has positive associations and perceptions towards the , its brand values, brand personality and reputation. The researcherhas drawn upon prior research to develop anintegrated model that aims at linking strategic human resources management (SHRM), branding and corporate reputation. By using structured interviews of managers from various companies in different sectors, comparing and contrasting challenges and implications may pave the way for an integrated understanding of employees as the ultimate brand ambassadors/ advocates.

Keywords: SHRM, Employer Brand, Brand Personality, and Reputation.

Introduction “Anything you lose automatically doubles "That human society is a , in in value, even more if it is reputation”. which reputation are bought and sold". ------Mignon Mclaughlin Mark Fagel. Coping with uncertainty, crises and risks along with increasing openness and

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Cite this Article as: Müberra Yüksel (2015), “Employer Branding and ReputationFrom A Strategic Human Resource Management Perspective", Communications of the IBIMA, Vol. 2015 (2015), Article ID 794545, DOI: 10.5171/2015. 794545

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connectedness via new media have led employees experience and tell the public diplomacy to use «soft power» e.g., employer and stakeholders about their education, arts and culture, sports, science workplace rather than the other way and technology more and to become more around (Martin, 2008; Davis & Eisele, people-oriented. Likewise, companies have 2007). also emphasized such means of soft power through «corporate diplomacy» in line with In this present turbulent arena of business their longer term strategic visions. Since and commercial communication, there is a demarcation lines between different target simultaneous concern for reputation, groups, stakeholders and sectors have also identity and brand management. The need been blurred; SHRM has to take into for an operational definition of reputation account corporate diplomacy particularly as a strategic resource in communications in communication and branding topics that and management studies with a will influence reputation. In this vein, there stakeholder framework has been agreed is an agreement that organizational upon in both fields. The ultimate goal is to reputation, good governance with provide conceptual and methodological organizational trust are built from the clarities for future research that seeks to inside-out(Martin et. al ., 2011a; Martin, develop a better understanding of both 2007 &2008; Mosley, 2007; Berens et. al, organizational reputation and branding in 2004).In this study, we will draw on the context of interdisciplinary previous research from reputation, understanding and practice(Huang, C. Y, branding and human resource 2011). Most of the research is on management to develop a conceptual reputation risks and crises rather than model of strategic human resource benefits (Aula, 2010); some point out the management (SHRM) with respect to importance of brand personality; however, branding and the role of social media, e.g., linking it to constructs like brand twitter and facebook. The implications for a commitment, trust and attachment of holistic model suggest convergence of employees are overlooked. Others have interest, but also highlight ethical selected only a particular segment of dilemmas for in balancing employees or managers as representatives. best practices of SHRM (Davies, 2008). While trust, attachment and commitment to the brand-be it corporate, employer or This article is an attempt to define internal-is rooted in brand personality, organizational reputation as a brand value propositions, which are also multidimensional and an established intangible stem from brand personality appraisal about branding that is shared by (Kaplan & Haenlein, 2010). multiple stakeholders that can provide the organization with an intangible asset that Reputation capital has rational, objective affects subsequent performance. and functional components only to a Reputation in conjunction with branding limited degree. Yet, a significant portion of may well be assessed from the reputation is based on perceptions or organization’s perspective-from inside. In expressive emotions of individuals, which short, based on are normative and subjective. Thus, social capital (e.g., trust, teamwork, different stakeholders may perceive fairness, networking and identification) reputations of the same company which often stem out of value-based talent differently with respect to their various management and corporate or employer personal backgrounds. Reputation in branding are prerequisites for building the conjunction with branding may well be foundations for employee-oriented assessed from the organization’s organization with good reputation from perspective-from inside (Davies, 2008; inside out (Martin et. al. 2011; Davies & Chun, 2002).In short relationship Küçükkancabaş et. al , 2009). An authentic oriented marketing and marketing employer brand, which is being truly "an communications along with strategic employer of choice" lives inside and it human resource management are reflects to the minds of the candidates as prerequisites for building the foundations the employees make it and live by its for customer-oriented organization with a values, since employer brand is what the

