A Study On Employer Branding at Innoppl

“A STUDY ON EMPLOYER BRANDING AT INNOPPL
TECHNOLOGIES. PVT.LTD”
By
Ms. LEKHA S
(Reg.No.113015631026)
VELTECH HIGHTECH
Dr. RANGARAJAN Dr. SAKUNTHALA ENGINEERING COLLEGE
Approved by AICTE, Affiliated to Anna University, Chennai, ISO 9001:2008 Certified Institution,
Accredited By NBA, New Delhi and Accredited by NAAC with ―A‖ Grade & CGPA of 3.27
#60 Avadi – Vel Tech Road, Chennai – 600 062. Tamil Nadu, India
A PROJECT REPORT
Submitted to the
DEPARTMENT OF MANAGEMENT STUDIES
In the partial fulfillment of the requirements

For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY, CHENNAI – 600 025

JUNE – 2017
“A STUDY ON EMPLOYER BRANDING AT INNOPPL
TECHNOLOGIES.PVT.LTD”
Submitted to the
DEPARTMENT OF MANAGEMENT STUDIES
ANNA UNIVERSITY, CHENNAI
In the partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

By
Ms. LEKHA S
(Reg.No.113015631026)
Under the Guidance of

Dr. H. Moideen Batcha, MBA., Ph.D
DEPARTMENT OF BUSINESS ADMINISTRATION

VEL TECH HIGH TECH
VEL TECH HIGH TECH
BONAFIDE CERTIFICATE
Certified that the project report titled “A STUDY ON EMPLOYER BRANDING AT INNOPPL
TECHNOLOGIES PVT LTD” ―is a bonafide work of Ms. LEKHA S (Reg.No.113015631026),
who carried out the research under my supervision. Certified further, that to the best of my
knowledge the work reported here does not form part of any other project report or dissertation on
the basis of which a degree or award was conferred on an earlier occasion on this or any other
candidate.
INTERNAL GUIDE HEAD OF THE DEPARTMENT
Submitted for the viva-voce Examination held on _________________ at Vel Tech High tech
Dr.Rangarajan Dr.sakunthala Engineering College, Alamathi Road, Avadi, Chennai-62.
INTERNAL EXAMINER EXTERNAL EXAMINER

ACKNOWLEDGEMENT
With immense pleasure I thank the almighty for his grace and blessing, which drove us for the
successful completion of the project.
I sincerely pay my thanks to our Honorable Founder & Chairman of VELTECH

INSTITUTIONS Col. Prof., Vel. Dr. R. RANGARAJAN, B.E.(Mech)., M.S.(Auto)., D.Sc.,
Vice-Chairman Dr. Smt.,SAKUNTHALA RANGARAGAN, M.B.B.S for their sincere
endeavor in educating us in their Premier institution.
I take this opportunity to thank our Principal Dr. E. Kamalanaban, M.E., Ph.D., who has
always served as an inspiration for me to complete this work. Also I express my sincere thanks to
Dr. H. Moideen Batcha, MBA., Ph.D., Head of the Department for providing me with all the
amenities inside our college and department too.
I sincerely thank my internal supervisor Dr. H. Moideen Batcha, MBA., Ph.D, Associate
Professor, without his guidance this project would not have been completed successfully
I convey my gratitude thanks to my External advisor MR. Karthick Govindarajan HR

manager Chennai for offering this project in their esteemed organization and guiding me to
complete this project work successfully.
I have great pleasure in expressing my profound sense of gratitude to all faculty, technical staff
and non-teaching staff of our department for their valuable support.
Finally, I express special thanks to my Parents and my friends, without whom the project
would not have been successfully completed.
DECLARATION
I, hereby declare that the project titled “A STUDY ON EMPLOYER BRANDING AT

