University of New York in Prague

School of Business

Bachelor of Business Administration Program

FINAL PROJECT

Employer Branding Focused on Generation Y

Author: Lan Anh Tran Ba

(517200)

2019 Mentor: Ing. (M.A.) Dana Hague

 Statement of Originality
I, Lan Anh Tran Ba, hereby declare that the material contained in this thesis is original
work performed by me under the guidance of my mentor, Dana Hague. Any
contribution made to the research by others is explicitly acknowledged in the thesis.

I also declare that this work has not previously been submitted in any form for a degree or
diploma in any university.

Lan Anh Tran Ba, 28.4.2019

 Acknowledgement

In the beginning, I would like to express my deepest gratitude to my mentor, Dana

Hague, for her patience and guidance throughout writing this thesis.

Next, I would like to express my appreciation to my colleagues Eliška Zemanová,

Alžběta Knorková, Petra Fousková and Jana Břichňáčová for continuous support and practical
advice.

Finally, I would like to extend my deepest gratitude to my parents. I am very grateful

for their love, time and support. Moreover, I would like to thank them for their eternal belief
in me. In addition, would like to thank my sister, brother, friends and my partner for always
being there for me.
Abstract / Executive Summary

[The thesis serves reasons why does Employer Branding take a crucial part of nowadays
companies human resource strategy depending on a new labour force – generation Y. The
practical part serves an analysis of employer branding strategy of the recruitment agency
GoodCall.]

Keywords: [: Employer branding, Generation Y, GoodCall, culture, candidate engagement]

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Table of Contents
Introduction ..................................................................................................................... 7

Structure & Objectives ................................................................................................... 9

Research Method ........................................................................................................... 10

1 Employer Branding ................................................................................................ 11

1.1 Definition.................................................................................................................... 11

1.2 Benefits ....................................................................................................................... 12

2 Employer Branding Focused on Generation Y .................................................... 16

2.1.1 Characteristics of Generation Y ........................................................................................... 16
2.1.2 Generation Y’s Expectations from Employer ...................................................................... 16

2.2 Internal Employer Branding Focused ..................................................................... 17

2.2.1 Employee’s Engagement ...................................................................................................... 17
2.2.2 Psychological Contract......................................................................................................... 21

2.3 External Employer Branding ................................................................................... 21

2.3.1 Passive Methods Enhancing Employer Brand ..................................................................... 23
2.3.2 Active Methods Enhancing Employer Brand ....................................................................... 26

3 Practical Part .......................................................................................................... 28

3.1 Methodology .............................................................................................................. 28

3.2 Introduction of the company GoodCall .................................................................. 29

3.3 Internal Employer Branding .................................................................................... 30

3.4 External Employer Branding ................................................................................... 31

3.5 Analysis of Survey ..................................................................................................... 33

3.5.1 Rejected Candidate’s Survey ............................................................................................... 37
3.5.2 Employees’ Survey .............................................................................................................. 41

3.6 Summary of Surveys ................................................................................................. 47

Conclusion & Recommendations ................................................................................. 50

References ...................................................................................................................... 52

Appendices ..................................................................................................................... 58

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List of Abbreviations
EB Employer Branding
WoM Word of Mouth
GC GoodCall
HR Human Resources
Y’ers Representatives of generation Y
EVP Employee Value Proposition

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Introduction
Peter Drucker, famous influential thinker and writer about management theory, said:
“Businesses have traditionally been built on two dimensions: economic and human; the success
of any organization now depends on how strong its talent base is” (Biswas, 2013, p. 4-5).

In the 21st century, the acquisition of new employees presents many challenges such
as an increase in demand for knowledgeable, skilled employees, a lack of qualified candidates,
and a diverse workforce (Horváthová et al., 2016). In addition to this, changes in technology
and human thinking has had an enormous impact on the formation of recruitment and employee
engagement inside the company. As a result, companies are urged to follow, and adapt to, new
trends and the needs of potential candidates in order to attract the best talents on the market and
retain current ones.

A significant influence comes from millennials, known as Generation Y. The impact of

younger generations on how firms lead businesses is enormous and will culminate in five years
when Generation Y is will make up 75 % of the global workforce (EY, 2017). The millennial’s
requirements, values, and overall expectations from the company as an employer significantly
differs from previous generations. This younger generation has also begun to evaluate the
reputation of firms as employers - the Employer Brand (Horváthová et al., 2016). Kim Spivey,
co-founder and partner at Spivey & Olmstead, LLC (executive consulting and talent
management firm) and a community leader with much experience implementing Employer
Branding strategies said:

“You are going to have an Employer Brand, whether you know it or not. And you have
two choices: you can intentionally create, shape, develop and track this brand or you can let it
happen by accident” (Biswas, 2013, p. 5).

Consequently, the recruiter’s role has developed into the role of a marketer as his/her aim
is to attract talent in an environment of highly competitive employers. This reality is often
expressed as follows:

"If you don't engage me, somebody else will" (Biswas, 2013, p. 6).

However, before the company broadcasts itself to the outside world, it should first build a
stable and healthy environment for current employees. The internal culture should be reflected
in the external Employer Branding strategy which is sometimes challenging for companies.

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 All in all, satisfied employees create a base for a stable company and strengthen the
Employer Branding strategy from within (Tegze, 2019).

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 Structure & Objectives
The purpose of this thesis is to describe the development of new challenges in the area of
Employer Branding Strategy. These challenges were caused by a new wave of the labour force
– Generation Y. The practical part of this thesis focuses on internal and external Employer
Branding methods of the company GoodCall. Subsequently, the author investigates awareness
of a company’s Employer Brand from employees, rejected candidates, and potential candidates.

The beginning of the thesis serves as the background of the topic and the author’s
approach to the research. The paper is divided into two parts: theoretical and practical. The
theoretical part serves the definition of Employer Branding and its benefits for the organization.
Then it comes to the introduction of fast-growing generations – Y which will soon comprise a
vast majority of the labour force and, therefore, shape both the talent attraction and internal
culture of companies. The author defines internal Employer Branding and the elements of it
necessary for effective engagement of employees from Generation Y.

Next, the theory focuses on external Employer Branding. It introduces basic principles
of brand theory and the importance for firms to not only build a successful brand for their
product but also a strong brand as an employer.

The practical part starts with the introduction of the recruitment agency, GoodCall. The
author analyses the correlation between the external and internal Employer Branding strategies
and measures their respective effectiveness based on a conducted survey. As an overall
outcome, this thesis will provide key findings and final recommendations to GoodCall’s
Employer Branding strategy.

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Research Method
Secondary Research
For secondary research, the author will use already existing data such as books,
academic journals, articles, podcasts, data from blogs, videos, and conferences led by
human resources experts. Another secondary source will consist of information from
the internal database of the GoodCall company.

Primary Research
The author has been working at GoodCall for one and a half years. She is a part of an
internal people care team that is responsible for internal hiring, employee engagement, and
Employer Branding strategies. Additionally, apart from the author’s experience and
knowledge, the primary research is supported by graph’s, surveys, and interviews.

The theory portion, identifying techniques for enhancing Employer Branding internally
and externally, was collected from secondary sources. Subsequently, the practical part of
the thesis provides an analysis of GoodCall’s Employer Branding strategy based on
secondary data from an internal database and the author’s first-hand information. Next, the
analysis is supported by surveys of:

1. Current employees from Generation Y working at company GoodCall

2. Rejected Candidates from Generation Y.
3. Potential Candidates from Generation Y available on the market

The data from these surveys has been evaluated and the results in the key findings show
whether GoodCall company is successful in promoting its brand as an employer.

