Employer branding for talent attraction in the Indonesian mining industry.
Amelia, Novi ; Nasution, Reza Ashari
ABSTRACT
Many organizations have considered implementing employer branding
(EB) to gain major advantage in the war for talent. One of the
industries that needs to pay concern on EB is the mining industry in
Indonesia, considering its talent scarcity and limited talent pool.
There were, however, few empirical studies about it in Indonesia. Thus,
this study is aimed to analyze the concept of EB in several mining
companies in Indonesia, then comparing it with the potential talents
expectation toward the companies. The research method used in this study
is content analysis on companies' website and Focus Group
Discussion to seven final year students majoring in Mining at ITB. The
result shows that some of the potential talents expectations can be
found on the website, while some of them are not. This study, therefore,
suggests that company should provide clear information about its offers
based on the potential talents' expectations in order to attract
them.
JEL Classifications: M51, Mil, LOO
Keywords: employer branding; talent's attraction;
talent's expectations; mining industry.
I. INTRODUCTION
As companies realized that human capital is one of the most
important keys in achieving a company's goal, there is a
competition among them in getting top talents called the 'war for
talent'. This situation exists due to the short availability of
skilled talent (Mosley, 2015), and it is worst in some particular fields
like science, mathematics, and engineering. One of the industries that
faces a skill shortage situation is the mining industry. This industry,
where high skill talents are needed, is facing a Greybeard Phenomenon--a
term for describing the condition of aging professional workforce and
gender imbalance that exist in the mining industry (Gibson and Scoble,
2004). This phenomenon, along with the high demand on the mining sector,
has created a skill shortage in mining industry (Bloomberg, 2014) and
triggered a competition for talent attraction between the firms in the
mining industry.
In Indonesia, where 133,000 more engineers are needed every year
(Kompas, 2014), the high-skill-shortage in mining industry also existed.
It is compounded by the small amount of university in Indonesia that
offer mining related programs. From these limited universities, only
small number of well-known university are considered as the potential
talent pool by the industry. This situation may create a "war for
talent" between the firms in mining industry within this limited
talent pool. Therefore, in order to win the competition over
high-skilled talents, these firms need to develop some strategies.
One of the suitable strategies in the war for talent is employer
branding. Increasingly, many organizations are setting their budget and
developing a program for this employer branding (Backhaus and Tikoo,
2004; Davies, 2008). Mosley (2015) also states it is the time for
employers to strengthen their brand in order to compete effectively in
the war for talent. By implementing an effective employer branding
strategy, a company can gain more flexible and time effective
recruitment, reduce the recruitment cost, and get a better quality of
applicants (Heilmann et al., 2013). It also can be a tool of
communication for the work environment, so the external people know what
it is like to work for an organization (Love and Singh, 2011).
Then what is employer branding? The term employer branding was
firstly used by Simon Barrow and Tim Ambler on the Journal of Brand
Management in December 1996. They defined it as "the package of
functional, economic, and psychological benefits provided by the
employment and identified with the employing company" (Heilmann et
al., 2013, p.285). It is like the "traditional" recruitment
but aimed for a long-term goal. Employer branding cuts across the
specialism of traditional human resource, then becomes an umbrella
program for them (Edwards, 2010). The main objectives of employer
branding are talent attraction and employee retention. Thus it is
highlighting the offering that companies propose in order to attract the
potential talents, called as the dimensionality of employer branding.
On the first study of employer branding, Ambler and Barrow (1996)
have constructed three dimensions of employer branding: (1) the
functional dimension, (2) the economic dimension, and (3) psychological
dimension. Then, Berthon et al. (2005) developed a scale based on Ambler
and Barrow's (1996) and proposed five dimensions of employer
branding that include interest value, social value, economic value,
development value, and application value. These five dimensions have
since been used as the base of several studies in employer branding
(Alniacik et al., 2014; Zhu et al., 2014), which then propose the
dimensions on various contexts. However, a specific study in mining
industry has not existed in the context of Indonesia. Thus, this paper
is aimed to analyze the employer branding concept in the mining industry
in Indonesia.
II. LITERATURE REVIEW
A. Employer Branding
Branding is a marketing activity that creates a "name, term,
design, symbol, or any feature" on a product to make a
differentiation from other similar products (Bennet, 1998). It
represents the consumer perception about a product and exists in the
minds of the consumer (Kotler and Armstrong, 2007). The implication of
brand concept has not only been meant for product and service that are
mainly defined as personified trademark (Kucherov and Zaylova, 2011),
but also have been implemented in human resource area using the term
employer branding.