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good reputation from inside out (Huang, offerings, brands and understand the 2011). strategies. How well do the employees While there are numerous studies on identify with the “brand personality” is reputation management and measurement, among the aims of employer branding. the three main streams may be While brand personality is defined as the summarized to focus on perceptions about human features that may be attributed to a trust, social expectations and personality brand, how well the personality of the traits that people attribute either to their brand is communicated to the employees is companies or to their brands (Berens and at the crux of internal marketing van Niel, 2004). The first two streams are communication. Then, employee behaviors concerned mostly with external will reflect an understanding of this brand stakeholders, whereas the latter is focused personality (Yüksel & Kılıç 2013). In sum, on the internal stakeholders, i.e., we have attempted to reframe and rebuild employees and the corporate personality. organizational reputation with respect to (Ibid ). Although prior research has mostly employer branding in the context of emphasized company or organization emerging economies which are facing identity, image or personality; there are crises continually, if not continuously. Our few recent studies that emphasize focus is primarily on internal stakeholders branding (Amber & Barrow, 1996; Aaker, particularly employees as both “internal 1991 and 1997). Hardly, any has customers” “brand representatives” of the emphasized along with organization. We have also looked into a employer branding along with internal few case studies as examples from Turkey marketing and communication or internal as an emergent economy. By using branding (Keller, 2008; Barrow & Mosley, structured interviews of selected 2005; Foster et.al ., 2010). Even less employees of eight selected companies research has linked employer branding through structured interviews, we aimed at with organizational or corporate linking the theoretical framework with the reputation (Balmer, 2008). empirical findings, while making suggestions for further query. As the employment environment have become progressively more dynamic, the Theoretıcal Framework and the organizations attempt for being the Conceptual Model “employer of choice” by concentrating on employer branding (EB). Ambler and "Perception is conditioned by the Barrow (1996) have defined EB as an tradition, in which its possessor has employee value promise of all benefits been reared”. offered to attract and retain them, which ---Ruth Benedict. also means that the corporate brand image and reputation projected onto the With the widespread usage of digital prospective employees and the public technology, both reputation management (Davies, 2008). Based on Barrow’s theory and brand management are facing of employer branding and internal significant challenges lately. As social employee communications, this media has become more important, relationship between reputation, branding have initiated relational and SHRM still represents a fertile area of marketing, brand management and internal further critical research since such policy- marketing to the employment experience relevant research will focus on strategic just like customer experience, particularly of core employees (Sparrow et in practice. Among the limited academic al. 2003). research on employer branding and corporate reputation, the split between The presumption of employer branding internal or external stakeholder, as well as enhanced by internal marketing is; corporate image versus corporate culture however, to make customer-conscious and personality are still salient. Therefore, employees handle services better by being we suggest that both brand management aligned with business goals. That is why and reputation management are critical for employees should be well-informed, strategic human resource management in empowered, trusted about a company’s

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this epoch of information and values associated with the core employees communication. have to be taken into account . That is why, brand image from the outside needs to be Due to the growing importance of identity studied, and internal brand identity, in both branding/ marketing and human particularly how brand personality is resource management literature and perceived by current employees needs to practice, in the next section, we have be studied as well. So, that companies can formulated a “brand alignment for sell values and promises of the brands in reputation model” from the human this era of increased , instead of resource management perspective (See mere products or services, employees Fig.1). Moreover, we propose that how the should know what they are doing along brand personality is perceived by with and why they are doing. Therefore, employees is the common denominator of before marketing and selling the brand’s brand and reputation management. Since promise to customers, companies need to employees act both as brand ambassadors communicate brand values to their and reputation guardians who represent employees first. (Nurmela, 2009; McLaren, and promote their corporations’ brand, the 2011; Foster et. al , 2010).

HUMAN RESOURCE MANAGEMENT

(advocates) REPUTATION

MANAGEMENT

(guardians)

BRAND MANAGEMENT (ambassadors)

Corporate Communication

Figure 1: A Framework for Contextualizing Reputation and Brand Management For Social Media Platform

(P.S: The anchor/ pivot in the diagram is where the overlap of at three levels at the center is social media as the fundamental channel of corporate, marketing and commercial communication where employees as brand ambassadors are positioned; Yüksel, 2012).