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1 Employer Branding

1.1 Definition
The topic “Employer Branding” become a part of the HR dictionary in 1996 thanks to
Tim Ambler, Grand Metropolitan Senior Fellow at the London Business School; Simon
Barrow, the Chairman of the management communication consultants; and People in Business
who first opened the topic in The Journal of Brand Management in 1996. They have highlighted
two important elements of business - “People as the company’s most important asset, and/or
it's brand as its greatest asset” (Ambler & Barrow, 1996, p.186). The connection between these
two elements created a whole new paradigm. Employer Branding which is later defined by
Ambler & Barrow as “Benefits such as a package of economic, functional, and psychological
benefits provided by employment, and identified with the employing organization” (Biwas,
2013, p.8).
According to the book Employer Branding for Dummies (2014) written by Alicia A.
Garibaldi, published by Glassdoor (a website where millions of current and past employees
anonymously address opinions, reviews, and comments to their employers) defines Employer
Branding in following terms:
● Culture – the environment inside the company, a package of values, visions, habits,
and beliefs. Culture strongly influences how employees communicate between
themselves and stakeholders (Garibaldi, 2014).
● Employee’s Opinions – Employees' experience with the employer is very important as
it is easily exposed to the public through Word of Mouth, social media (Fb status,
pictures), or web portals as Glassdoor, Vimvic, and Atmoskop. The company can
enhance its reputation by through employee engagement which will be more discussed
in chapter 4.4. Internal Employer Branding (Garibaldi, 2014).
● Candidate Opinions – The first contact with the candidate is very crucial and usually
has an enormous impact on the candidate’s decision-making process. Moreover, if the
human resource team does not provide enough service during the recruitment and
onboarding process, the candidate may share his/her experience which may discourage
other candidates from applying and thus downgrade the company’s reputation
(Garibaldi, 2014).
● Corporate Brand – Corporate strategy closely correlates to its Employer Brand as the
customers do not view only the company’s product but also the employment experience
(Garibaldi, 2014). If the employees are not satisfied at work and that dissatisfaction

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 manifests publicly (e.g. not paying healthcare for employees) then the customer will
think twice about whether or not they are going to purchase goods from that particular
brand. This is strongly related to the millennial generation as “37 % of them say they
are willing to purchase a product or service to support a cause they believe in, even if it
means paying a bit more” (Millennial Marketing, 2019). On the other hand, if the
product, company, or brand conflicts with millennials’ vision, they are more likely to
stop buying the product or working for the company. These four elements can be
demonstrated in figure 1. It shows the retailer cycle, involving Word of Mouth that
affects the purchasing power of the customers, employee satisfaction, and potential
candidates’ interest.

Figure 1: Word of Mouth Retailer Cycle

The Journal of Brand Management (1996) Volume 4 Number 3.

1.2 Benefits
The terms brand and marketing are initially connected with an increase in sales of
the product/service and thus the company’s goals through the satisfaction of a customer’s
desires. The same can be applied, if we substitute ‘customers’ with the ‘employees’ and
‘product/service’ with ‘employment experience’ (Biwas, 2014). The brand helps to
tighten the relationship between the employer and employee which leads to brand loyalty,
increases in performance, and overall employee satisfaction at work (Ambler & Barrow,
1996). Consequently, the cost of hiring is reduced over the long-term as it is cheaper to
keep current employees rather than hire and train new ones (Ambler & Barrow, 1996).

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 The report released in 2007 by the Chartered Institute of Personnel and Development
(CIPD) lists four main reasons why Employer Branding takes a crucial part in modern Human
Resource strategy:
1. The power of the brand
2. The increasing focus of employee engagement
3. The prevailing labour market at the time and the war for talent
4. HR’s ongoing search for credibility. The evidence for this is from numerous
publications on the topic both in business and in the popular press. (CIPD,
2007)
The first reason “the power of the brand” is a very important part of the recruitment
process. Former Coca-Cola’s CEO Muhtar Kent said: “A brand is a promise. A good brand is
a promise kept.” In other words, an employer's good reputation is the direct result of satisfied
employees and it is a promise for potential candidates that they will be satisfied at the company
as well. Thus, Employer Branding is not just about marketing but also represents the beginning
of a relationship between employer and new employee. (Biwas, 2014).
The second reason “The increasing focus on employee engagement” can be interpreted
through Aesop’s fable of "The Goose and the Golden Egg" which was used by Stephen R.
Covey in his book The 7 Habits of Highly Effective People in 1989. The fable is about a poor
farmer whose goose has started laying golden eggs. The farmer is surprised and cannot believe
his good fortune. However, he later became greedy as time passes by and the goose continues
to produce golden eggs regularly. He becomes eager for more and more eggs of pure gold and
does not care about the goose at all. One day, the farmer decides not to wait for the eggs
anymore and so kills the goose, ripping her stomach open to take them all. However, the
stomach was empty, and the goose was dead, leaving the farmer with nothing.
The fable demonstrates how real effectiveness relies on a balance of two things:
product/service/delivery (golden egg) and the producing asset (goose). The same can be applied
to an employee’s engagement. Employers should take care of their employees and keep them
satisfied. Consequently, the ‘golden eggs’ will be produced over the long-term which will
ultimately lead to both employer and employee satisfaction.
The third and most relevant point for the 21st century is the pre-existing and ongoing
war for talent. Based on the Talent Shortage Survey run by the recruitment, agency, Manpower,
in 2018, companies reported 45% talent shortages in 2018 which reached its highest peak since
2007 as the graph below shows:

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Figure 2: Talent Shortage Over Time

Manpower Group (2018). Talent Shortage Survey.

According to Simon Barrow, the creator of Employer Branding, companies often
look for an immediate solution when the need for talent arises. Consequently, the
solutions for problems such as high fluctuation or attraction of talent are short-term and
myopic.
By contrast, if companies asked the question “How can we run a successful
business?” they would be more likely to look towards a long-term solution, and it would
help them react faster to labour market changes. The Employer Branding strategy
maintains awareness of the company as an employer and engages potential candidates
regularly. As a result, companies might create their own pipeline of candidates for future
shortfalls in talent availability.
The last reason is ongoing Human Resource exploration and development of
subsidiaries. The topic of Employer Branding, in particular, comes up constantly and it is
strongly connected to the previous point about talent shortages. This increasing awareness
about the benefits of Employer Branding has increased its importance within the overall
hiring and retention strategies of companies. According to a survey conducted by the
Harvard Business Review in 2014, around 2000 executives involved in Employer Branding
strategies have stated that the responsibility for the branding strategy should fall to the CEO
or to the company's marketing division. This trend can be seen from in the following graph:

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Figure 3: Employer Branding Importance

Harvard Business Review (2014). CEO’s Need to Pay Attention to Employer Branding.

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2 Employer Branding Focused on Generation Y
The situation in the labour market is changing dynamically due to a new workforce wave
represented by Generation Y also called Millennials, Generation Next, Echo Boomers,
Generation Me, and iGeneration (Horváthová et al., 2016). Most of them are at the beginning
of their careers and will make up 75 % of the workforce in 2025 according to a Deloitte survey
run in 2014. This young generation was born between 1980 and 2000. However, scientists have
not agreed on a unified range (Horváthová et al., 2016). The characteristics of this generation
differ significantly from previous generations in many respects. Consequently, the acquisition,
retention, and overall partnership between employer and employee will lead to a break-down
of stereotypes within the organization.

2.1.1 Characteristics of Generation Y

Millennials were born into a relatively peaceful era and favorable conditions in
comparison to other generations because they did not experience worldwide conflicts on the
same scale as previous generations. (Meier &Crocker, 2010). In general, they obtained full
attention and support from their parents and were raised in the belief that they will achieve
whatever they want. As a result, the generation is very ambitious and eager for development.
According to Meier and Crocker, Millennials have had the most access to education of all
generations hitherto. Most of them attend a high school and then major part of them enter a
university for a bachelor’s degree and continue towards undergraduate studies (2010).
Additionally, Generation Y is the most connected generation of all time thanks to technological
development (Eisner, 2005). Because of these factors, Millennials are very sociable, skilled in
multitasking, but also quite anxious due to their immediate access to an enormous volume of
information. As a result, they might have less endurance when working on a long-term
demanding task as they are used to obtaining results immediately (Rezlerová, 2009).

2.1.2 Generation Y’s Expectations from Employer

The expectations this younger generation has for its putative employers was formed by
many factors. As children, they were appreciated for all of their achievements. Thus, justified
recognition and appraisal have become qualities that they expect from management. Moreover,
they had a chance to observe their parents' career developments and also their career setbacks
caused by economic crises and increased automation (Loughlin, 2001). As a result, Generation
Y is oriented more on self-development and the accomplishment of personal goals rather than
organizational objectives. According to a report "How Millennials Want to Work and Live"

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conducted in 2016 by a Gallup poll, 60 % of millennials are open to new work opportunities.
They are likely to change jobs “an average of 4 times before the age of 32” (Gallup, 2016). In
other words, they are no longer searching for life-long employment as their parents did but
rather than for a higher purpose and self-fulfilment at work with the possibility of making a
difference in their chosen field.

