This summary is provided by the IPR Organizational Communication Research Center.
A successful employer brand leads to numerous benefits that include creating a competitive advantage for the organization, increasing profits and customer satisfaction, and reducing sick leave. Scholars have noted that an employer brand consists of two parts: internal employer brand and external employer brand.
Whereas the external employer brand affects the quality of job candidates and ensures a sufficient number of them, the internal employer brand affects employee satisfaction, engagement, and retention. Given the lack of empirical research on internal employer brands, the authors of the current study focused on understanding the relationship between internal communication practices and employer brands. Specifically, they proposed a model that described the influence of internal communication satisfaction and employee engagement on employer attractiveness (as a reflection of the employer brand).
This study was conducted as a part of a Croatian national research project dealing with internal communication. A total of 1,805 participants completed the survey. Among the respondents, 50% were male and 47% were female. Most participants were under 56 (77%), almost 60% had more than ten years of work experience, and 72% of participants were not a part of management.
1.) When there is immediate feedback, meaningful informal communication, abundant internal communication channels, and an open and equal communication atmosphere, employees are more likely to be satisfied with internal communication efforts, thus leading to employee engagement at work.
2.) Higher levels of internal communication satisfaction contribute to employer brand identification, loyalty, and commitment among employees, consequently increasing the perception of attractiveness.
3.) When employees are willing to put effort and commitment into their work, organizations are perceived as providing a creative and exciting environment, which makes the employer brand more attractive to current and potential employees.
Implications for Practice
Internal communication professionals should 1.) consider developing meaningful informal communication channels that allow their employees’ undisturbed communication flow and fulfill their informational needs, 2.) be strategic in investing resources in communication procedures and use those resources in optimal ways, and 3.) continuously evaluate dimensions that affect engagement and attractiveness of the employer brand.
Špoljarić, A., & Verčič, A. T. (2021). Internal communication satisfaction and employee engagement as determinants of the employer brand. Journal of Communication Management.
Location of Article
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