INNOPPL TECHNOLOGIES.PVT.LTD” Submitted by me in partial fulfillment of the
requirement for the degree of MASTER OF BUSINESS ADMINISTRATION affiliated to Anna
University, Chennai. Under the supervision of Dr. H.Moideen Batcha, MBA .,Ph.D., Associate
Professor, of Vel Tech High Tech Dr. R.R, Dr. SR Engineering College, Chennai, it is my
original work and not submitted for the award of any degree, fellowship or other similar title.
Place: Ms. LEKHA S
(Reg.No:113015631026)
Date:
TABLE OF CONTENTS
CHAPTER TITLE PAGE NO
1
INTRODUCTION
1.1 Introduction
1.2 Industry profile
1.3 Company profile
1 1.4 Statement of problem
1.5 Primary and secondary objectives
1.6 Significance for the study
1.7 Limitations of the study
1.8 Period of the study
2 2 REVIEW OF LITERATURE
3 RESEARCH METHODOLOGY
3.1 Research design
3.2 Sampling design

3
3.3 Data collection method
DATA ANALYSIS AND

4 4
INTERPRETATION
FINDINGS SUGGESTIONS AND

5
CONCLUSION
5.1 Findings
5
5.2 Suggestions
5.3 Conclusion
6 ANNEXURE
6 6.1 Questionnaire
6.2 Bibliography
LIST OF TABLES
S. NO TABLE PAGE
TITLE
NO. NO.
1 4.1
2 4.2
3 4.3
4 4.4
5 4.5
6 4.6
7 4.7
8 4.8
9 4.9
10 4.10
11 4.11
12 4.12
13 4.13
14 4.14
15 4.15
16 4.16
LIST OF CHARTS
CHART
S. NO TITLE PAGE NO.
NO.
1 4.1
2 4.2
3 4.3
4 4.4
5 4.5
6 4.6
7 4.7
8 4.8
9 4.9
10 4.10
11 4.11
12 4.12
13 4.13
14 4.14
15 4.15
16 4.16
Chapter 1
INTRODUCTION
CHAPTER 1
1.1INTRODUCTION
―Employer branding‖ is an emerging discipline with its roots in classical marketing and HR
principles. Its aim is to develop an image of the organization as an ―employer of choice‖ in
the minds of existing and potential employees, as well as other stakeholders including
customers and recruiters. The objective is not only to offer these tangible benefits, but to also
develop an emotional link with them. A strong employer brand should connect an
organization‘s values, people strategy and HR policies and be linked to the company brand.
Definitions:
Sartain and Schumann (2006) defined employer brand as: "how a business builds and
packages its identity, from its origins and values, what it promises to deliver to emotionally
connect employees so that they in turn deliver what a business promises to customers."
Brett Minchington (2005) defines employer branding as ―the image of your organization as a
‗great place to work‘ in the mind of current employees and key stakeholders in the external
market (active and passive candidates, clients, customers and other key stakeholders).‖
Sullivan (2004) defines employer branding as "a targeted, long-term strategy to manage the
awareness and perceptions of employees, potential employees, and related stakeholders with
regards to a particular firm."
Employer branding is the process of promoting a company, or an organization, as the

employer of choice to a desired target group, one which a company needs and wants to
recruit and retain. The process facilitates the company‘s ability in attracting, recruiting and
retaining ideal employees – referred to as Top Talent in recruitment – and helps secure the
achievement of the company‘s business plan.
Ambler and Barrow (1996) define employer brand in terms of the benefits it conveys on
employees.
Employer branding is the process of:

 Positioning or promoting an organization
 To a desired group of talent/professionals
 As an employer of choice
And employer brand is a company’s reputation in a job market as an employer. The

need of building a strong employer brand is more than ever. As it has a direct impact on
hiring, talent retention and ultimately company‘s reputation, c-suite executives need to apply
strong focus and consistency to establish their employer brand. Clearly, the table above
shows that the development of employee value proposition is the key to get there. The
process of building a strong employer brand is concerned with
 Attracting the best industry talent
 Engaging and retaining talent
 Balancing the rewards and benefits offered to employees in return for their
performance
 Identifying unique policies and programs to demonstrate a company‘s commitment to
employee well being and growth
 Employer branding, in a nut shell, is constantly
 Improving the understanding of unique employer traits
 Sustaining the brand as a living identity
 Showing strong commitment towards people
 Establishing the company as an employer of choice
Origin of Employer Branding:

Employer branding is not a new concept. It‘s just that the term has gradually become popular
and is now taken more seriously by the employers. Employer branding was first defined in
1996, in the Journal of Brand Management in December 1996 by Simon Barrow (chairman of
People in Business) and Tim Ambler (Senior Fellow of London Business School). They
defined employer branding as ―the package of functional, economic and psychological
benefits provided by employment, and identified with employing company‖.
By 2001, within just five years of coining this term, it was found that 40% of the 138
companies surveyed (by the Conference Board) in North America were actively engaged in
some form of employer branding activity. In 20013, the Economist conducted an employer
brand survey on a global level, which revealed that 61% of HR professionals and 41% of
non-HR professionals are aware of the term ‗employer branding‘. In 2008, Jackie Orme, the
Director General of the UK Chartered Institute of Personnel Directors confirmed that
employer branding was absolutely integral to business strategy and it was not only an HR
function. Since then, there have been numerous books written and conferences held on this
subject.
Employer branding is an umbrella term for employer brand management, employer brand
positioning and internal marketing. It‘s an inside-out, implicitly-explicit, value-based
approach to shaping the perceptions and behaviors of employees as well as external talent.
Culmination of Employment and Brand Management:

As discussed earlier, employment is not just a mean to survive a sustain; rather it‘s a platform
where people from diverse backgrounds come together and work towards achieving a
common goal, while holding each other like family members. Offices are new homes where
work and play co-exist.
Nowadays, employer branding is a niche concept as opposed to brand management, which is
a more general term. However, employment and branding seem to co-exist, in response to the
ever growing competition for talent.
Times have changed. The rise of social platforms has compelled companies to be more
transparent. People are more likely to join a company based on what its employees perceive
and say about it. This means talent attraction depends on employee advocacy. Vice versa is
also true. Employees want to stick to their company for long, if it is perceived as an employer
of choice.
Employer Branding in Emerging Markets:
A big opportunity is in store, just as emerging markets around the world prepare themselves
to become as economic powerhouses. Just as Asian countries are realizing their strength, so
too are its workplaces trying to rise to the new levels of engagement, trust and work-life
balance. They are leaving no stone unturned, in their reach, to make employees feel at home.
According to Great Place to Work‘s report on Best Workplaces Asia 2015, the great
workplace era emerges in Asia. The best workplaces are getting enlightened and ready to
walk the talk. The report selects 60 organizations as the 2015 Best Workplaces in Asia, basis
employee trust levels, transparency, camaraderie levels and workplace culture, management‘s
interest in its people, and recognition and rewards.
Employer branding is now a global movement. Developed world has already adopted the
concept and developing world is embracing it without hesitation. This has become possible
with the arrival of balance-minded millennials who want their workplaces to be as
comfortable as home because the boundaries between work and home are constantly
diminishing.
Fundamentals of Employer Branding:

In the 20th century, most organizations and people would associate the term ‗brand only with
products and services. It‘s now used far more widely and for almost everything including
workplace, skills and content. When the term is used as a suffix, it represents a distinct
identity, thought and personality attached to it.
Similarly, when you think of employer branding, the organization for which it is being used
carries a unique identity and is an employer of choice. It sets the organization apart from the
rest.
Here are the fundamentals of employer branding that every organization can lay its focus on
to achieve their goals:
1. Transparency: So is the pressure on organizations to disclose information related to
employee happiness level, labor relations, employee engagement, community
development, environment impact that it‘s providing unparalleled transparency into
organizations. Moreover, advent of social media has led them to publish scenes
behind the screen, offer details of events and happenings and exposing their
initiatives.
2. Momentum: Developing a positive culture is not sufficient. It‘s important to continue
to work towards it to move in an upward direction. Employees of great workplaces
take great interest in how enthusiastically it is working towards keeping them happy.
3. Well Being: Identify unique opportunities to ensure overall well being of employees
at work. Being at work is stressful for almost everyone. Organizations need to look
into how they can place more value on both physical and mental health of employees.
4. Additional Perks and Benefits: The millennial generation is demanding an all-