2.2 Internal Employer Branding Focused

Internal Employer Branding is focused on how employees view the company as an
employer (Hankinson, 2004). It includes the organization’s communication of brand values to
the employees for the better understanding of its culture and vision (Gull & Ashraf, 2012).
If the internal Employer Brand is not constantly evolving, it can lead to a lack of employee
loyalty and consequently higher fluctuation of turnover.
The Employer Brand can be built in three ways according to Bergstrom, Blumenthal, and
Crothers (2002):
1. Effective communication of company values to the employees
2. Building employees trust in a brand and its competitive advantage within the
market.
3. Unifying employees’ efforts to the singular purpose of delivering “brand
essence”

2.2.1 Employee’s Engagement

Building a successful internal Employer Brand depends heavily on employee engagement
within the company. According to The Gallup Organization, engaged employees are those who
"work with a passion and feel a profound connection to their company and drive innovation
and move the organization forward “(2006). These employees are satisfied at work and possess
a positive attitude which increases their productivity to a kind that aligns with a company’s
vision and objectives. According to Barrow and Moseley (2005), engaged employees from any
generation fulfil the following conditions:
1. Comply with the vision, values, and goals of an organization.
2. Believe in the purpose of services and products produced by the organisation.
3. Is proud to work for the organization.
4. Has friends at work.

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 5. Is satisfied with his/her current position and with the career opportunities
provided.
6. Recommends the employer to his/her friends and family.
7. Intends to stay in the company for the long-term.
All the points mentioned above are signs of a highly engaged and satisfied employee
who consequently contributes to a strong internal Employer Brand. However, the mix
of elements that enhance employee engagement is specific to every generation.
Generation Y especially requires a more individual approach and space for self-
realization which is reflected in the following organizational parts:

A) Culture & Employee Value Proposition

The challenge of developing a culture that constantly engages Millennials

belongs to Human Resources strategic management. According to Pfeffer (2007), who
conducted a survey among 2000 employees, more than half of them would work an
extra hour if the working environment was better.
Moreover, Millennials are motivated by company culture and vision more than
any other generation before. According to a Deloitte survey (2014), two out of three
Millennials says that the organization’s culture was the main reason why they chose to
work there. Furthermore, only one out of five stated that they are satisfied at
organizational cultures without a purpose and vision. Overall, the results from Deloitte's
research (2014) of millennial’s cultural needs are as follows:
• “Be purpose driven in their work, first and foremost.
• Invent new ways of doing business and solving problems
• Create flexible careers that play to their strengths and avoid being “stovepiped”
into one aspect of a business
• Collaborate openly, using tools that allow them to gain visibility with others,
exchange ideas and innovate solutions
• Try a new way of solving business issues without the “this is the way we’ve
always done it” mentality.”

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 Organizational culture is part of the Employee Value Propositions which is a kind of
package of benefits, work environment, and work-life balance. According to Tegze (2019), the
difference between the Employer Brand and the Employer Value proposition is as follows:
• The Employer Brand communicates to the world “Who we are” as a company.
• The Employee Value proposition conveys to potential employees “This is how
we are going to take care of you”.
The more benefits that are offered to employees, the more the Employer Brand of the
organization is strengthened.

B) Management
Generation Y is determined to work hard, but they also demand to take responsibility for
the task and see it to fruition. Thus, organizations should provide a variety of job choices, work
scheduling, and possibilities to work on a different project in order to create a more dynamic
environment. According to a Deloitte survey (2015), millennials want to have the possibility of
job rotations. For example, they would spend approximately two or three months in a different
department, or even a different country, within the organization. They would have a chance to
obtain a global overview and bring innovation that might significantly impact the business.
Successfully settled performance management is one of the tools that substantially
increases employee engagement (Gilbert, 2011). Millennials especially demand prompt
evaluation of their performance and the celebration of even their small successes (Sitara, 2017).
The urge for immediate feedback results from social media where users are evaluated on a daily
basis in the forms of likes, comments, etc. Thus, Generation Y relies on real-time opinions and
assessments from others to help to measure their performance levels in various parts of their
life. In order to motivate Millennials to work effectively, HR professionals should incorporate
continuous feedback, coaching, and appraisals provided regularly. (Cascio, 2014).

C) Work-life Balance
Generation Y does not seek only flexibility in choosing what type of task or project they
want to work on. Another important factor for them is a balanced combination of work and
personal life (Kerslake, 2005). Provision of work-life balance at companies (e.g. flexible
working hours or home office) might be a factor which has a direct impact on Millennials'
decision-making when searching for a job. The opportunity to schedule working hours falls

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under the Millennial’s essentials because of a high commitment to socialization. Relationships
with family and friends hold first place in their values and therefore Y’ers strongly rely on
accommodation of their private life and work. Moreover, technological developments have
brought the internet to households. Therefore, working from nine to five at an office is not
standard, or necessary, anymore (Prokopeak, 2013).

D) Training & Development

Training and development is one of the most valued requirements of Generation Y. If an
organization offers a variety of training, job rotations, or further academic opportunities, the
attraction and retention of Millennials become more successful Baruch (2004). Moreover, they
demand clear career paths and defined progressions within a specific timeframe (Sitara, 2017).
In 2018, Deloitte released a publication “First Steps into the Labour Market” stating that
Training and Development are a key factor when making a decision about a future job. As you
can see from the graph, the ‘opportunity to develop and learn and acquire new skills’ was
chosen by the majority of millennials.

Figure 4: Millenial’s Scale of Values

Deloitte (2018). First Step into the Labour Market

In the event of career stagnation, Millennials will search for other opportunities outside
of the company. Their primary concern is not job security but rather they are focused on self-
realization and personal growth (Sitara, 2017).

E) Contribution to Society
Corporate Social Responsibility is another important factor for Generation Y. Creating a
feeling of positive environmental impact and of contribution to society gives Millennial’s a
perception of purpose in their work. If companies provide opportunities to participate in

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voluntary work, then employee retention increases. Moreover, volunteering brings many
positive outcomes. It reinforces social bonds, encourages integration into the community, and
decreases the probability of employees looking for work elsewhere. (Shepherd, 2007).
Additionally, Generation Y is not only interested in social interaction but also in environmental
issues. Thus, companies that support sustainable environmentalism, care about their employees,
and produce a service or product with purpose, are generally the first choices for Millennials
(Martin & Tulgan, 2006).

2.2.2 Psychological Contract

The Psychological Contract is a kind of unwritten agreement between the employer and
employees (Rousseau, 1998). The contract includes expectations from the employment
relationship on both sides. It also defines what a specific party is obliged to provide and can
expect to receive. The agreement usually exists before the formal agreement is signed
(Rousseau, 1998). The Psychological Contract can be used by managers to impart expectations to
various groups of employees (Pant & Vijaya, 2015).
With the advent of Generation Y, the Psychological Contract rapidly gained importance. The
Millennials’ expectations from employers are much higher compared to those of other generations
as was mentioned in the chapter ‘Generation Y’s Expectations from Employers’. Thus, there is
a risk that organizations will not understand or be able to meet those expectations. This can lead
to the breakdown of the Psychological Contract.
Employer Branding and the Psychological Contract are closely intertwined. The external
Employer Brand promotes a company’s culture, vision, and opportunities for potential
candidates. External Brand information provided by the company plays a major role in
candidates' decision-making processes. However, companies sometimes tend to exaggerate
their appearance on the market to stand out. Consequently, attracted candidates or new
employees experience a violation of the Psychological Contract which might lead to a
fluctuation of employee numbers and saddle the company with a bad reputation.

2.3 External Employer Branding

The next chapter will introduce effective ways and channels for companies to promote
their Employer Brand to potential candidates. Firstly, the company must differentiate between
a company brand and an Employer Brand. The company brand is defined and regulated by the

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company. On the other hand, the Employer Brand is shaped and developed by stakeholders
and employees, therefore every employer has a brand even though he is not intentionally
building it (Hall, 2016). In this technologically driven era, candidates, especially those born
within Generation Y, have many opportunities to access information about employers
available on the market. Careerealism survey (2016) states that 80 % of candidates will
research an employer on the internet before applying. This being the case, if there is a limited
amount of information about the company, the prospective candidates are likely to lose
interest. Consequently, employers must know how to manage information about the company
shared via website or social media (Tegze, 2019).
In order to attract the best talent, the role of recruiters and HR executives has
somewhat evolved into the role of marketing specialists. When a company has a pleasant
culture and work environment but is not able to effectively communicate it to a candidate, the
candidate is more likely to be attracted by a competitor (Tegze, 2019). Thus, it is crucial to
have a clear and easily presented company message. For example, a better understanding of
the previous statement can be gained by looking at KPMG. The main motto of their
recruitment campaign is “We have grown up” (KPMG, 2019). This slogan demonstrates
KPMG’s emphasis on career development opportunities and personal growth for every
employee from the very beginning of their employment. The campaign includes individual
stories of selected employees and narrates their career growth within the organization.
KPMG’s recruitment campaign is a great sample of an Employer Branding strategy focused
on Millennials.