How core employees use social media and combined reputation, marketing and electronic world-of-mouth (WOM) has human resource management perspectives

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(Fournier & Avery, 2011). Most of the brand personality first, and then managing research is on reputation risks and crises the employee value propositions of the rather than benefits (Aula, 2010); some employer brand for building trust and point out the importance of selecting a commitment. particular segment of employees as representatives (Kaplan & Haenlein, 2010). Prahalad and Ramaswamy (2004) have Interdisciplinary and brand new defined the as “a forum for perspectives and models are essential to be conversations and interactions” between able to explore how companies aim at consumer citizens, partners or other building or preserving their brand and employees, and changed “the locus of firm- reputation particularly in new social media. centric economic value extraction into a Ambler and Barrow (1996) have locus of co-creating values” (Foster et. al , introduced employer branding as a 2010). From the strategic employer significant construct that can be branding standpoint, this can be operationalized and measured by applying interpreted as a move from a linear, static brand management tools to strategic transmission of value promises and human resource management (Foster et. al. benefits from the employer as the sender 2010). Inspired by Aaker’s(1991) emphasis within working hours into a 24/7 process of strong brands with static, sender focused of co-creating not only economic, inside-out notion employer brand DNA functional and psychological values determined by and pertaining to the workplace, but also a personality, the focus of employer brand concern of what is valuable, responsible has been on different benefits that are and meaningful ( Ibid. ) With increasing functional, economic and psychological significance of social media in corporate provided by the workplace (Aggerholm, communications, the construct of co- et.al , 2011). Likewise, Balmer (2008) creating values / promises fosters a major supported a strong corporate brand as the shift in brand management and most significant navigational tool for key stakeholder relationships. It opens up an stakeholders including existing employees, interactive and dynamic venue for a bundle shareholders, also potential employees due of possible customized value-added to the rise of service era. Employees are services, designs and experiences advocated as the interface between the (Prahalad and Ramaswamy, 2004; Foster organizations and the customers (Foster et. et. al , 2010). al , 2010; King & Grace, 2008 and 2012). They all suggest that delivering the The underlying premise of this redefinition corporate brand promise and employer is that employer branding has brand promise is derived from contextualized branding, as well as understanding the corporate culture and reputation management since corporate identity. priorities and norms and policies may change depending on the conjunctures; for Adding potential employees as a key instance, the brand promises in times of stakeholder into corporate branding is prosperity may be different from those in more recent with the comprehension that times of crisis. That is why, we have to employer branding and its relation to two redefine the prior static notion of value types of branding: Internal and corporate proposition in employer, corporate and branding. Internal branding is the third internal branding as an universal principle, concept related with internal marketing and realize that continuous renegotiation and communication as it pertains to the of values with stakeholders with respect to fulfillment of the corporate brand changing stakes and expectations may even compromise through consistent delivery by translate into changing corporate culture employees (Foster et. al ., 2010; 402). and identity (Aggerholm, 2011; 113-118; Following Foster (2010) and Aggerholm Prahalad and Ramaswamy; 2004). Such “a (2011), we have reconceptualized the process and internal stakeholder focus” employer branding from a more social- demand an enactment of new sustainable constructivist HRM perspective with relations between the organization and its primarily two stages of development: current and potential employees. For managing employee perceptions of the instance, to sustain trust and fairness