The term employer branding was first mentioned by Ambler and Barrow
(1996), who mentioned employer branding as: "The package of
functional, economic and psychological benefits provided by employment,
and identified with the employing company". Most of employer
branding literatures state that employer branding is the branding
activity applied in human resource area (Edwards, 2010; Aggerholm et
al., 2010; Bakanuskiene et al., 2011; Heilmann et al., 2013). It is
about building an image that a company, as an employer, is a great place
to work in the minds of potential talents and fulfilling those promises
to existing employees (Berthon et al., 2005). It places the existing
employees as internal customers and potential talents as external
customers. As the internal customer, the existing employees are being
exposed with the company's value preposition of employer branding
which lead to the workplace culture (Heilmann et al., 2013). By relating
employer brand with the workplace culture, the existing employees are
also helping in communicating the employment offer to the external
customers (Love and Singh, 2011). While for the external customers, the
potential employees are being led by the image a company is trying to
communicate, which is its unique employment experience.
The main objectives of employer branding are employee retention and
talent attraction. Other purposes are to help the organization in
reducing cost, increasing customer satisfaction, and getting higher
return on investment and profitability (Barrow and Mosley, 2005). As
Kucherov and Zavyalova (2011) found in their study, the organization
with employer brand gained a number of economic advantages, there were a
significant different result between a company with employer branding
and one without employer branding from three economic indicators, i.e.,
(1) turnover rate, (2) average share of human resource costs in total
costs of company, (3) the proportion between the annual human resource
training budget and annual labor compensation fund). Heilmann et al.
(2013) also added that better employer image results in a more efficient
recruitment, and improvement of job satisfaction are also the goal in
implementing employer branding. It also can make the recruitment become
shorter regarding to time, more flexible, get better quality of
applicants, and reducing the recruitment cost (Heilman et al., 2013)
because a strong employer branding lead to positive intention to apply
to a job when compared to negative or neutral employer branding (Gomes
and Neves, 2010).
Just like the existing branding science, employer branding also has
personality and positioning (Berthon et al., 2005). It is highlighting
the offering or working environment in a company (Backhauss and Tikoo,
2004). The offering in employer branding science means the working
experience in the company (Edwards, 2010) that is communicated to
attract the potential talents. Further, in order to target the right
one, each industry should know what are the attributes that attract
their potential talents. These attributes are called as employer
branding dimension.
B. Employer Branding Dimension
As stated before, the offerings that the company highlight in order
to attract the potential talents are the job attributes in the company.
Several studies, as previously discusses, have studied these offerings
using the term employer branding dimension. In the earliest study of
employer branding, Ambler and Barrow (1996) have constructed three
dimensions of employer branding: the functional dimension about the
development of career and other activities provided by an employer;
economic dimension that is related to financial such as salary and other
payment; and psychological dimension that talked about the sense of
belonging--the thing an employee perceives in an employment relation.
Yet, Ambler and Barrow (1996) did not develop the measurement for these
dimensions (Zhu et al., 2014). Then based on the works above, Berthon et
al. (2005) developed a scale for the measurement of the dimension that
attract the talents, of which they found five dimensions: (1) interest
value to see in what extend the talent is attracted to a company; (2)
social value for the work environment, such as good relationship among
the team, (3) the economic value for the salary, compensation, job
security; (4) development value for career development; (5) and
application value to see to what extend that the employee's skills
can be used in the company.
As the science of employer branding started to develop, several
studies have been researching employer branding dimension based on its
context. Jiang and Iles (2011) found five dimensions of employer
branding in the private sector context in China. The dimensions were
economic that relates to the employee evaluation on economic need;
developmental, which is about employee's demand on professional
development; social, that relates to employee's need in interesting
challenge; and brand trust, that relates to how employee's perceive
the employer in relation to honesty, credibility, and ability to satisfy
the employee's demand. Alniacik and Alniacik (2012) in a study that
compared the employer branding dimension in age, gender, and current
employment status difference, found six dimension of employer branding:
social, market, economic, application, cooperation, and workplace
environment. When they compared the attribute between female and male
employees, they found that female perceived the importance more in
social value, market value, application value, and cooperation value
than male.