The channels through which companies can promote the brand can be divided into two
groups: passive and active. Passive channels are those where the company does not have
direct contact with the candidate. For example, this can mean web portals, career portals, or
articles in newspapers and magazines. On the other hand, active methods that enhance a
company’s brand are those where the job seeker and employer interact in person, for instance,
internships or job fairs at universities. Combinations of passive and active methods ensure
strong communication of the Employer Brand and engagement of active or even passive
candidates (i.e. people that are not actively looking for a job). Moreover, if companies meet
their potential candidates in person, they can more effectively build rapport and obtain
immediate feedback for further improvement.

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2.3.1 Passive Methods Enhancing Employer Brand

A) Website of the Company

A career website is an employer’s flagship for job seekers as can be seen from the
LinkedIn survey “Inside the Mind of Today’s Candidates” (2017). This survey was conducted
across more than 20 countries, and details how candidates spend approximately one to two
months gathering information before they decide to apply. One of the major sources of
information about the company is a company’s career website according to the following
graph (Basu & Schnidman, 2017).

Figure 5: Linkedin survey

Thus, it is very important to have consistent content and website design. The design
should comply with the company’s character and provide potential candidates with a sense of
the corporate culture. When creating an effective career website, the employer should convey
a strong vision, inspiring content, an appealing design, and an emotional bond (Tegze, 2019).
These elements give candidates a sense of who the company is looking for and what are the
key factors that a specific company appreciates in its employees.

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 One of the better means of communicating a company's culture is the utilization of
story-telling. Sharing employees’ stories is a great way to relate to potential candidates. Job
seekers can create their own opinions about the company based on real employee experiences
(Tegze, 2019).
Finally, employers must keep their career website accurate and updated. If companies
promote positions that are no longer available, it can lead to a bad impression.

B) Social Media
Social media has become the place where Millennials spend most of their time. Thus,
active job seekers from Generation Y look for information about employers through social
channels. According to the LinkedIn survey “Inside the Mind of Today’s Candidates” (2017),
49% of candidates follow companies on social media to keep up to date about job
opportunities. Social media has become another way to source, attract, engage, and convince
candidates to apply to the company.
According to Jiří Halbštrát, Marketing, PR & Candidate Sourcing Director at the
recruitment agency, Manpower, the most popular social media platforms utilized for the
attraction of talents are Facebook, Twitter, and LinkedIn. These social channels have the
widest network of users and therefore create an expansive environment for a company’s
presentation. As you can see from the previous graph, LinkedIn is the second most used
source of information about the employer and plays a crucial role in job changes for 35 % of
candidates (LinkedIn survey, 2017). If companies want to build an integrated Employer
Brand, they must learn how to effectively work with social media platforms. Failure to share
information and interesting stories/events will result in a weaker Employer Brand (Tegze,
2019).

C) PR Activities
The next passive method deals with various public relation activities. Companies can
share job opportunities, updates about the working environment, or opinions on a certain
topic. They can communicate through magazines, newspapers, or specialized web portals like
proudly.cz or Vimvic.cz. These web portals are becoming an increasingly important way for
companies to raise their profile. The portals serve as a showroom for companies to present
their culture, employee stories, and work opportunities in an engaging way.

24
 D) Viral videos & Guerrilla Marketing
Viral videos and guerrilla marketing are some of the most effective ways to gain a
jobseeker's attention. These two methods are quite rare, however, when the execution is well-
done, it results in highly valuable outcomes. Viral videos can reach many people and thus,
engage with a wide audience. A great example of this is a Czech Public Transportation
company’s career video promoting the position of bus driver1. The driver is presented as the
hero in a film trailer designed to lure new candidates for the position. This video got 188, 000
views on YouTube and earned the title “Career video of 2018”.
Another creative way to attract candidates is Guerrilla Marketing. This technique
includes unconventional marketing practices in order to generate maximum results with
minimum sources (Levinson, 2007). Guerrilla Marketing relies on time and ideas rather than
money. The aim of this non-traditional technique in recruitment is to engage, surprise, and a
promise of exclusivity in order to increase a candidate’s interest to apply for a certain
position. Guerrilla Marketing helps many recruiters to stand out within their industry.

An inspiring example is Jan Tegze who works as a senior recruitment manager and has
around fourteen years of experience within the recruitment industry. One day, on his way to
work, he bought a package of chalks. When he came to the building of his competitor, he
wrote on the wall: “We are looking for new colleagues!” and added a link to his company’s
career website. As a result, he got a relevant applicant thanks to this activity which cost him
only 25 CZK.

E) Partnerships
Partnership with organizations and universities is another method to draw in potential
candidates. A strong example of partnership is the cooperation between KPMG and the
University of Economics. KPMG provides services related to audit, taxes, advice, and law.
The company mostly employs individuals with economic and financial backgrounds. Thus, it
is very beneficial for the company to maintain a presence at a pool of burgeoning talent.

1
https://www.youtube.com/watch?v=Bft0aAChMaU

25
Being one of the main partners of the University of Economics allows KPMG to get involved
in student activities, organize events, and offer internships and training. In fact, the company
has a direct impact on the workforce during the study period which increases the probability
that fresh graduates will choose to work there.

2.3.2 Active Methods Enhancing Employer Brand

A) Job Fairs
According to Christina Pavlou, “job fairs are like speed dating for recruiting” (2019). At
a previously agreed upon time and place, employers and candidates meet and look for a
match. It serves as a successful method to promote the Employer Brand within the younger
Generation Y. Millennials have a chance to meet the representatives of the company in person
which increases the chances that an employer will make a positive and unforgettable
impression.
For employer's, job fairs should play a crucial role when forming an external Employer
Branding strategy due to the following reasons:
• It helps the company to differentiate itself from its competitors and compare
opportunities.
• It can serve as a tool for the communication of an employer’s main benefits,
vision, culture, and career development.
• The job fair enables direct communication with the candidate; thus, the company
can respond to questions or uncertainties and build a relationship.
• The company can identify the profile of a typical candidate’s likely to be
interested in applying.
• Moreover, the company can receive a CV from potential candidates and
additional information from the interview.
The biggest job fairs organized in the Czech Republic are Career Days organized by
the non-profit organization AIESEC and career expo ŠANCE held by the University of
Economics.
B) Open Days & Internships
Another option, and probably the most effective to become closer to potential
candidates and present a company’s culture, is to invite them directly into the office. There
are many possibilities for employers to encourage candidates to visit the company. One of

26
them is an open day, where candidates have a chance to see an ordinary workday in various
departments. In addition to this, the candidate’s experience will be enhanced by workshops
and inspiring talks inside the company.
Internships are another possibility to convert potential employees into a part of an
organization. According to a survey conducted by the National Association of Colleges and
Employers (2010), 58.6 % of interns turned into full-time employees. This rate indicates that
internships are highly valuable payoffs for employers.

C) Events at Universities
Organizing events, courses or workshop at universities is another way to increase
awareness about the company brand. A great example is a day of banking professions at the
University of Economics or subjects taught by experts from various corporations. Invested
time and effort by the companies can yield positive long-term results for brand awareness and
candidate engagement.

D) Word of Mouth (WoM)

A final element for building an employer’s brand is Word of Mouth. WoM belongs to
very specific channels that can enhance but also harm the Employer Brand. The channel is
described in three ways:
• Word of Mouth is an informal way for people to share information. It is a social
phenomenon. (Cable, Aiman-Smith, Mulvey, & Edwards, 2000).
• Sharing and passing information is significant for WoM. Thus, it leads to an
informational social influence which refers to the reception of information from
others combined with subjective internalization (Cohen & Golden, 1972).
• WoM is a source that is not directly influenced by the company. It is produced
by people that have no financial interest in promoting the organization (Buttle,
1998).
As a result, companies cannot directly influence the reputation generated by WoM.
However, they can try to impact WoM indirectly by recruitment activities, providing feedback
to rejected candidates, creating a relationship with key influencers, or implementing a referral
employee program (i.e. providing bonuses when employees recommend a new colleague)
(Hoye, 2014).

27
3 Practical Part

3.1 Methodology
The first half of the practical part is dedicated to the analysis of company GoodCall’s
Employer Branding strategy. The author extracted information from the company’s employee
manual and her own experience. First, it starts with the introduction of the company. Then it
continues with the overview of GoodCall’s culture and elements enhancing employees’
engagement that falls into components of internal employer branding concept. Finally, the
chapter introduces external employer branding methods and channels utilized in the
promotion of the company’s culture and vision.
In the second part will be introduced results from conducted surveys. The aim is to
identify awareness of GoodCall’s employer brand among employees, rejected candidates and
potential candidates from generation Y. Thus, the author has decided to create different types
of questionnaires for previously mentioned groups. Surveys are compounded from qualitative
and quantitative questions in order to reach effective results.