inclusive workplace, as they spend more and more time at office. In such a scenario,
day care for their children, schools and universities, family events, paid time off can
be a part of their compensation structure.
5. Rewards and Recognition: In the table above, you‘ll see that the companies
recognizing the contributions of their employees and rewarding them are considered
the best places to work for. This makes it clear that employees are propelling
companies to recognize their efforts and provide them with employment growth
opportunities.
6. Culture of Fairness and Diversity: Most companies claim to be ‗equal opportunity

employers, which indeed they are not. Develop a culture of fairness, justice and
equality while simultaneously ensuring that your workplace is as diverse as possible.
7. Women Empowerment: The best workplaces in the world have more than 25%
women in executive management positions. Plus, these companies take initiatives to
ensure their safety, teach them self defense, grow them as leaders and help them
pursue alternative career options.
Employer branding is not a fad. It actually works. Don‘t believe? Let‘s conduct a quick
experiment:
Simply ask yourself where you want to work. Which company would you like to be
associated? What comes to your mind? I‘m sure most people will say – Google, Twitter,
McKinsey, etc. Why? Because they are big brands! Their employees have loads of fun
working in company premise and get a lot of benefits.
Concept of Brand:
According to the American Marketing Association, a brand is ―a name, term, sign, symbol, or
design, or combination of them which is intended to identify the goods and services of one
seller or group of sellers and to differentiate them from those of competitors‖. Brands are
among a firm‘s most valuable assets and as a result brand management is a key activity in
many firms.
Concept of Employer Brand:

Although firms commonly focus their branding efforts toward developing product and
corporate brands, branding can also be used in the area of human resource management. The
application of branding principles to human resource management has been termed
―employer branding‖. Employer branding is defined as ―a targeted, long-term strategy to
manage the awareness and perceptions of employees, potential employees, and related
stakeholders with regards to a particular firm‖. Ambler and Barrow (1996) define the
employer brand in terms of benefits, calling it ―the package of functional, economic and
psychological benefits provided by employment, and identified with the employing
company.‖ In a similar vein the Conference Board (2001) proposes, ―The employer brand
establishes the identity of the firm as an employer. It encompasses the firm‘s value system,
policies and behaviors toward the objectives of attracting, motivating, and retaining the firm‘s
current and potential employees‖. These definitions indicate that employer branding involves
promoting, both within and outside the firm, a clear view of what makes a firm different from
its competitors and desirable as an employer. The employer brand puts forth an image
showing the organization as a good place to work.
Brand Vs Employer Brand:

In reality, a company only gets to have one brand. It‘s not as if you can have a consumer
brand that targets consumers, an employer brand that targets employees, an investor brand
that targets investors, and a vendor brand that targets vendors. We don‘t isolate our opinion
of a company as an employer from our opinion of it as a product maker or service provider.
Not surprisingly, employee loyalty and customer loyalty are highly correlated. It only makes
sense to think of the brand holistically. Studies show a high correlation between consumer‘s
admiration for a company‘s product and their willingness to work for that company and vice
versa. Since there‘s only one brand for many targets, every department from HR to PR is thus
a stakeholder in your brand. They all have a responsibility to hold up their part of your
company‘s reputation and their cohesion is critical. We can‘t have the HR people scurrying
around building a brand that clashes with what the marketing people or the PR people are
doing. The term ―employer brand‖ merely speaks to HR‘s responsibility as a stakeholder for
the overall brand.HR owns the task of conveying the brand in a compelling way to the labor
market. It‘s important to remember that your brand already exists. Employer branding is not
about starting from scratch – trying to conjure up some positioning that you think employees
will find engaging. You already have a culture, a vision, and values (and they‘re all already
being communicated by other departments). Your employees already have a certain attitude
towards the company. Job seekers already have preconceptions.
The Employer Brand Experience:
An employer brand is the full physical, intellectual, and emotional experience of people who
work there, and the anticipated experience of candidates who might work there. It is both the
vision and the reality of what it means to be employed there. It is both the promise and the
fulfillment of that promise. The employer brand radiating out of our organization‘s name
inspires loyalty, productivity, and a sense of pride.
In marketing terms, a brand‘s image is grounded in three dimensions:
•Functional benefits:
What the product does, for example: ―this Canon digital camera takes good pictures‖ and
―this particular model is great for portraits, video, and long-distance shots.‖
•Emotional benefits:
How a product makes the customer feel, for example: ―I feel happy when I see this beautiful
shot of my kids‖ and ―I feel loving and fun when I e-mail these pictures to their
grandparents.‖
•Reasons to believe:
Validation of the product‘s claims, for example: ―Canon means reliability and ease of use‖
and ―reviewers on CNET.com rate the Canon digital camera as excellent‖.
A solid employer brand is grounded in the same dimensions:

•Functional benefits:
Tangible rewards of working at the employer: salary, health care, a clean, safe workplace,
and a convenient location; for example: ―XYZ Co. has great compensation and has a
beautiful office near my home.‖
•Emotional benefits:
Intangible rewards: mission, pride, status, job satisfaction, companionship/collegiality,
belonging to a ―winning team,‖ and so on; for example: ―I‘m proud to work for XYZ Co.—
my pals and I make the best widgets in the world.‖
•Reasons to believe:
Validation of the employer‘s claims; for example: ―my friend says XYZ Co. is a great place
to work‖ and ―the local news station calls XYZ Co. a hot company for talented people‖.
The functional and emotional benefits are used for ―positioning,‖ which means defining the
unique combination of attributes that define the product (or employer). XYZ Co.‘s
positioning says that it has a winning culture combined with strong tangible rewards, which
in combination with other attributes creates a unique identity. XYZ‘s competitors will have
different cultures, locations, compensation packages, and so on.
Branding includes deliberate messages about the company. For example, PepsiCo, which
employs 153,000 employees worldwide, promotes the tag line ―PepsiCo—Taste the
Success!‖to candidates to convey the excitement of working at this global company. On its
corporate recruiting Web site, PepsiCo says its workplace experience is a combination of
―Powerful Brands, Passion for Growth, Culture of Shared Principles, Commitment to Results,
Ability to Make an Impact and Quality People.‖ Employees absorbed those qualities in ones
behavior.
Candidates form powerful impressions of employers based on what one sees and hear. ―I
work for PepsiCo‖ means something different from ―I work for Microsoft,‖ ―I work for Fox
News,‖ and ―I work for the city council.‖ The employer brands at these organizations are
crafted to attract certain kinds of talent, temperament, and values in candidates. Their
positioning is unique and distinctive.
Every organization big or small has an employer brand whether they know it or not. It
touches all moments of the candidate and employee experience, from the first time a
candidate hears the name until the day he or she retires from the company. It‘s the reputation
outside and inside the organization. It‘s there for the organization to neglect or manage. And
it‘s the cornerstone of finding, hiring, and holding keepers up and down the organization. In
other words, it‘s fundamental to the all stages of the Engagement Cycle.
The idea of an employer brand has gained currency in the last few years among business
leaders, but the average manager doesn‘t have a developed view of what it is and its
importance to the organization. The Economist magazine found that executives defined an
employer brand as the expression of a company‘s distinctive employment experience. More
than 70 percent of respondents in the United States and United Kingdom expected that
developing a strong employer brand leads to employees recommending organization to others
as an attractive place to work, and also to higher employee retention.
The employer brand is an authentic description of an experience, similar to a consumer brand.