In educational context, there were Bakanauskiene et al. (2011) and
Bendaravicience et al. (2013) who propose employer branding dimension in
University and higher education contexts. Bakanauskiene et al. (2011)
identified four dimensions of employer branding in university, there
were achievement, connection, relations, and system. While
Bendaravicience et al. (2013) proposed eleven dimensions that include
organizational culture, fairness and trust teamwork, academic
environment, strategic management, job satisfaction, supervisor
relationship, compensation and benefit, training and development,
work-life balance, working conditions, and loyalty in higher education
context. Zhu et al. (2014) also developed a set of dimensions of
employer branding based on Chinese context. Since many studies in
employer branding are mostly conducted in Western context, they then
proposed a dimension for Chinese context only. They found that both in
Chinese and Western contexts, the organization can enhance their
employer branding through compensation and benefits, opportunity for
development, and recognition. While the other two are different with the
Western context, in Chinese context, people take work-life effectiveness
and organization mark like leadership, ownership, and prestige, (that
closely relate to functional factors of compensation and benefits, and
opportunity for development) as important factors.
Based on the various studies above, we can conclude that the
dimension of employer branding vary in different context. Thus, in order
to create an employer branding strategy in mining industry, the
dimensionality of mining industry in Indonesia should be studied first.
C. Mining Industry
From Oxford online dictionary, mining industry is defined as the
industry that explores and processes the materials from mines. It is one
of the industries that uses the most advanced technology of all the
heavy industries (Dickie and Dwyer, 2011), so it needs an employee who
has a high level of specialized skills and the process of recruitment
must be efficient (Boxall and Purcell, 2011). Based on MITAC (2005), one
of the key challenges in mining industry in human resource is aging
workforce and retirement. The mining industry needs to recruit more
professionals to replace the aging workforce (Gibson and Scoble, 2004),
but the pool is limited since recruiting talent to remote mining
location is one of the challenges that needs to be highlighted by the
companies (Ednie, 2004). In Indonesia, the limited pool of talents is
also compounded by the limited institutions that offered the programs
related to mining. It may create a talent scarcity and war of talents
between the firms in mining industry in Indonesia, thus employer
branding strategy is needed in the mining industry because the companies
that compete for scarce talent may develop a strategy in order to win in
the war of talents (Heilmann,2013).
There are several researches related to the talent's situation
and talent war in mining industry (Hosking, 2005; Maloney, 2006; Giraud,
2006; Klie, 2008; McCrum, 2013) but it appears there has not been a
research that identifies or uses the employer branding concept in the
war for talent in mining industry. Thus, this study may contribute
knowledge to the theoretical base of employer branding in mining
industry and the idea for companies to develop the strategy for talent
attraction in mining industry.
III. METHODOLOGY
This study is aimed to analyze the concept of employer branding in
mining industry in Indonesia, then comparing them to the talents
expectation toward the company. Thus, this study was conducted using two
steps of data collection.
A. Content Analysis
The data was first conducted using content analysis. The content
analysis is aimed to analyze the employer branding concept in mining
industry in Indonesia. The data was gathered from the company's
website. We were looking for the offering that company communicates
through their website. This data collection was conducted on three
mining company's website in Indonesia.
B. Focus Group Discussion (FGD)
The second part of the data collection is aimed to see the
potential talents expectation towards mining company in Indonesia. The
data was gathered through Focus Group Discussion (FGD) to seven final
year students majoring in Mining at Institut Teknologi Bandung (ITB).
ITB was chosen because it is the top ranked engineering school in
Indonesia and considered as a "hot talent pool" among
employers in mining industry. The age range was between 20 and 23 years.
All of them are males. The FGD lasted in approximately 50 minutes.
Participants were encouraged to discuss the following question: What
kind of factors that you consider when choosing to apply for a company?
IV. DATA ANALYSIS
There are two main points that are discussed in this section. They
are (1) the offering for attracting the potential talents based on
companies' website and (2) the talents' expectations towards
mining company in Indonesia.