Survey for Potential Candidates

The survey was aimed at potential candidates from Generation Y. The goal was to collect
at least 50 respondents which was successful. The questionnaire was shared in FB groups of
the University of Economics, Czech University of Life Sciences, Charles University, the
University of New York in Prague and Newton University, where is considered the highest
concentration of Millenials.The survey researched where the representatives acquire
information about the employer and what is the overall awareness about company GoodCall
across the young generation.
The survey was compounded from 6 and 1 under question:
• First three questions collect basic information about the respondent as an education
level and gender. The author included a question about the age in order to filter only
respondents from generation Y.
• Next two questions asked about sources, where candidates search for the information
about the employer and the importance of culture.
• The last two questions referred to a company GoodCall and track the level of
awareness among the respondents.

28
 Survey for Rejected Candidates
The questionnaire was distributed via email and filled by 11 rejected candidates within
one year. All candidate applied or were sourced by the company. The author’s aim was to find
out whether the perception of the brand would change in case that the recruitment process
does not end up in favour of candidates. Aspirants that were rejected by the company hold an
enormous impact on the employer’s reputation as they tend to speak up in case of
dissatisfaction. The survey consists of 8 questions:
• First two questions were one possible choice and collected data about gender and
education. The author did not include a question about the age as all the approached
employees were born within a generation Y range.
• Next three questions aimed at how employees found out about GoodCall, what was
the reason they have applied or whether they were aware of the company before they
have decided to apply.
• Then the survey continued with the questions about communication of the company’s
values.
• The last questions were related to the topic of real versus presented state. In other
words, whether the presented culture reflects the internal conditions.

Survey for Employees

The survey questions were distributed to 11 GoodCall’s employees that have started
working at the company within one year. All the employees have started on the entry position
of Talent Sourcer but some of them have already experienced career progress. The employees
were purposely chosen for the survey. The goal was to ascertain how employees view GoodCall
as an employer and whether they comply with the company’s values and vision. The survey
consisted of a total of 10 questions. 8 of them were the same as questions served to rejected
candidates. The rest two referred to the current position at the company and asked about
employee’s expectation from the position. These questions were not included in the rejected
candidates’ survey as they did not experience to work in the company.

3.2 Introduction of the company GoodCall

The company GoodCall Group was established in 2014 (GoodCall, 2018). The
company operates as an innovative recruitment agency and provide outsourced recruitment

29
services to clients. According to Employees manual (GoodCall, 2018), the company focuses
on new innovations in sourcing strategy for effective acquisition of talents. The biggest
difference between the ordinary recruitment agency and GoodCall lies in an overall strategy
of the company. The GoodCall attempt to discover and apply new trends in recruitment
industry thanks to what earns its competitive advantage within the market. All three founders
of GoodCall have gained a lot of experience in various parts of the recruitment industry.
Moreover, each of them is a founder of one GoodCall sisters’ companies.
One of the two sisters’ companies is Recruitment Academy that offers training mainly
in sourcing techniques and recruitment. The training company provides regular lectures to
employees but also for external clients. The second sister is IT company Datacruit focused on
the development and support of new applications. Datacruit has developed GoodCall’s
internal database for better orientation between the candidates. All companies complement
each other and create a strong trio of mutual support resulting in a sophisticated business
model.

3.3 Internal Employer Branding

The company experiences fast growth in revenues, number of employees and
branches. Despite a rising complexity, the GoodCall tries to maintain its start-up atmosphere
and opened environment. The company emphasis on the satisfaction of employees, clients and
candidates. The company’s trust in employees creates a space for self-realization and the
possibility to take responsibility for the task. The only conditions that the company
communicates to employees is the phrase “Use good judgment”. This sentence represents the
company’s style of work when whatever is done has to be in the best judgment of the
individual.
According to the latest GoodCall’s EVP research, the five most of repeated values
from employees were trust, innovation, openness, friendship and flexibility. The trust
represents the fact that employees can work autonomously on the project without being under
micromanagement supervision. GoodCall’s management is very opened and shares open
offices with the rest of the employees. Thus, any employee can stop by the management table
and ask for help. The feedback for employees is organized once within three months in the
form of appraisals. Every employee has an opportunity to receive and give feedback on one to
one meeting with his/her manager. Moreover, managers are exposed to 360-degree feedback,
when they pick up 9 people who are going to fill up an assessment of the manager.

30
 The next employee value proposition was innovation. The employee appreciates that
the company works with the most current technologies and at the same time tries to find new
trends within the industry. Openness means for employees a right to raise an opinion and not
being charged. The value of friendship was also mentioned because most employees have real
friends at work with who they spend time even outside the offices. The last value; flexibility
is related to the fact that employees can adjust the work time to their needs. Surely, without a
significant affection for their responsibilities and results.
In addition, the company is strongly involved in corporate social responsibilities. They
have started a project Genixa which helps to disadvantaged groups on the labour market. The
volunteers offer training and consultancy during the searching process for a new job
(Genixa.cz, 2019).

3.4 External Employer Branding

A) Passive Methods Enhancing Employer Brand

GoodCall’s external Employer Branding channels include the company website that
went through a significant update lately. The fresh design and pictures of real employees in
the background comply with the company’s nature. According to content in a career section,
the company introduces the management members and show their photos. In addition, the
following section shows some of the GodCall’s employees as well. Next, the company
presents available positions for internal needs. Sharing names and pictures of the company’s
management and employee is a very effective way how to nearer to a candidate and make
them feel more familiar with the employer.
The next communication channel is social media, mainly Facebook and Instagram.
The company usually communicates daily life in the offices, occasions, funny moments or
employees’ birthdays. PR activities are presented in the form of interviews with employees,
specialized articles about recruitment or company’s profile at online career showrooms
(proudly.cz, cocuma.cz). According to the articles written on a subject of recruitment, the
company has a unique method represented by one of the founders – Josef Kadlec. Josef has
started his own website called HR Mixxer where he shares new technologies in recruitment
with other experts from the field. Moreover, he attends HR and recruitment conferences or
presents at universities. The fact that one member of management is at the same time an
influencer in the field brings the company a strong competitive advantage among the
employers and businesses.

31
 Another active method enhancing employer brand are partnerships. GoodCall has a
partnership with international event EVOLVE which hosts the best experts in technological
recruitment across the world.
Finally, the company’s employees record engaging videos. For example „How to
handshake on the interview“ or an every year Christmas video. Guerilla Marketing is the only
one active channel that has not ever been practised by the company.

A) Active Methods Enhancing Employer Brand

Between GoodCall’s active methods are included events and job fairs at universities,
internships for students and word of mouth. This year has company attended job fairs at
Anglo American University and Czech Life Science University. Unfortunately, the company
was not presented at job fairs as Šance organized by the University of Economics or Career
Days organized by student’s non-profit organization AIESEC. These job fairs are known for
the highest number of visitors.
Regarding internships, the company has a partnership with Charles University where
GoodCall is stated in the official list of internships available for students. In the theory were
also mentioned open days as one of the effective ways how to engage the audience and raise
awareness about the company. This creates a space for improvement of GoodCall’s employer
brand since the company has never organized any open days so far.
According to events or organized at universities, GoodCall has a partnership with the Czech
University of Lifesciences. The company organize on-off lectures about HR o recruitment
topic for the students.
The last communication channel of an employer’s brand is WoM. The verbal transfer of
information between employees, candidates and stakeholders cannot be directly influenced by
the company as referred to in the theoretical part. However, company GoodCall pursues ways
that indirectly influence the verbal information flow. The company, for example, provides
additional feedback to rejected candidates, asserts employee referral program and cooperates
with worldwide speakers on a topic of recruitment as Kasia Borowicz.

32
3.5 Analysis of Survey
Next chapter serves analyst is of three surveys aimed at employees, rejected candidates
and potential candidates from generation Y. The survey starts with questions about
demographics and then moves to the content of interest. Potential Candidates’ Survey

1. What is your gendre?

The respondents consist of 54%

female and 46% male representative.
Gender diversity is much higher comparing

46% Female to the rest two surveys.

54% Male

Graph 1

2. What is your age?

This question served as a filter for
candidates born only as a Millenials. As can be
16% seen from the graph, the younger

20-26
representatives from generation Y prevails the
27-32 respondents born at the very beginning of the

84%
generation.

Graph 2

33
 3. What is your highest level of education?

Most of the respondents (54%) posses a

Elementary
High school degree from which can be
school
14%0%
High school assumed that they are still on the bachelor’s
degree
54%
studies. The second large group was
32% Bachelor’s degree
presented by graduated Bachelors (32%)
Master’s degree followed by Masters (14%). The
Elementary school degree that was not
represented by any respondent.