It includes pay, working conditions, culture, job title, intangible rewards, and the emotional
connection employees have with the organization and manager. It tells candidates who you
are, what you want, and what you stand for. As a marketer attracts customers with a
compelling product brand, a company attracts candidates with a compelling employer brand.
Think an employer brand is more than a one-way description of ―what it‘s like to work
there‖. It‘s a multidimensional conversation among the company‘s leadership, its employees,
candidates in the marketplace, alumni, and even outsiders such as the press, bloggers, and
anyone else who has an opinion. The employer brand includes:
The Company‘s professional reputation
 A description of company culture.
 News reports about the company, both good and bad.
 Word-of-mouth statements about the company.
 A description of the company‘s future.
 How the employer‘s brand compares to the competition.
Beyond conversation, it‘s also a set of subjective candidate experiences, such as
 Applying for a job on your Web site or via e-mail.
 Interviewing for a position.
 Talking to employees and walking through the workplace sites.
 Using products, services, or customer help.
 The company‘s impact in the candidate‘s community.
What emerges in the candidate‘s imagination is a fuller story than any recruiting slogan can
capture: it‘s an experience. Candidates pay attention to an organization‘s reputation and
compare it to other reputations. Employees are asked what it‘s like to work there. In the quest
for quality, employer branding is the foundation of attracting the right people. This is where
the thought is given to the new candidate comes together with the urgent need to bring great
talent into the organization. The new candidate, as noted, is empowered to compare the
organization to others, and start with the employer brand.
9 Steps to a Successful Employer Branding Strategy:

Never has current and future talent been more important to business success than it is today.
Today, organizations discuss having a ―people advantage‖ and work with ―talent
optimization.‖ There are also new titles and positions like ―Chief Talent Officer.‖ Attracting
and retaining the right talent is becoming a key organizational capability. The industry is
quickly moving away from a short-term recruitment focus to a long-term employer branding
focus.
Companies will gain a competitive advantage by taking a long-term approach to investing in
employer branding and developing their brands to align with long-term business needs.
Here are some concrete, step-by-step tips to help develop your own employer branding
strategies:
Understand the business needs:

Employer branding activities may be misdirected if long-term business needs are not fully
understood. Understand what types of competences the organization needs in order to deliver
on the business plan.
Define the main target groups:

Define the weight between current and future talent, based on the business needs and the
critical competences. How many resources should an organization spend on attracting new
talent versus retaining and developing current talent? Define the main and secondary external
target groups that need to be reached.
Understand the target groups:
After defining the main and secondary external and internal target groups, fully understand
them. Organizations should use research to understand what these groups find attractive.
Employers should also know the target groups‘ current perceptions of the organization and
know which stage of the decision process they are in. The deeper the understanding of the
target groups, the more effective the communication will be.
Optimize the employer value proposition:

An employer value proposition should be the foundation for all external and internal
communication with talent. Optimizing the EVP means ensuring that it includes attributes
and communication themes that are attractive, credible, sustainable, and that allow for
differentiation in the long term.
Select KPIs and set objectives:

Once organizations know what is important to business, understand the target groups, and
optimize the EVP, find ways to measure impact and to set objectives. By selecting the right
KPIs that measure, for example, an organization‘s attractiveness and brand association, the
company can set annual goals. When these goals are met, the employer will know that the
brand is moving in a direction that is fully aligned with the business needs.
Define an optimal communication mix:

The research indicates which stage of the decision process the target groups are in, and this
information will allow organizations to determine where the main focus should lie: on driving
awareness, consideration, or desire. This fundamental knowledge will allow companies to
optimize the selection of communication channels and will lead to the best possible ROI.
Create an annual plan:

Many of the components of an annual employer branding plan — the business needs, the
target group‘s definition and insights, the EVP, the communication mix, the objectives, the
main strategies, and the KPIs — are now in place, so the plan starts to solidify. The only
remaining component is the activities plan — which activities a company should implement
and when.
Develop communication ideas:
Based on the EVP and the selected communication channels, organizations now need to
develop communication ideas that will have the greatest possible impact on the target groups
and set the company apart from the competition. Of course, these communication ideas and
concepts should be tested with the target groups before being fully executed.
Execute and follow-up:

With the plan and communication ideas in place, execute and continuously follow up. By
using the right KPIs and regularly updating them against the objectives, employers will be
able to correct and optimize when needed, and ultimately to deliver on the company‘s
business needs.
Importance of Employer Branding:

The Future of Work recognizes the value of innovation, flexibility and agility. And only
companies with the best think tanks can sustain and grow in a highly turbulent business
environment. The employer brand has a direct impact on the kind of people businesses
attract. It‘s at the center of any recruitment strategy.
Employer branding is important to:

 Attract new talent as it people want to associate themselves with an organization that
cares for its people and gives them freedom to work the way they want to.
 Retain their existing employees to reduce the cost of new hiring. Investing into well
being and happiness of employees is important in shaping employer‘s brand. It‘s the
word of mouth that spreads faster than fire.
 Build a global reputation, so that people from around the world are attracted to work
with them. With a wider talent pool, companies have more choices and can pick the
best from the crowd.
 Secure long term hiring needs, which is possible only if the company is able to attract
a wider pool of talent for years to come.
 Enhance customer experience. This is because company reputation and customer
experience are intertwined. And a company‘s reputation depends much more on the
quality of people it has and innovation its drives.
 Strengthen online brand visibility. As social media plays a crucial role in spreading
the information, with a strong employer brand a company will be able to expand its
reach it far flung areas.
 Have more influence on customers. It‘s impossible for companies to police their
brands constantly. It‘s the employees whose experience counts. What they spread
about you has influence on customers. When you‘re good with your internal
customers, it directly impacts the satisfaction level of external customers.
Anyone, including beginners and veterans, who are making a move in their career will always
take into consideration:
 How a company treats its employees
 How workplace culture is
 What the chances of growth are
 What opportunities a company provides for personal development
 If the company has seen too many salary freezes
 What perks and benefits the company offers
A company with strong employer brand shows that it cares for people and values them. It has
a long way to go.
Strategic Approach to Employer Branding:

Organizations are compelled to take a strategic approach to employer branding. This is
because workplace is now a psychological battlefield, containing millennials as a bigger
chunk. And they have an upper hand because they can multitask; they are tech-savvy; they
want to try out everything; they have least hesitations; they know how to walk the talk; their
priorities are simple and straight; and they want to do only what they love to do.
This generation is more interested in self employment, entrepreneurship and in jobs that offer
them freedom and convenience to work on their own. So, devising a strategy to attract quality
talent makes sense in today‘s business scenario. Following are important steps to building a
working employer brand strategy:
Research, Research and More Research: After all, what you perceive about yourself and
what others perceive of you can be different. So, you need to research to understand the
loudest and weakest aspects of your employer brand. Interview your executives, converse
with your employees and get out interacting with professionals what they look for in
prospective employers.
Develop Employee Value Proposition: Based on your research, craft your Employee Value
Proposition (EVP). Be careful while doing this because it‘s the message that you‘ll be
sending out to your employees. It‘s a promise to existing and potential employees. And
whatever you say, you should mean it. Also remember, you need not turn the way your
organization operates upside down. Initially, you may just want to tweak HR policies and
practices and then introduce new things one by one.
Define Your Message: The foundation of a very successful employer branding is the
message you convey. As a business, you must make a dedicated effort to ensure that you
stand for something meaningful – something that you can be proud of and communicate it to
others. However, what that ‗something‘ is absolutely depends on what‘s close to your heart
and what your target audience finds value in.
Communicating Your Employer Brand: Once you define your messaging, it‘s time to roll
it out for your target audience. You can send messages through:
 Company intranet
 Training materials
 Employee induction and orientation programs
 Your company‘s career center
 Your website
 Your recruitment advertising
 Social media
 Local or national media
 Events and job fairs
Convey the messages at regular intervals. Just don‘t be abrupt. You can afford to neither
bombard your audience nor indulge in sudden communication with them.
Evaluate Your Success: Without analyzing results, you won‘t be able to determine whether
your employer branding campaign is a success or failure. Evaluation is essential, so that you
can adjust or modify the process and messaging, making it more suitable for the audience.
Analyze employee turnover rate, cost per hire, flow of applications, employee engagement
level, brand attractiveness and employee satisfaction surveys.
What is employer branding in a nutshell?