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within organization among employees in external stakeholders. The third view paves turbulent times especially in emerging the way for a comparative approach and economies have to be continuously makes the distinction between creating a maintained (Foster et. al , 2010). favorable external and internal recognition; yet, it neither suggests stages of reputation As Berens and van Riel (2004) have development, nor proposes where to start. outlined, among the major schools of We have; therefore, focused mainly on the reputation management literature, either branding and its relation to reputation perceptions are often measured on the management from an inside-out approach basis of social expectations or on the basis with internal stakeholder view. of creditworthiness of companies; however, they are both contextual. Only the Instead of regarding employers, corporate last school of thought, which is on and internal branding as static outcomes, corporate identity and corporate analyzing branding processes, e.g., personality traits that are attributed to communication as a dynamic and companies, is long lasting and employed interactive process(as in social media) still widely with minor adaptations in different from the sender aspect (e.g. in social media contexts. Yet, in both conceptualization and with respect to branding and reputation operationalization of corporate identity management) may pave the way for and personality, there are disagreements exploring what an interactive dialogue due to differences in actual, communicated, between employer and employee would conceived, ideal, and desired identity along mean in the near future. Regarding brand with the fact that an outside-in approach personality as the anchor of streams of from an external stakeholder view that is brand management for reputation may aid external identity predominates. us in making employees understand and Consequently, the corporate image of experience the brand personality in their receivers rather than corporate culture and dialogues, so that there would be identity is often highlighted. In this vein, congruence in corporate, employer and the confusion between corporate, internal brands ( Yüksel, 2012; See Fig. 2). organizational and visual identity and the Due to the need for consensus between ambiguity regarding the organizational branding and reputation management personality concept as summarized by perspectives particularly in the social Balmer (2001) have limited our inquiry to media platform, we developed “the brand corporate reputation that poses the congruence model from internal question: What distinctive attributes are stakeholder perspective”, since there are assigned to a particular organization? In few studies on this topic and none of them addition to considerable disagreement in are from human resource management the literature on corporate culture and perspective (Deans, 2011). identity, determining to what extent employees may be aligned with corporate In short, we advocate that emplacing the identity and whether it is functional or is brand personality would frame the not debatable (Nair, 2010).. perceptions of employees since it would make them think of the brand as if it were a According to Chun's (2005) categorization human being and it would distinguish the of the operationalized version of attributes that make them different from reputation, there are three major areas of their competitors. Second, we suggest that empirical research: the evaluative, the a corporate culture stressing mission, impressionist and the relational school. vision and values and how these affect The first focuses on a top-down financial employees’ attitudes and behavior would performance from the perspective of be significant for corporate reputation. The investors and managers, the second rest of the attributes of brand identity such concentrates on single stakeholder about as self-image, visual identity, relationships the overall impression of the organization, etc. would come after these two pivotal while the last one emphasizes the aspects are studied (Kapferer, 2004; perception gaps between internal and Nurmela, 2009).

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CORPORATE

BRAND EMPLOYER BRAND

INTERNAL

BRAND

Brand Values & Brand Promises

Figure 2: A Model on Brand Congruence for Reputation Management (Yüksel, 2012)

(P.S: The anchor/ pivot in the model is where the overlap of three brands is, i.e . brand personality ).

One of the underlying assumptions of employer branding and this relation employer branding coincides with the between two types of branding (Foster et. resource-based view that emphasizes al . 2010). Internal branding is the third developing unique internal resources concept related with internal marketing (Backhaus and Tikoo,2004 cited in and communication to fulfill the corporate Sarabdeen, J . et. al, 2011), supporting the brand compromise through consistent claim that employer branding is a means to delivery by employees. Following Foster win the war for talent. The second (2010) and Aggerholm (2011), we have perspective is emotional and symbolic reconceptualized the employer branding framework that also provide a basis for the from a more social-constructivist HRM notion of employer branding (Lievens and perspective with primarily two stages of Highhouse, 2003;Sarabdeen, J . et.al. 2011). development: managing employee Based on the brand image of the employer perceptions of the brand personality first, and the employer reputation, employees and then managing the employee value create their perceptions of the brand. The propositions of the employer brand (Love third theory is the instrumental and & Singh, 2011; 177). While in marketing, functional framework that is based on is mainly the attachment that rational expectations and preferences. Of delineates how a consumer feels about a course, an employer brand ought to take specific product and service; in HRM, it is into account all three assumptions and the commitment that both current and formulate human resource policies prospective employees provide to the accordingly (Lievens, F. Greet &Anseel, employer, which is driven by the value that 2007, Sarabdeen, J . et. al, 2011)). employees derive from the total work experience ( Ibid .). Further, the employee’s All perspectives suggest that delivering the understanding of employer brand adds an corporate brand promise and employer additional value (McLaren J.P. 2011; 208). brand promise is derived from understanding the corporate culture and Following Ehnert's (2006) Sustainable identity. Adding potential employees as a Human Resource Management perspective, key stakeholder into corporate branding is we have revised and combined our more recent with the comprehension understanding of corporate reputation