Graph 3

4. Rate the importance of a culture, vision, values of the company when you are
looking for a new job?
The next question surveyed the importance of culture, vision and values for Millenials.
The respondents could rate the importance from number 1 to 5 when 1 was the lowest and 5
was the highest matter of culture. Majority of Millennials (56 %) valued the internal culture of
the company by the second highest rate – 4. The second most frequent voted number (26 % of
respondents) was 5 which signs the highest importance of culture when looking for a new job.
Next 12 % of students voted for the average (number 3), then 4 % have chosen number 2 and
2% of respondents answered that the importance of culture plays a minimum a role when
looking for a work opportunity. The mentioned data were converted into the following graph:

5 26%

4 56%

3 12%

2 4%

1 2%

0% 10% 20% 30% 40% 50% 60%

Řada 1

Graph 4
All in all, the survey approved the statement that most of the Millenials include internal
culture, vision and values of the company between the decision-making indicators.

34
 5. What kind of sources do you use when you are looking for information about
employer?
The aim of the question was to research from were candidates acquire information about
the employer. The author introduced 10 usual informational sources about the employer.
Candidates have simply chosen the source but at the same time could add their own. The
question was multiple choice; therefore, the respondent could choose more options if he
receives information from different kind of sources.

Following graph represents the respondents’ choices:

80%
76%
68%
64%
56%

42% 40%

18%
12% 0%

KATEGORIE 1

WoM Company websites Jobportals Social Media Jobfairs

LinkedIn Career portals Review portals Newspapers Other

Graph 5

The most utilized source was Word of Mouth which means that candidates usually
obtain information in a verbal form from their relatives or friends. The second source was the
company's websites. This signs that many respondents seek for the information directly from
the employer. As the third most mentioned source were job portals as jobs.cz or price.cz
where companies are mainly offering opened positions. On the fourth place were surprisingly
social media. Online communication and sharedness are typical for generation, therefore, the
author expected that the social channels would stand out among other sources. It can be

35
caused by the fact that social media of companies in the Czech Republic do not share
adequate content that would engage the audience.
The next source were job fairs at universities which are easily reachable by students.
The sixth place was held by professional social media; LinkedIn. This social network
experience fast growth and gains users across the world. It is an only professional social
media channel, therefore, there is no wonder that more Millennials use LinkedIn to share their
experience and browse the companies. Career portals as proudly.cz and cocuma.cz took the
seventh place. These portals serve as an interactive showroom of employers which is a
relatively new concept in the Czech Republic. It might be the reason why portals hold one of
the last places.
The newest source of information on the Czech market is review portals where current
and past employees write opinions about the company they work or worked for. The most
popular employees’ review website is Glassdoor and it is most popular in America and the
western part of Europe. In the Czech Republic are these portals at the beginning, therefore,
the candidates do not use them very often.
The last lowest utilized source were newspapers. In general, the level of reading
newspapers is constantly increasing since the information can be found online. As a result,
candidates rather seek information from more direct and engaging sources

6. Have you ever heard about GoodCall?

Most of the potential candidates (70%)

have not heard about the company before. The
rest 30% of respondents found about the
company from friends, jobfairs, proudly.cz, HR
events, Josef Kadlec’s social media (one of the
founders) or were directly approached by the
company itself.

The most frequently mentioned source

Graph 6
was WoM. 7 out of 15 candidates heard about
the company from their friends. The proudly portal was responded by 3 potential candidates.

36
Other 3 respondents named Josef Kadlec’s posts on social media or his participation at HR
events. The last 2 Millennials found about GoodCall thanks to jobfairs.

a. What do you know about the company?

The 15 respondents that have heard about GoodCall were given an additional question
about what they have registered about the company. 10 of them associated GoodCall with HR
or Recruitment industry. Most of the answers reusable the following:

„It is a human resource agency, which focuses on hiring employees for other companies,
their work is really on a high level, gives new employees a chance to be part of a new company.“

Next repeated answer was that the company is a startup and mostly employes young
people (responded by 5 people). One of them also added that he was directly approached by the
company for a client’s position. The other one said that he knows about the GoodCall thanks to
Josef Kadlec presentation at HR event. He mentioned that the company acts as young and
innovative.

3.5.1 Rejected Candidate’s Survey

1. What is your gendre?
The results from question 1 are the
following: 63 % of respondents were female and
36 % respondents were male. The candidates

36% were chosen randomly without the relation on a

Female
Male
gender.
64%

Graph 7

37
 2. What is your highest level of education?

The graph reports that most

Elementary candidates have reached a high school
School
9%0% degree (64 %). The second most frequently
Highschool
27% degree reached education was a bachelor’s degree
Bachelor's degree
64% (27 %), then candidates with a master’s
Master's degree degree (9 %) and finally elementary school
that was not represented by any respondent.
As was said at the beginning, the survey
was focused on representatives from
Graph 8 generation Y which supports the high
concentration of candidates with high school and bachelor’s diploma.

3. How did you find about GoodCall?

The most frequent source from which candidates discovered GoodCall was again Word
of Mouth. Six of the candidates heard about GoodCall from their family relatives or friends.
The second most mentioned source were career websites as proudly.com and VimVic, where
the company shares its internal culture and stories of their employees. The last-mentioned
channels were Social Media, LinkedIn, company’s websites and job fairs.

4. Have you ever heard about GoodCall before you considered applying?
Only four respondents heard about GoodCall before they have decided to apply or were
approached by the company. Two of them received information about the company from their
friend and the rest two respondents noticed the company career website proudly.cz and job fair
at his/her university. The rest 7 respondents have never heard about the company before.

5. What was the main reason that you wanted to join GoodCall?
Five candidates wanted to join GoodCall mainly because of the company culture and
presentation. They signed GoodCall as a „Good place to work for“or „Good opportunity and
nice company.“ The rest of candidates said:
„Good reputation, Nice office in centre. “

38
„Inspiring co-founder, brand, how it presents itself as a caring firm. Even though the number
of employees is not a good example for a startup. The feeling of being in a startup stays with
the increasing number of colleagues. “

„Good presentation of company, review from older friends and location of the company. “

The next three respondents were interested in the recruitment industry and gain new
experience.
“To find a part-time job in the recruitment industry - my friend works there, and I wanted to
try it.”
„I wanted to gain expierence in recruiting and HR “
„Experience “
„Gaining work experience. “

One of the respondents was attracted by company’s presentation on a career portal prouly.com
„The proudily website “
The last one wnt to the GoodCall just because of the reccomendation of a friend but was not
really interested in the company.
„My friend told me to try it. To be honest i did not know what this job was about. “

6. What kind of values were the ones that caught your attention?
The value that was most frequently answered by respondents were many forms of
“young people” and “friendly atmosphere”. The candidates also mentioned innovation,
employee satisfaction and a positive mindset of the company.
One of the rejected candidates also referred to the recruitment process when the
company called him after the interview.
„I really Like when they call me back about the proccess“
Another interesting answer was from the tenth candidate who stated following values:
„Employee satisfaction. Being innovative. Kaizen work style.“
The Kaizen can be translated as „good change“ and comes from a Japanese philosophy. It is a
symbol of a „constant, continuous improvement “. The work style is mostly typical for a startup
dynamic businesses that can quickly adapt new changes (Shepherd, 2019).

39
 7. Does your impression from the company changed during a recruitment
process?
8 out of 11 respondents referred that their impression from GoodCall company did not
change after the interview. This signs that the company is above average in keeping a
psychological contract. The rest of the three candidates were disappointed by the process. One
of them stated that the situation in the company was chaotic after his/her interview. The next
one referred that he was disappointed after the recruitment process. For the last candidate was
the hiring process confusing and not straightforward.

8. Do you think that GoodCall is successful in communicating its internal

culture, visions and values to the potential candidates?
This question researched whether the GC’s employer brand branding strategy is
successfully delivered to the potential candidates. Six of the respondents agreed and mentioned
that the company’s websites match with the company nature. Another candidate said that the
company tries to achieve its goals, therefore, have a clear vision.
The next two candidates responded, “I do not know”. One of them added that he
received a lot of information on the first meeting with the company, thus, he was not able to
absorb them at once.
Another respondent said:
„Yes. Jose Kadlec is one inspiring man, who makes me think of GoodCall as a
responsible company, that values its employees as biggest priority.
No. GoodCall considers itself different. If I did not do a further research on the culture
and the work environment, I would not know. I would recommend GoodCall to specify in which
things they are different. How do they look at the candidates differently than the other
recruitment companies.“
In other words, the candidate noticed the company’s values and vision only thanks to a
GoodCall’s co-founder’s communication on social media channel. The company itself was not
that visible and he had to do deep research to find out more infromation.

