Likewise the marketing disciplines associated with branding and brand management have been increasingly applied by the human resources and talent management community to attract, engage and retain talented candidates and employees, in the same way that marketing applies such tools to attracting and retaining clients, customers and consumers.
[6] The term "employer brand" was first publicly introduced to a management audience in 1990,[7] and defined by Simon Barrow, chairman of People in Business, and Tim Ambler, Senior Fellow of London Business School, in the Journal of Brand Management in December 1996.
Similar recognition of the growing importance of employer brand thinking and practice has also been recently in evidence in America,[12] Australia,[11] Asia,[13][14][15] and Europe,[16][17][18][19] with the publication of numerous books on the subject.
Many companies struggle with ways to measure the money saved or earned from efforts such as creating a culture video, having a better career site, or developing talent pipelines.
Others are existing HRTech that have evolved to have employer branding capabilities such as the newer generation of applicant tracking systems and job boards.
According to Alberto Chinchilla Abadías "it is advisable that the company train its workers and managers in communication and digital skills in order to effectively use these technologies.
[23][24] While it is clearly beneficial to the organization for employees to understand their role in delivering the customer brand promise,[25] the effectiveness of internal marketing activities can often be short-lived if the brand values on which the service experience is founded are not experienced by the employees in their interactions with the organization.
[citation needed] Compared with the more typically customer centric focus of Internal marketing, internal branding / brand engagement takes a more 'inside-out', value-based approach to shaping employee perceptions and behaviours, following the lead of the 'Built to Last: Successful Habits of Visionary Companies' study published in the mid-1990s.
[28][29] As Amazon.com's founder, Jeff Bezos, asserts: "One of [the] things you find in companies is that once a culture is formed it takes nuclear weaponry to change it".