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within the framework of employer with respected brands from three branding and . significant sectors in Turkey as an Although reputation may also be studied as emerging market: High-tech industries (3), corporate, organizational / workplace and airways (2) and finance sector (3). social reputation, we have based our model mainly on corporate reputation as an This exploratory research is based on integral part of corporate and employer structured interviews of sixteen employees branding, so that it is also aligned with from top management that have been brand personality (Fig. 2; See also Fig. 4 in conducted between 2011-2012-; the titles the Appendix 3). People have tendency to are listed in the Appendix 1.The semi- grant human traits onto non-human structured interview questions revolve entities such as organizations and brands; around the research question as to what that way, the significance of current the role of key employees are as brand employees as both brand ambassador and ambassadors and reputation guardians. reputation guardian is acknowledged for What are the checks and balances of employees deliver the brand promises to authorization of employees and what are customers (King and Grace, 2008). the leverages of internal brand Although the brand personality dimensions management and on-line customer of Aaker do not always fit the cultural dialogue? We approached twice the context, the brand personality framework number of companies; however, we were with its premises in Fig. 4 is universal. The able to contact with managers from half of critical point here is there should be an them throughout a year. We have made integrated marketing communication face-to-face interviews about an hour with (IMC) as well as a coordinated internal 16 managers from eight different communication to create positive companies, so the sample is representative reputations; in other words, they need to of these sectors even if the size is small. have a commoncore, such as an internalized brand personality. The two banks are larger in the number of Additionally, they need to stem from a branches. We have an additional successful corporate story, which combines the mid-sized brokerage house from the conflicting demands of external and finance sector. The two commercial airlines internal stakeholders over time. That it are both medium sized domestic why, it is argued that the success of companies; one of them was founded in employer branding depends on creating a nineties, the other ten years later. As for realistic analysis of the external and the three high-tech companies, one is a internal brand propositions, that is wide-ranging retail chain, the other two are employer value propositions and unique largest GSM operators- one of them has a selling propositions. Only then, aligning global brand, while the other has a these two they are aligned and domestic brand. In all these companies, top synhronized through core employee values executives and key managers of the (Davies, 2008; Martin et al. 2011b, branding process are consulted (See the Sparrow, 2008). List in the Appendix 1). Arranging meetings with top-level managers were Empirical Analysis: Methodology and carried out with the support of two Findings graduate students who were employees in these sectors-high-techs and banking; the Methodology& Sample managers from the airlines have been interviewed during the career center Prior empirical research on reputation has seminars at Kadir Has University first, and shown that social media platforms offer a second meeting has been arranged at challenges and risks mostly from the their sites later. external stakeholder perspective. In this The most time consuming part of the article, however, we have looked into the research was, indeed, conducting and process of reputation and branding in interpreting these interviews through social media, focusing on the process of comparing and analyzing similarities and brand ambassador role of current differences with respect to key topics employees in a number selected companies addressed. We encountered more difficulty

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in both making the organization with the able to arrange meetings with them. The interviewees from high-tech industries and level of competition based on the number airlines as well as getting information of rivals (e.g., banks have large number of about the research. It is probably related competitors as compared to the other two with the fewer number of rivals and high sectors).The issue is not only from where levels of competition in these business to focus, but how to combine narrating, lines. We have concealed the company messaging and acting authentic, that is, names to be able to get information and being good as well as looking good. This is proceed with our research. By and large, not easy for more established sectors with we had the interview time of 45 to 60 larger sizes such as banks and minutes and some of the responses were telecommunication, or even in large scale restricted by interviewees themselves. airway alliances, which already have recognized brand names. It is more Summary of Findings convenient for new services like- in our case- the airlines that are new entrants to “A brand is not a product or a promise the sector. or a feeling. It’s the sum of all the experiences you have with a company.” - Diverse Approaches towards the --Amir Kassaei Presence of Twitter and Facebook