40
 3.5.2 Employees’ Survey
1. What is your gendre?
The gender distribution is following: 82
% of participants were female and 18 % were a
man. The low diversity was caused by the rate
18% of accepted man and women within 1year when
Female the company hired more candidates from female
Male
representatives. In addition, the Human
82% Resource Management field have overall more
women workers than men. According to the
U.S. Bureau of Labor Statistics (2017), 73 % of
women held a position of a HR manager. The
Graph 9
website Payscale.com found out that the
position of HR Generalist is filled from 86 % by women.

2. What is your highest level of education?

As you can see, most of the

Graph 1 respondents (73%) have obtained a High

15% 0% school degree so far. People with bachelor’s

Elementary school
degree were 12% and 15% of respondents
12% Highschool degree
Bachelor's degree reached a master’s education. The large
73% Master's degree number of respondents with a highschool
degree is caused by the fact that company
targets mainly on juniors for the position of
Talent Sourcer. Thus, most of the
employees on this position works part-time
Graph 10 as they are studying on a bachelor’s degree.

3. What is your position at GoodCall?

All the respondents have started on the position of Talent Sourcer one year ago.
However, 4 of them have already experienced career progress as one of them was promoted to

41
the position of Senior talent Sourcer, two of them moved for the position of Junior Recruiter
and another two respondents developed into a position of Recruiter. The rest of the 6 employees
remain on the position of Talent Sourcer. The results show a dynamic environment inside the
company and possible career growth within one year. The vision of career development is one
of the strongest motivators for Millenials at work.

4. How did you find about GoodCall?

Question number 4 researched how candidates connected with the company. 7
respondents answered that they found out about the company thanks to their friends or family
members. The outcome signs that the company has a strong Worth of Mouth channels as the
employees tend to talk about their job more often and recommend it to others. Next sources
were jobfairs, Social Media, LinkedIn.
“I checked the GoodCall’s webpage as well as their Facebook site.”

Two of respondents noticed the company on a job portal and another two went straight
to the company’s websites.

5. Have you ever heard about GoodCall before you considered applying?
The question surveyed whether the employees have known about the GoodCall before
they went for the interview. Six employees have never heard about the company. The 3 of them
heard about the company from their friends.
„Yes, I heard about GoodCall from my classmate who worked there at the time. “
Another one was directly approached by GoodCall on Linkedin and the last one has
noticed GoodCall on a social media of Josef Kadlec.
From question 5 can be seen that more than half of respondents have never heard about
the company before. This result signs that the awareness about the company is not that strong
among the market. On the other hand, the next three candidates have heard about the company
again from their friends which again signs a strong WoM channel and satisfaction of the
employees. The next employee was directly approached by the company via LinkedIn as the
company is actively sourcing for the potential employees.
„I have noticed GC from social media, presentation of Josef Kadlec “
The last respondent noticed the company on social media, from the post of one of the
company’s founder Josef Kadlec who is very active on his social channels and share new

42
innovations in recruitment. Personalised content created directly by the founder is another
creative element how show to enhance an employer brand.

6. What was the main reason that you have joined GoodCall?
The reasons why employees joined the company varied from each other a lot. First four
respondents said that they were interested in the company because they wanted to work in a
recruitment field or use a specific skill as languages. The company seems like a great
opportunity.

„I wanted to work in the HR area and GoodCall seemed like the best choice. “

„I’ve always wanted to work in recruitment, but I did not in what company. I was looking for
a great opportunity that would provide me a sufficient training but in the same time offer an
informal atmospeher. Suddently, GC approached me a things escalleted quickly. I really
appriciate the culture, pleasant environment and friendly interview. “
„They asked me if I want to join and I can use my laguages. “

„I was looking for a junior job after graduating and this work was connected to my previous
experience, I was also impressed by the approach of the people in GC. „

Next three employees state as a reason the culture of the company

„Freedom, learning new things, community “
„Because of its friendly atmosphere and youthful thinking. “

Another two employees were attracted by external employer branding channels as social media
and jobfair.
“I saw a job advertisement on Facebook. That is how I discovered the Facebook platform for
job offers. I applied for the position of Talent Sourcer because the company itself seems to me
to be innovative, youthful and friendly. And the advertisement was, of course, attractive to me.
“
„I was giving my CV to companies that interested me on a job fair and GC was one of them. “

43
One of the respondents was referred by an internal employee within the employee referral
program.
„Personal recommendation “

The specific conditions occured for one of the employees who was approached by GC
for external client’s position, however, the position was not filled. Thus, the candidate offered
to work for GoodCall an internal employee.

„GC recruited me for different position in different company, it did not work out in the end,
even when we had already deal and X and Y were so suprised and "shocked" that they offered
me job in GoodCall and I took it “

The last candidate did not have any motivators to join GoodCall.

„I didn't have a reason - I didn't even know where I applied. “

From answers above can be seen that the largest driver was the field of work, training
and language opportunities. The second reasons why employees were interested in GC was the
culture of the company and opened the environment. Next employees were attracted via
external employer branding channels like social media and job fairs. The rest of the two
employees joined the company thanks to a client’s external position. The last employee did not
have any specific reason.
All in all, from the survey question, can be seen that the strongest motivators are the
company’s field of work, various opportunities and culture which comply with Millennial's
requirements.

7. What kind of values were the ones that caught your attention?
The most frequently answered values were friendly atmosphere, flexibility, nice
location, innovation. The respondents repeated a word friend or friendly very often which
signifies that many of them have a real friend at work. Having relationships and bonds at work
belong to one of the strongest intrinsic motivators of employees, especially those ones who
were born as Millenials.
Next values that were mentioned was a beautiful treatment of employees, young
collective and possibility to grow as can be seen from the following answers:

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 „Innovation, beautiful treatment of employees, justice, balance, fairness, beautiful office “

„Let’s say - threat others in the way you would like to be threated... People here are friendly
and opened and that I really appreciate. “

„The one that it is a must to always learn new things. “

8. Does your impression from the company changed during a recruitment

process?

Most of the respondents (64 %) referred

that their opinion about the company did not
change during recruitment. Surprisingly, the rest
36%
YES
36 % mentioned that their impression from the
NO
64% company positively increased.

Graph 11

„Yes, but just a little bit. Mainly for the better, it was actually more fun and friendly. “

„I got a better feeling of how things work here.“

9. Does your expectation from the position match the reality?

Most of the employees’ expectations from the

positions were met as can be seen from a graph. 73
27%
YES % Employees said that the conditions agreed at the
NO very beginning comply with a current state. The
73% rest of the respondents that answered negatively
created the rest of 27%

Graph 12

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 One of them did not expect that filling the position for clients will be difficult.
„I would expect the placement to the company would be easier to make. “

The other one found work monotonous at the very beginning

„It was a little bit monotonouse at the beginning. “

The last one stated that the position overcame his expectations.
„It's MUCH better than my expectations “

All the answers significantly differ from each other. This brings valuable feedback that
the job description and work routine can be communicated more clearly. On the other hand, the
last response was very positive for the company as the real state exceed employee’s expectation.

10. Do you think that GoodCall is successful in communicating its internal

culture, visions and values to the potential candidates?

All respondents agreed on that GoodCall’s communication of culture is successful. Only

one answered that he found out about the company’s visions and values on induction day
(=introduction day for new employees) and thus the vision and values could be communicated
better.
„Culture - yes, it is visible fronty website, proudily profile, prescreen communication....
Visions And values – not really, I got to know about it at the induction day. “
The rest of employees’ answers were very positive and usually highlighted a
communication through social media channels, transparency during a recruitment process,
culture, overall transparency, candidate-oriented approach.
„Yes – we offer new, innovative ways of recruitment, thus we approach candidates in
many different original ways and make them feel important us, because we really try our
hardest to satisfy every candidate's preferences and "dreams". We are also open minded, and
people can see it because we portray ourselves on social media as a company that doesn't have
to be feared – we are open, communicative and always ready&happy to help. “

46
One of the employees responded that although he did not know about GoodCall before, when
he researched information about the compnay for a while, the vision and values were clear for
him.
„I think it definitely is. Even though I haven't heard about GoodCall before applying,
their vision and values mentioned on the internet is the thing that had impressed me the most
before coming to an AC or entering the tender. “

The result from question 8 signs that employees are aware and proud on visions and
values of the company. Moreover, they even follow and are engaged by the company’s social
media.
„Yes. I like the post on instagram/FB which show employees daily life or fun company
events/birthday. Also, you can see part of the culture, vision and values on the official web and
when communicating with potential candidates. “

One of the candidates mentioned that communicated values are directly implemented in
communication with candidates. This proves the fact that values are not only communicated
but also utilized in practise.
„Yes, as we all are using the values on the daily bases – in commucation with clients
and candidates. “

The last employee says that:

„GoodCall is company that has nothing to hide. The GC has a clear vision which is
presented openly to public. Moreover, the management also presents the company in the same
manner. From employee prospective is everything same as was agreed at the beginning. This
does not apply to other companies (personal experience). GC has different values, modern form
of work and environment. “

The answer above is an evidence of a strong psychological contract between the company and
employee.