A. Companies' Offerings
Just like the existing branding science, the key point of employer
branding is communicating its offer to the potential talents. Based on
the content analysis on three mining companies' website, we
identified the followings:
The first company (Company A) has communicated its offerings on the
company's website. It is stated that it provides supporting
facilities for its employees such as: housing facilities that are
supported by clean water and waste management; canteen; hotel; health
facilities like hospital and clinic; fitness center; entertainment
center, shopping center; religious center; and local airport. It also
stated that the safety of its employees are the most important thing in
operating its mining practice. It promotes a safe working practice as
its work base. Another thing that the company offers is the training and
development program. There are several programs to develop its
employees. For the fresh graduate talent pool, it provides a fresh
graduate program that consists of a two-year training and supervising.
On the company's website, this Company A is also communicating its
CSR as a way to build its good image on the potential talents'
mind. It states that it has several programs for local people: first, on
the economic sector, Company A develops a program for the local micro
and small medium enterprises, so they can enhance their productivity and
help the economy growth. Second, the health program. It is stated on the
website that Company A provides sanitation program, prevention on
transmitted disease, maternal health, malaria, and clean water access.
Third is building the infrastructures for local area. It is also stated
that Company A is helping to promote the local culture to the outside
through several cultural events. To further developing the local people,
it also provides a program for training and hiring the local people to
work for the company. To conclude, Company A offers satisfying
facilities, safe work environment, training and development program, and
it pictures the company as a responsible one through its company's
website.
Next is Company B. Company B's website communicates its safe
work environment, training and development program, the company's
CSR, and a little information on its financial offer. Company B states
that it is implementing a good standard for a safe working environment.
It is written on its website that they endorse the quality, healthy,
safe, and good environment on their mining practice. Unlike the other
companies that only stated they are putting employees' safety at
first, company B provides more information by communicating the way it
manages work incident on the work place and annual incident statistic on
its site. For the training and development program for the employees, it
also provides a fresh graduate program for attracting fresh graduate
talents. It is written that Company B has an annual program and
budgeting for the employees training program. It is aimed to develop the
employees' skill and knowledge, with 63% of the employees are
joining the program. Company B also provides the financial benefit on
its website, though it only states that it offers a competitive reward
for the employees, yet no further explanation about it is available. As
for company's image, Company B focuses on health, economic,
education, environmental, and cultural issues. Unfortunately, Company B
does not provide other benefits such as facilities on their website.
The last is Company C. This company's website communicates its
benefits quite comprehensively compared to the other companies. It
provides detailed financial benefit, the facilities, work environment,
training and development program, work-life balance policy,
non-financial benefit, and its company's CSR. For the financial
benefit, it states that it offers a competitive remuneration for its
employees. It pays the employees more than the minimum wage. During
religious holiday, the employees will get 150% of their basic salary
allowance plus another allowance. It also adds 1.5 million rupiahs 15
days before the Eid Al Fitr for the employees. Another financial
benefits are the annual allowance and leave transportation allowance. As
the company gives its employees 16 days of annual leaves, it gives the
employees 225% of their basic salary plus 750.000 rupiahs as the annual
allowance. The employees are also provided a leave transportation
allowance for them and their legal dependent. A pension plan and 4
million rupiahs for employees' dependent/parents/in law's
death are also included on the financial benefits. As for work-life
balance, company C is the only company that communicates it through its
website. Although not really in detail, it is stated that the work
schedule will be clear and the employees will get 16 days of annual
leave supported by leave allowance and transport allowance as mentioned
before. The employees will also get 12 weeks of maternity leave and 2
days for paternity leave. The next benefit that Company C communicates
is the facilities. It is stated that to overcome the uncomfortable
living stereotype in mining sites, it provides supporting facilities
that will make its employees comfortable and feels like home. Some of
its supporting facilities are: housing complex, parks, banking, hotel,
local airport, fitness centers, school, and pick up shuttle for the
employees' children. And for the work environment, just like
Company A, it is only written that it puts the safety first. Another
benefit is also stated on the website: non-financial benefits. It is
written that Company C provides a good life insurance, soft loans for
ownership of vehicles and home, and also scholarship for employee's
children. As for Company C's image, the same as Companies A and B,
it is picturing its company as doing good deed for the society through
its community developmental program.
B. Talents Expectation Toward Mining Companies
Based on the FGD result, it is found several factors that the
participants consider before applying to a company. When asking the
question, first participant stated that the roster is one of the factors
that they will consider. Roster is a term that is used in mining
industry in regulating the working time. The first participant stated
that:
Most of mining graduate are looking for the roster first before
considering to apply for the job. Like in Indonesia, for what I have
heard, the roster is usually longer than working abroad. Sometimes they
are 5-1, sometimes 5-2. So, 5 weeks working and 2 weeks off. So I will
be looking for the company that proposed a balance roster like a 2-1
roster (First Participant, FGD).