All our interviewees from eight companies During the interviews at the three different believe in the brand ambassador role of financial institutions (two banks, one core employees and the positive impact of broker house), the interviewees stated they reputation on performance. All companies all have their profiles in Facebook, but not officially use both Facebook and Twitter. all in Twitter (only one); they also said they They also have call centers; however, use social media rarely. Their doubtful almost all interviewees emphasized the responses revealed lack of trust and differences between the role of call centers, concern for privacy. The senior managers on-line services and social media-the first of the banks also stated that there are is reactive intermediary role based on past special units for arts and cultural events of issues, service failures or quality gaps of their banks and they are active in social expectations at operational levels of media with the customers. They believe individual customer services for that sponsorships, voluntary social maintenance; the second is focused on responsibility activities of employees along direct e-services, whereas the latter with relationships with customers through provides preventive or comprehensive social media platforms have to be separate information at either strategic or tactical from the main services and operations of levels for improving current and future the banks. service quality. Unlike call centers, they have a significant impact on the In the hi-tech industry, excluding the retail perceptions of targeted stakeholders not stores, social media is the primary channel only about the service, but also regarding for reputation building and developing. The the company reputation. employees are encouraged through relevant position managers to act as brand In short, dialogue through social media is ambassadors both between and among the directly linked with the reputation and dialogues of employees along with brand management in all companies customers. However, professional media despite the fact that the framing and agencies carry out the social media contexts are different in each sector, as campaigns and reporting of customer’s there are differences between their lines of complaints or requests. The company site business as regards the extent of social and blogs and open forums are up-dated by media adoption. Finally, we have found that most of the key employees. There is an size matters, and the employees of large active sharing of information especially scale companies in these three sectors have within the company. There are incentives more restrictions as compared to medium by their academies as well as the relevant sized ones. Small sized firms have been divisions; however, there are some omitted from our sample since we were not

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limitations set through norms and policies social media network only during with respect to external stakeholders. employees’ free time, high tech industries allow and even encourage its usage at While customer security requires a work; however, for internal purposes cautious attitude to social media at banks, mostly, including employees or suppliers. the top-level executives stated the difficulty of having long-term goals. In contrast, the Notably, one branch manager of a bank high-tech firms emphasized internal stated that the content of communication marketing and branding as well as internal has “to reveal high profile and there cannot communication through social media be too many different voices that may lead platforms. There were sanctions, disclosure to confusion rather than persuasion”; while policies and norms concerning latest another noted the importance of being services or innovations since there are tactful and discreet to avoid risks. Since severe competition between rival financial services operate in a tightly companies, which are all large sized. At the regulated environment, employees cannot two airlines, the managers definitely saw respond naturally and real-time as other the significance of interactive dialogue with industries or services said another current and prospective customers, as well manager at the broker house. In the hi-tech as the importance of regarding employees industries, key employees are permitted to as brand and reputation ambassadors. The contribute to dialogues on social media rivalry is different in this sector platforms also within the confines of rules (particularly among smaller scale domestic and regulations. Tweeting and airlines), and the promises offered to broadcasting too much, or showing always customers and employees are based on a high-profile format or being aggressive or relational marketing with a long-term being conspicuously company-promotional vision. Thus, there is more long range when trying to act as an ambassador might planning and clearer objectives paving the have negative side effects or even a way for more transparent and interactive boomerang effect at times, according to the marketing communication among the managers from the high-tech industry. managers. Balancing self-promotion with company- promotion seems to be possible only Although the awareness of internal through being personal and having branding and marketing was higher in the multiple voices; therefore, reputation at high-tech firms, there was more emphasis times may be managed by key employees on the opportunities offered by social such as top executives only to a limited media networking as an arena for brand degree. Yet, building brands particularly and reputation building according to the through internal and employer branding, responses of interviews in airlines. One starting with recruitment and going on in even stated that picking up the latest all functions of human resource rumors through networks and controlling management are all significant, as them may be important in crisis suggested by a human resource director of management. Yet, social media strategies a high-tech industry. and campaigns are often planned together with outsourced media agencies as was the By and large, gaining visibility in social case with the high-tech industries. media through the support of key employees in conjunction with the We have found that, in principle, almost all guidelines of the company as well as the sixteen interviews revealed the significance outsourced media agency is favored in both of employees in both brand and reputation high-tech industries and airlines. As Turkey building as well as sustaining. is one of the most connected countries with Consequently, all managers mentioned the a large size of young consumers, short- brand and/or reputation ambassador role term twitter or facebook campaigns with of employees. How active the employees embedded games/ contests for promotion should be in the social media during and for e.g., flight tickets or smart working hours and outside working hours phones are common. The value of engaging was another issue that was raised. employees in social media as brands and Although most companies emphasize using building short-term relations, which may

