ТЕОРИЯ И ПРАКТИКА HR-БРЕНД РАБОТОДАТЕЛЯ

Vladimir N Belkin; Nadezhda A Belkina; Olga A Antonova

Authors

Vladimir N Belkin Ural Branch of the Russian Academy of Sciences, Chelyabinsk
Nadezhda A Belkina Chelyabinsk branch of the Institute of Economics, Ural Branch of the Russian Academy of Sciences
Olga A Antonova . , Chelyabinsk branch of the Institute of Economics, Ural Branch of the Russian Academy of Sciences; South Ural State University; Chelyabinsk State University, Chelyabinsk

Keywords:

employer brand, external employer brand, internal employer brand, branding process, employer value proposition, bona fide leader, dishonest leader, leader’s resistance.

Abstract

The article considers the problems of the internal and external brand of an employer. The basic approaches to the definition of the concept of “employer brand” (HR brand)”, “HR branding” are presented. The author's definition of the concept of an “employer brand” is proposed. The creation and development of an employer brand occurs in the process of branding, i.e. brand management. The main goal of the employer brand is to attract the right potential workers from the labor market and retain the existing employees. The study identified the tasks of an employer brand, the solution of which will help achieve the goal. One of the factors that can influence an employer brand is value proposition. Knowing the needs of potential employees allows an employer to develop an Employer Value Proposition (EVP) to become attractive. One of the value propositions from an employer may be a system for stimulating the innovative activity of employees. The incentives for innovative activity can be material and social ones. As the practice of stimulating innovation activity in Russian organizations shows, managers can treat innovators differently: in good faith and in bad faith. The article shows the differences between the honest and dishonest attitude of leaders to rationalization and invention, shows the forms of resistance of leaders: opportunism, absenteeism, restrictionism. As a positive example of the formation of a positive internal employer brand, the experience of PJSC Uralelectromed is proposed.

Author Biographies

Vladimir N Belkin, Ural Branch of the Russian Academy of Sciences, Chelyabinsk

Doctor of Sciences (Economics), Professor, Chief Researcher, Chelyabinsk branch of the Institute of Economics

Nadezhda A Belkina, Chelyabinsk branch of the Institute of Economics, Ural Branch of the Russian Academy of Sciences

Doctor of Sciences (Economics), Associate Professor, Leading Research Associate

Olga A Antonova, . , Chelyabinsk branch of the Institute of Economics, Ural Branch of the Russian Academy of Sciences; South Ural State University; Chelyabinsk State University, Chelyabinsk

Candidate of Sciences (Economics), Senior Researcher; Associate Professor of the Department of Labor Economics and Human Resource Management; Associate Professor of the Department of State and Municipal Administration

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