This roster factor might be related with the work-life balance.
Since the main consideration in the roster is how balanced their work
time and off time is.
Another factor that the first participant will look for is
financial factor as in salary and other supporting financial factors
like insurance. As the participant thought that studying in mining is
hard and the job will be hard, he wanted to get a compatible salary. For
this, all the participants agreed with the statement.
The second participant stated that he will consider the safe
working environment first before sending a job application. Since mining
industry is considered as a high risk job, this participant will first
make sure that the company has the best safety regulation. The second
participant also stated that a good life insurance will also be the
participant's first consideration.
Another factor was facilities. All the participants agreed that the
remote location of mining industry must be provided with good
facilities, i.e., a good dormitory or even housing. Most of the
participants also stated that because they would love to bring their
spouses after they get married, they want a company that offers
supporting facilities like schools, hospitals, and shopping centers.
However, these supporting facilities do not seem to be foremost
consideration since they stated that:
It is okay if the company is not allowing us to bring our spouses to
the remote area, as long as they provide a good transportation fee for
us to get back home in every off time (FGD).
Consistent with the balance roster and good transportation fees
that they stated before, they added that the work and life balance were
their main consideration. By having a good roster, they were able to
have a life outside their work in a mining site, ultimately at the time
they get married and start a family.
The stability of the company is also one of the factors that they
consider. One of the participants stated that:
If the company is already a stable company, even though the mining
market is unstable, the company still can continue to operate. So, I
will not lose my job (FGD).
This stability might be related with the job security. Then, all
the participants agree with this statement. Others also added that a
company's image is also important in keeping the stability of the
company. If a company previously has a bad reputation, regarding social
conflict or committing regulation violation, it will threaten the
stability of the company. As one participant said:
If the company is violating the government's rule like tax evasion or
poisoning the environment by their waste, the company could be shut
down by the government. Then I will lose my job. So I will consider
their image before applying to them (FGD).
Another company's image factor also is stated by one
participant. This participant stated that if the company are in conflict
with the indigenous people in the mining site, it might threaten their
life security. This is related to the previously discusses safe working
environment.
Training and development was another factor that every participant
agreed that they will consider in choosing a company. As a fresh
graduate, they were hoping that the company will enroll them to every
department in the industry and provide them a mentor so they can learn
as many as they can from the company. Also, they wanted a company that
provides regular courses, so they can enhance their skills as well as
achieving a higher career level. In addition, in achieving higher career
level, the participants stated that they would consider the company that
provides clear information about their career level.
V. DISCUSSION
Based on the data gathered from the FGD above, it is clear that
there are several factors that the participants consider in choosing the
company to work with. Those are the company's stability related to
the job security, financial stability, company's image, work-life
balance, safe working environment, facilities, training and development.
In Zhu et al. (2014), company's stability is named as job
stability. It is related to the compensation and benefit dimension along
with the pay competitiveness, pay equity, pay stability, long-term
incentive, social insurance, and job security. However, based on the
FGD, the company's stability is only related to job security,
financial stability, and company's image. This might be caused by
the definition of the company's stability found in their
explorative study was the ability of the company to continue to operate
and be able to pay their employees. Thus, the financial benefit in this
study is not included, because based on the FGD result the financial
factor was separated from the company's stability.
Financial, the term that is related with economic benefit, is the
dimension that can be found in most of the previous studies about
employer branding dimension. Ambler and Barrow (1996) named it as
economic dimension, Berthon et al. (2005), Jiang and Iles (2011), and
Alniacik and Alniacik (2012) used the phrase economic value,
Bakanauskiene et al. (2011) used the term compensation and benefit that
is included in system dimension. The term compensation and benefit was
also used by Bendaravicience et al. (2013) and Zhu et al. (2014). Most
of the researches included salary, insurance, and other financial
benefits in this dimension. The results of this explorative study also
echo the findings of the previous studies.