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lead to transaction of sales, is often still --- John Maxwell more favored than relational marketing. Based upon the empirical insights on both There are alternative interactive services brand management and reputation that even integrate the TV screen with the management that may be derived from the digital experience of internet services. The three growing sectors that particularly use goal is to actively involve more consumers, social media intensively, there are both and make the brand communication more similarities and differences in the efficient, both in the short and long term. perspectives of these selected sectors: financial services, hi-tech industries Even if the impact of social media is including its retail, airline companies. They appreciated and digital media agencies are are all aware of the challenges and risks used by most of the companies for involved in extensive and uncontrolled , still its internal usage of social media; therefore, they usage is limited due to the lack of trust; suggest that only key employees at upper however, top executives are aware of the echelons should be approved as brand fact that they can benefit from employer ambassadors or reputation guardians in branding as brand identity and personality social media interface of companies. among their employees. As some of the However, there are discrepancies as how to managers from the high-tech industries balance the process of empowerment and noted strategic innovative aspects rather those key employees in their on- than administrative or engineering aspects line dialogues with respect to services within companies make the difference of provided, as well as the personal relations. success in building employer branding and reputation. Yet, their sustainability On the whole, the size of the companies and depends on engineering methods and the nature of the sectors seem to matter in tactics about processes and solving determining the extent of active operational issues. participation of employees in social media. In general, control is still more emphasized While the inside-out approach is preferred than service; consequently centralized by most top executives that we have responsibility and a hands-off policy on interviewed, whether the senior managers risky matters are preferred styles of themselves should build and maintain long- management. There are broad differences term relations with key customers is still with respect to their distinct branding being questioned. Finally, embedding the content in social media, which might stem branding with consistence, integration, and from their brand personality differences, alignment with HRM functions and which we have not analyzed in detail here. responsibilities has to be supported either Yet, we noticed that authenticity, sincerity by one management team or by one of the and transparency of content are the main board members. Branding should be dimensions that all interviewees have embedded by anchoring it in the culture of emphasized. Some have highlighted organization and the behavior of its excitement, bravery, and innovation. employees according to what we have Further look into these differences of brand noticed in most of the companies that we personality may reveal more about the have visited and observed. Only then, variations about the different aspects of focusing on the image of the organization reputation. on external stakeholders may become meaningful. The possibility of simultaneous The integrative focus of corporate branding management of both seems to rely upon and reputation places a significant role on measuring and managing social media both internal branding, marketing as well efforts of organizations with a service as on employer branding. The premise concern rather than a control concern, as behind is that employees play an important implied by all managers. part in company brand promise. That is why, conveying brand values to both Concluding Remarks employees as internal customers and other outside customers are all significant. Prior "You do not attract who you want or who research has addressed the threats and you want to be; you attract who you are." opportunities of social media platforms and

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viral marketing through online word-of- narrating, messaging and acting authentic, mouth from either product, service or that is, beeing good as well as looking good. customer-centric views, ignoring That is to say, one has to have inside-out employees and their role (Fournier & method with an outside-in mentality or Avery, 2010; Aula, 2010). vice versa.

