What is Employer Attractiveness?

Employer attractiveness is a key aspect of employer branding and describes how appealing a company is to potential and current employees. Dr. Jessica Naundorf’s dissertation provides a comprehensive presentation of the various aspects that contribute to employer attractiveness.

These aspects are explained in detail below. Employer attractiveness refers to all the characteristics and attributes of a company that make it attractive to potential and current employees. These include corporate image, working conditions, career and development opportunities, corporate culture, and work-life balance (Naundorf, 2016, pp. 64-65). A high level of employer attractiveness helps companies attract and retain qualified talent, which is crucial in times of skills shortages.

1. Corporate Image

A company’s image plays a central role in its attractiveness as an employer. A positive image can be achieved through successful marketing and communication strategies as well as positive media coverage (Trommsdorff, 2004, pp. 32-34; Süß, 1996, pp. 111-113). Companies that are perceived as innovative, socially responsible, and financially stable are more likely to attract qualified applicants. Attractive working conditions include competitive remuneration, additional social benefits, flexible working hours, and a pleasant working environment.

These factors contribute significantly to employee satisfaction and motivation (Naundorf, 2016, p. 12-14). Companies that offer their employees clear career paths and diverse development opportunities are perceived as more attractive.

These include internal training programs, opportunities for advancement, and the promotion of further training measures (Naundorf, 2016, p. 176-178). A positive corporate culture based on respect, cooperation, and appreciation increases employer attractiveness. Employees who can identify with a company’s values and goals are more loyal and committed (Naundorf, 2016, p. 3-5). The ability to balance one’s work and private life is another important factor in employer attractiveness. Flexible working models, home office options, and childcare support help employees feel more comfortable and work more productively (Trommsdorff, 2004, pp. 36-37).

Training and development opportunities are a significant aspect of employer branding. Companies should offer professional development, mentoring, and career development programs to enhance the skills and competencies of their employees. This not only contributes to employee satisfaction and loyalty but also strengthens a company’s reputation as a supportive and investing employer (Naundorf, 2016, pp. 14-16). In view of the changing world of work and the increasing importance of work-life balance, it is crucial for companies to offer flexible working models.

This flexibility shows that the company takes the individual needs of its employees seriously and supports them (Süß, 1996, pp. 114-116). Another important area is company health management. Programs to promote the physical and mental health of employees, such as health checks, fitness offers, and stress management seminars help increase employee well-being and make a company more attractive as an employer (Trommsdorff, 2004, pp. 40-41).

2. Summary: Employer Attractiveness

In summary, it can be said that employer branding measures are diverse and must be strategically coordinated to develop a strong and attractive employer brand. Through a combination of internal cultural development, external communication, employee development, and flexible offers, a company can sustainably increase its attractiveness as an employer and successfully position itself in the competition for talent.

Sources:

• NAUNDORF, J. 2016. Aussagekraft von Employer-Award-Ergebnissen. Dissertation, Otto-von-Guericke Universität Magdeburg. München: Rainer Hampp Verlag
• SCHARFENBERG. O. 2023. Employer Branding for Small- and Medium-Sized Companies.
• SÜß, M. 1996. Unternehmensimage und seine Auswirkungen. Zeitschrift für Betriebswirtschaft, 66 (2). S. 111-126.
• TROMMSDORFF, V. 2004. Konsumentenverhalten. Stuttgart: Kohlhammer Verlag.