In the work-life balance, the main concern in the mining industry
is the roster that the company's proposed. The roster is the amount
of working time compared to the off time in mining industry. Based on
the results of this study, the potential talents are highly concerned
about the roster since it determines their work-life balance. The amount
of the off time should be quite balance with the working time. Another
factor related to the work-life balanced is the transportation fees
provided by the company during their non-working time. This is quite
similar with the previous study that identified work-life balance as the
employer branding dimension (Bendaravicience et al., 2013; Zhu et al.,
2014), the difference is only on the roster term used in the mining
industry.
Next is the working environment. Most of the studies about employer
branding dimension found working environment either as one of the
employer branding dimensions (Alniacik and Alniacik, 2012;
Bendaravicience et al., 2013) or the attributes related to some employer
branding dimension (Berthon et al., 2005; Bakanauskiene et al., 2011;
Jiang and Iles, 2011; Zhu et al., 2014). However, from these previous
studies, the working environment is mostly related with social factors
such as having a happy/fun working environment that is created by a good
relation with the colleagues and supervisors. Meanwhile, based on this
study, working environment in the mining industry is the safety
regulation of the company. Considering mining as a high risk job, the
potential talent in mining industry wants to ensure their safety by
assuring that the company has the best safety regulation and a good life
insurance.
The facilities in this study are related to the non-financial
benefits proposed by the company. As mentioned above, the location of
the mining site in the remote location makes the supporting facilities
like the housing, health facilities, shopping center become one the
talents' consideration. Especially when they are allowed to bring
their spouse/family. As in previous studies, these facilities might be
included in the benefit and compensation dimension (Bakanauskiene et
al., 2011; Bendaravicience et al., 2013; Zhu etal., 2014).
The last is training and development, it also can be found in some
of previous studies in employer branding dimension (Jiang and Iles,
2011; Zhu et al., 2014). The training and development in this study are
related to the opportunity that the company gives to the employee to
enroll in every department in the company and get some mentors in order
to enhance their skill and knowledge. Another is related to the training
and courses that are supported by the company so the employee can
achieve a higher level of career. Thus, clear information about career
path in the company is also included in the training and development
dimension.
Compared to the content analysis result on the company's
website, we can say that some expectations are already communicated by
the companies through their website. Company A offers its facilities,
safety work environment, training and development program, and its
stability. Company B offers its safety work environment, training and
development program, the company's stability, and a little
information about its financial offer. Company C offers detailed
financial benefit, the facilities, work environment, training and
development program, work-life balance policy, non-financial benefit,
and the company's stability.
All of the companies are building its image by communicating their
feedback to society through the website. As the result of the FGD, the
potential talents want to ensure that the company has good image to
avoid the social conflict or the violation of government regulation that
can threaten the stability of the company. This stability is important
to them because it will lead to their job security and financial
security. Safe working environment also becomes one of the talents'
expectations that has already been offered by the company through their
websites. While for the work-life balance and financial benefits, only
Company C provides the information on their company's websites. As
for the facilities, all the attributes that the potential talents expect
are already mentioned on the website, except for company B which does
not provide any information related to facilities. Meanwhile, for talent
and development, based on the FGD result, it contained the training
program and the clear information about career path. The three companies
have already written their training program on the website, yet for the
career path information, none of the companies provide it.
VI. CONCLUSION
In conclusion, when comparing the company's offering through
their website with the potential expectation, we can see that some of
the potential talents' expectations have already been mentioned on
the website, while only some of them have not. This study, therefore,
suggests that a company should provide clear information about their
offers based on the potential talents' expectations in order to
attract them.
VII. LIMITATION AND FURTHER RESEARCH
This study only analyzes the content from three mining companies in
Indonesia and it only conducts one focus group discussion to explore the
potential talents' expectations toward mining companies in
Indonesia. Thus, further study through interviewing the companies to
find more information about company's offers is necessary, as well
as the confirmatory factor analysis for confirming the potential
talents' expectations toward the mining companies in Indonesia.
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Novi Amelia (a) and Reza Ashari Nasution (b)
(a) School of Business and Management, Institut Teknologi Bandung,
Ganesha Street No. 10, Bandung, Indonesia novi.