3.6 Summary of Surveys

From all three surveys can be seen that the largest communicational channel of the
company is Word of Mouth. Within all groups was prevailing the fact that the respondents

47
received information about the company from family or a friend. This strongly supports the fact
that the internal employees are satisfied and tend to talk about their work.
The next most frequently mentioned source was a career portal proudly.cz where the
company has a profile. Other repeatedly mentioned sources were job fairs which sign that the
company is active in addressing Millennials in person at universities. Next mentioned source
was a web portal of the company which represents the company’s nature thanks to a fresh design
and consistent content as many respondents referred.
One of the most interesting external employer branding channels was one of the founder’s
social media. Values, visions and new innovations represented by founder creates a unique
personal experience for the potential candidates and belongs to one of the strongest elements of
Employer Branding strategy.
According to the social media channels as Facebook and Instagram, these were mostly
mentioned by the employees. They referred that the company shares an internal culture and
social events through these channels. The employees seem to be engaged through a company’s
social channels more than a public.
When the potential candidates, rejected candidates and employees were asked, whether
they have ever heard about the company GoodCall, the response was more frequently “No”.
This is evidence that the brand of the company is not widely spread within the market.
The results from the survey of potential candidates’ signs that the culture of the company
holds a crucial part of Millenial’s expectations from the employer. Next findings supported the
statement that the company is not very known among the students. Only 15 students out of 50
have ever heard about the company. The associated information was mostly HR and recruitment
fields. The culture traits were usually mentioned in the second place. People repeated words as
“young people”, “start-up” and “innovation which complies with the communicated values.
According to overall employee’s reponses is GoodCall successful in promoting its values
and visions. Most of the employees comply with the culture and are satisfied at work. The
psychological contract’s conditions were met in most of the cases of employees who have
started working at the company within one year. The only concerns were related to the
performance management and job description when one employee did not expect the level of
difficulty to deliver expected results. Another stated that the work was monotonous at the very
beginning which shows that candidates’ expectation was not met at first time. Thus, author
would recommend to the company to communicate job condiditons clearly as the visions and
values.

48
 The summary of rejected candidates’ responses brought following outcomes. Most of the
candidates were attracted by the company’s culture and field of work. The environment was
repeatedly described as young, innovative and friendly. Except 3 respondents, others did not
experience any differences about the company culture before and after they have participated
in a recruitment process. The first one concerned about large amount of information received
at the interview. The second said that the situation was chaotic during the recruitment process
and the last one did not receive enough information and was not satisfied with the recruitment
process. The author would recommend providing same dedication to rejected candidates as
accepted to employees. Moreover, dissatisfied candidates tend to speak about their concerns
more often which might harm company’s reputation.

49
 Conclusion & Recommendations
The subject of Employer Branding is on the rise within all industries. Employers require
to be prepared for the talent shortage and a new wave of the workforce. The wave is represented
by generation Y which is going to create 75 % of the labour market in 2025 (Deloitte, 2014).
Millennials were raised in a different condition than previous generations, therefore, their
expectations from the employer significantly differ. In order to retent the new demanding
employees, companies must adjust their internal and external employer branding methods.
In the theoretical part are served key factors for successful employer brand. Between
those belongs to a strong vision of the company or a high emphasis on training and development
for successful engagement of potential candidates and employees from generation Y.
According to a successful attraction of talents, the thesis describes main communication
channels as company websites, social media and others. Millennials are known for quick access
to information, therefore, they take advantage of online and accessible sources even when
looking for information about the employer.
The practical part brought a key finding of the GoodCall’s employer brand awareness
among the potential candidates, rejected candidates and internal employees. Despite the
company’s culture, visions and values highly correspond with Millenials expectations, the
survey resulted in a relatively low awareness about GoodCall’s brand within mentioned groups.
On the other hand, the respondents who have heard about the company usually answered similar
sources. The strongest informational channels were word of mouth and co-founder Josef
Kadlec.
All three source strongly involves an initiative of employees and management in
external communication of culture, values and visions of the company. The impact of verbal
interaction and transfer of information is enormous and comes mainly from candidates,
employees and clients. In fact, a whole concept of social media relies on a WoM of users who
share posts and messages which is very popular within the generation Y (Gosh et Al., 2015).
This circumstance plays into the hands of the company as its most successful channel is exactly
a WoM. Although the transfer of information between people is mostly organic, there are few
ways how it can be organized and integrated into the strategy.
One of the options of how to take advantage of a strong WoM is to name a group of
brand ambassadors. The ambassadors are proud to work at the company, strongly comply with
the company’s values and mainly tend to often share their positive experience. The author
would suggest to the company to gather the most enthusiastic employees and name them as

50
brand ambassadors. The group will initiate various employer branding activity as sharing their
GoodCall’s experience with culture, colleagues and successes in their personal social media
accounts. Moreover, they can motivate other employees to join employer branding activities as
well.
In addition, employees in the role of ambassadors can build their own personal brand
through quality work and beneficial professional activities. The strong personal brand of
employees highly enhances the brand of the company since a good reputation cannot be bought.
According to Tegze, the awareness about employee’s activities and respect for his expertise are
automatically associated with the company where he or she works (2019). If the personal brand
of ambassador raises the interest and respect of the candidate, then the company’s
representative becomes the embodiment of a company’s quality.
The theory mentioned in the previous paragraph is strongly linked to the next most
frequent point of contact between potential candidates and GoodCall. The Co-founder of
GoodCall; Josef Kadlec, is one of the most progressive influencers within the recruitment
industry in the Czech Republic. He shares new technological innovations from the field on his
social media accounts, HR events and conferences. Since his persona is strongly tight with the
innovations in recruitment and at the same time with the GoodCall, Josef becomes a physical
representation of the company’s vision. Consequently, he becomes a guarantee of making a
good choice for candidates when joining the company.
All in all, although the employer brand strategy might seem to be associated more with
marketing, it is mostly about the internal culture and satisfied employees inside the company.

51
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Appendices

Appendix 1: Potential Candidates‘ Survey Questions .................................................... 59

Appendix 2: Rejected Candidates‘ Survey ..................................................................... 59
Appendix 3: Employees‘ Survey Questions ................................................................... 60

Figure 1: Word of Mouth Retailer Cycle....................................................................... 12

Figure 2: Talent Shortage Over Time ............................................................................ 14
Figure 3: Employer Branding Importance ..................................................................... 15
Figure 4: Millenial’s Scale of Values ............................................................................ 20
Figure 5: Linkedin Survey ............................................................................................. 23

Graph 1 ........................................................................................................................... 33
Graph 2 ........................................................................................................................... 33
Graph 3 ........................................................................................................................... 34
Graph 4 ........................................................................................................................... 34
Graph 5 ........................................................................................................................... 35
Graph 6 ........................................................................................................................... 36
Graph 7 ........................................................................................................................... 37
Graph 8 ........................................................................................................................... 38
Graph 9 ........................................................................................................................... 41
Graph 10 ......................................................................................................................... 41
Graph 11 ......................................................................................................................... 45
Graph 12 ......................................................................................................................... 45

58
Appendix 1: Potential Candidates‘ Survey Questions

1. What is your gendre?

2. What is your age?

3. What is your highest level of education?

4. Rate the importance of a culture, vision, values of the company when you are
looking for a new job?

5. What kind of sources do you use when you are looking for information about
employer?

6. Have you ever heard about GoodCall?

b. What do you know about the company?

Appendix 2: Rejected Candidates‘ Survey

1. What is your gendre?

2. What is your highest level of education?

3. How did you find about GoodCall?

4. Have you ever heard about GoodCall before you considered applying?

5. What was the main reason that you wanted to join GoodCall?

6. What kind of values were the ones that caught your attention?

59
 7. Does your impression from the company changed during a recruitment process?

8. Do you think that GoodCall is successful in communicating its internal culture,

visions and values to the potential candidates?

Appendix 3: Employees‘ Survey Questions

1. What is your gendre?

2. What is your highest level of education?

3. What is your position at GoodCall?

4. How did you find about GoodCall?

5. Have you ever heard about GoodCall before you considered applying?

6. What was the main reason that you have joined GoodCall?

7. What kind of values were the ones that caught your attention?

8. Does your impression from the company changed during a recruitment process?

9. Does your expectation from the position match the reality?

10. Do you think that GoodCall is successful in communicating its internal culture,
visions and values to the potential candidates?

60