In reality, even our preliminary findings of Future research that focus on small sized firms that are at the infancy of social media media agencies, consultancies, research usage delineate the fact that employees firms or arts and cultural services play a substantial role even in such limited foundations may delineate completely and controlled contexts. Companies such as different manner of understanding and high-tech telecommunication and airlines managing brands and reputation online emphasize authenticity and transparency due to their business lines and sizes. in direct communication, stating that brand Longitudinal analyses may reveal the entire and reputation management is more process of both building and sustaining significant than the possibility of negative reputation management. As stated in the online word-of-mouth or other risks that Employer Branding Global Research Study social media may stimulates as a side effect. (2011): "Today we have to learn to actively Others such as in financial services, are listento what is being said about us and we more prudent as to be anticipated, and can no longer control the message. Even management of the banks’ overall social just by using social media appropriately as media presence is mostly limited to the recruiting and talent official sites. Yet, there is full trust only in management,employee engagement, key employees at the banks selected for feedback (to and from both employees and this study, which might be related with the customers), learning and development precautious nature of recruitment policies. tools, human resource managers can Only at airlines were top managers allowed enhance employer branding and corporate a personal style in their private sites, as reputation simultaneously..."(Bondarouk well as official sites. They work et. al , 2013). Martin, 2007). collaboratively with a number of digital media agencies for different purposes. By and large, organizational success, Since employees’ private sites are also climate, culture as well as brand considered, using an official or branded reputation, personality and quality of language cannot be possible. Top-down products and services are significant and integrated brand management seem to factors for all employees. In the strategy of be difficult in controlling social media. becoming the employer of choice by employees as the captive audience as In a nutshell, this preliminaryresearch opposed to prospective candidates is explored relationship between corporate important for branding with an inside-out reputation and branding, and SHRM approach. Following the Cornell represents a fertile ground for further architectural approach (Lepak & Snell research. The sample size, qualitative and 2002), employee segmentation and cross-sectional method employed hereare targeting specific employees may be the limitations of this study. Quantitative possible. By identifying bundles or factors analysis with a larger sample may of employee value propositions, an enhanceour findings. Comparisons exclusive talent management of the key between different sectors, regions employees may be applied. That way, core andcountries may reveal interesting knowledge employees adding high strategies and balancing tactics reputation value as brand ambassadors in international human resource may be treated with more care. Such management. With the increasing expertise specialization of employer branding, which in social media and storytelling to their highlights fitness of people-brand values target audience who are at times authors, and brand personality that revolve around both an inside-out perspective as suggested brand appeals and perceptions of here and an outside-in view may be useful employees are at the crux of strategic (Ulrich, 2009). The issue is not only from brand management: How to balance star where to focus, but how to combine performers with the rest of the maintaining

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13 Communications of the IBIMA ______

employees, so that individual human visual brand identities and brand images as capital and social capital e.g., trust, public representations and perceptions of teamwork, and bonding are equally reality cannot be based solely on important, so that cultural sustainability is impression management; strategic human maintained. Maintaining a high performing resource management and leveraging of corporate culture in the long run demands internal stakeholders as (employee or leadership and talent management with employer) brand advocates are required 360 degrees of feedback system aligned for cultural sustainability and continual, if with an authentic employer branding (Atlı, not continuous brand reputation and value 2012; Baş, 2011). branding proposition. While employer branding creates wide spread networking Overall, employer branding may be with stakeholders, social media will perceived as a response of strategic human enhance the role of human resource resource management to both managers’ with marketing, competitiveness and crises in global public relations as well as their networking economy, and the particular market skills even more in the near future circumstances of emergent economies. (Bondarouk et. al , 2013; Gaddam, 2008: However, employer branding has to be 55). As Senge states: “The organization that handled with care and attention (Gaddam, will truly excel in the future will be the 2008). In Turkey employer branding organizations that discover how to tap efforts have been observed as well, and people’s commitment and capacity to learn 53% of the companies have claimed to at all levels in an organization” (1990:4). focus on executive or leadership Adding to this, we have added that development programs; yet neither the experience of employers employee value increased role of social media with due propositions along with their perceptions respect to employer brand and reputation of employer brand personality determine management, nor the significance of the reputation of employer brand, while strategic and sustainable human resource leveraging the talent of core employees, management is comprehended to the same which act as brand ambassadors. extent (EBI, 2011). With social media,

Appendix 1

Table 1: The List of Interviews ConductedBetween 02/2011 to 09/2012

NUMBER BUSINESS LINE POSITION/ TITLE 1. BANK Branch Manager

2. BANK Human Resources Director

3. BANK Marketing Manager

4. BANK

5. FINANCE Group Head of Marketing

6. FINANCE Human Resources Management

7. AIRLINES Assistant General Manager

8. AIRLINES Marketing Manager

9. AIRLINES Marketing Communication Manager

10 AIRLINES Human Resources Manager

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Communications of the IBIMA 14 ______

11. HI- TECH Director

12. HI- TECH People Manager

13. HI- TECH Human Resources Director

14. HI- TECH Digital Marketing Director

15 HI- TECH Marketing Director

16. HI- TECH Communication Director

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