雇主品牌是雇主和雇員之間被廣泛傳播到其他的利益相關人、更大范圍的社會群體以及潛在雇員的一種情感關系，通過各種方式表明企業(yè)是最值得期望和尊重的雇主。

雇主品牌這一概念產(chǎn)生于20世紀90年代初，并在近幾年隨著人才競爭的加劇而受到日益關注。雇主品牌是公司在人力資源市場上的定位，是指在人力資源市場上享有較高乃至很高知名度、美譽度、忠誠度的企業(yè)品牌。雇主品牌從人力資源市場競爭中脫穎而出，并得到社會公眾認可。

「應用場景」

如今，強大的雇主品牌被視為吸引和留住最優(yōu)秀人才的重要途徑。在頂級人才流動性很高的當下，這些目標當然值得稱道。但建立特殊的、獨立的雇主品牌是實現(xiàn)這些目標的方式嗎？不是。

Today, a strong employer brand is seen as a critical way to attract, engage, and retain the best people. At a time when top talent is highly mobile, those are certainly laudable goals. But is building a special, separate employer brand the way to achieve them? No.

大多數(shù)雇主品牌的問題在于與企業(yè)品牌和業(yè)務的核心驅動力脫節(jié)。雇主品牌通常由人力資源部門管理，并且經(jīng)常與膚淺的福利聯(lián)系在一起，如免費午餐或無限期休假。僅在美國，現(xiàn)在就有40多家咨詢公司專注于雇主品牌建設，通常與企業(yè)更大的戰(zhàn)略目的脫節(jié)。其結果往往令人失望。

The problem with most employer branding is that it is disconnected from the corporate brand and the core drivers of the business. It is typically managed by the HR department and too often becomes associated with superficial perks, such as free lunch or unlimited vacation. In the United States alone, there are now more than 40 consultancies focused on employer branding, usually separate from any larger strategic purpose. The consequences can be dismaying.

以上文字選自https://hbr.org/2019/06/why-we-need-to-rethink-employer-brand

肯·班塔(Ken Banta)和邁克爾·瓦特拉斯(Michael Watras) ?| 文

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