[email protected]
(b) School of Business and Management, Institut Teknologi Bandung,
Ganesha Street No. 10, Bandung, Indonesia
[email protected]
Table 1
Previous study about employer branding dimensions in different context
Author Context
Ambler and Barrow (1996) Western context
Berthon et al. (2005) Western context
Bakanauskiene et al. (2011) University
Jiang and Iles (2011) China private sector
Alniacik and Alniacik (2012) Age, gender, and
employment status
Bendaravicience et al. (2013) Higher education
Zhu et al. (2014) Chinese context
Author Dimensions
Ambler and Barrow (1996) Functional; Economic;
Psychological
Berthon et al. (2005) Interest value; Social value;
Economic value; Development
value; Application value
Bakanauskiene et al. (2011) Achievement; Connection;
Relations; System
Jiang and Iles (2011) Economic value; Developmental
value; Social value; Interest value;
Brand trust
Alniacik and Alniacik (2012) Social value; Market value;
Economic value; Application
value; Cooperation value;
Workplace environment
Bendaravicience et al. (2013) Organizational culture; Fairness
and trust teamwork; Academic
environment; Strategic
management; Job satisfaction;
Supervisor relationship;
Compensation and benefit;
Training and development; Work-life
balance; Working condition;
Loyalty
Zhu et al. (2014) Compensation and benefit;
Opportunity for development;
Recognition; Work-life
effectiveness; Organization mark
Table 2
Talent's expectation in mining comparing with previous studies
Talent's expectation in mining Previous Studies: employer branding
industry dimension
Company's stability: Job stability (Zhu et al., 2014);
Security (Ito et al., 2013);
* Company's image Brand trust (Jiang and Illes, 2011);
Organizational
* Company's CSR culture (Bendaravicience et al., 2013).
* Financial stability
* Job security
Work life balance Flexibility (Ito etal., 2013);
Work-life effectiveness
* Good roster (Zhu et al., 2014); Work-life
balance (Bendaravicience et
* Transportation allowance al, 2013)
Safety working environment Workplace environment (Alniacik
and Alniacik, 2012);
Working condition (Bendaravicience
et al, 2013); Social
(Berthon et al, 2005).
Training and development: Opportunity for development (Zhu et
al, 2014);
* Training development and opportunities (Ito
et al, 2013); training
* Mentor and development; (Bendaravicience
et al, 2013);
* Regular courses/ training/ developmental value (Jiang and
Illes, 2011); systems
seminar supported by (Bakanauskiene et al., 2011);
developmental value
company (Berthon et al, 2005).
* A clear career path
Financial Benefits Compensation and benefit (Zhu
et al, 2014;
Bendaravicience et al, 2013)
Satisfaction (Ito et al.
2013); economic value (Berthon
et al, 2005; Jiang and
Illes, 2011).
Table 3
Talent's expectation compare with companies offering on website
Talent's
expectation Company A Company B
Company's
stability:
Company's Community development Community development
image program program
Work-life Not mention Not mention
balance
Safety International safety International safety
working standard. standard and provides
environment more information by
communicating the way
it manages work incident
on the work place and
annual incident statistic
on its site
Facilities Housing facilities Not mention
supported by clean water
and waste management;
canteen; hotel; health
facilities like hospital and
clinic; fitness center;
entertainment center,
shopping center; religious
center; and local airport
Training and Fresh graduate program Fresh graduate program
development that provides a two-year for attracting fresh
training and supervising graduate talents.
An annual program and
budgeting for the
employees training
program. It is aimed to
develop the employee's
skill and knowledge
(63% of the employees
are joining the program)
Financial Not mention Not mention
Talent's
expectation Company C
Company's
stability:
Company's Community development
image program
Work-life Annual leave 16 days
balance (Annual leave allowance
225% of basic salary
+750.000 + transportation
allowance with legal
dependent).
Religious holiday (religious
holiday allowance 150% of
basic salary + PPFP
allowance + minimum 1.5
millions bonus paid 15 days
before Eid Al Fitr).
Pension
12 weeks of maternity
leave
2 days of paternity leave
Safety International safety
working standard.
environment
Facilities Housing complex, parks,
banking, hotel, local
airport, fitness centers,
school, and pick up shuttle
for the employees' children
Training and Dual Career Ladder
development program for functional
career path development.
Pre-retirement program for
employees and family
Financial Salary more than the
minimum wage.
150% of their basic salary
allowance plus another
allowance for the
religious holiday.
1.5 million rupiahs 15
days before the Eid Al
Fitr.
225% of basic salary plus
750.000 rupiahs as the
annual allowance.
Leave transportation
allowance for employees
and their legal dependent.
Pension plan.
4 million rupiahs for the
employee's dependent,
parents, in law's death