Employer branding is the combination of market research, advisory services, communications
and marketing to achieve both a credible and desirable brand position. Being a cyclical
process, constantly measuring performance and adjusting activities and strategies to
continuously improve, it begins with understanding unique employer qualities and continues
into sustaining the employer brand as a living, vibrant and attractive entity. The alternative to
employer branding, and perhaps even catastrophic scenario, is to be considered as a generic
employer, unspecific in offerings and unnoticeable to promising career seekers. Finally,
through talent acquisition and retention, the end purpose of employer branding is to stimulate
business growth and achieve strategic business goals.
1.2 INDUSTRY PROFILE
Information technology (IT) is the application of computers to store, study, retrieve, transmit,
and manipulate data, or information, often in the context of a business or other enterprise. IT
is considered a subset of information and communications technology (ICT). In 2012, Zuppo
proposed an ICT hierarchy where each hierarchy level "contain[s] some degree of
commonality in that they are related to technologies that facilitate the transfer of information
and various types of electronically mediated communications."
The term is commonly used as a synonym for computers and computer networks, but it also
encompasses other information distribution technologies such as television and telephones.
Several industries are associated with information technology, including computer hardware,
software, electronics, semiconductors, internet, telecom equipment, and e-commerce.
Humans have been storing, retrieving, manipulating, and communicating information since
the Sumerians in Mesopotamia developed writing in about 3000 BC, but the term information
technology in its modern sense first appeared in a 1958 article published in the Harvard
Business Review; authors Harold J. Leavitt and Thomas L. Whisler commented that "the new
technology does not yet have a single established name. We shall call it information
technology (IT)." Their definition consists of three categories: techniques for processing, the
application of statistical and mathematical methods to decision-making, and the simulation of
higher-order thinking through computer programs.
Based on the storage and processing technologies employed, it is possible to distinguish four
distinct phases of IT development: pre-mechanical (3000 BC – 1450 AD), mechanical (1450–
1840), electromechanical (1840–1940), electronic (1940–present). This article focuses on the
most recent period (electronic), which began in about 1940.
IT Industry In India:
India is the world's largest sourcing destination for the information technology (IT) industry,
accounting for approximately 67 per cent of the US$ 124-130 billion market. The industry
employs about 10 million workforces. More importantly, the industry has led the economic
transformation of the country and altered the perception of India in the global economy.
India's cost competitiveness in providing IT services, which is approximately 3-4 times
cheaper than the US, continues to be the mainstay of its Unique Selling Proposition (USP) in
the global sourcing market. However, India is also gaining prominence in terms of
intellectual capital with several global IT firms setting up their innovation centres in India.
The IT industry has also created significant demand in the Indian education sector, especially
for engineering and computer science. The Indian IT and ITeS industry is divided into four
major segments – IT services, Business Process Management (BPM), software products and
engineering services, and hardware.
Market Size:
The Indian IT sector is expected to grow at a rate of 12-14 per cent for FY2016-17 in
constant currency terms. The sector is also expected triple its current annual revenue to reach
US$ 350 billion by FY 2025#.
Employees from 12 Indian start-ups, such as Flipkart, Snapdeal, Makemytrip, Naukri, Ola,
and others, have gone on to form 700 start-ups on their own, thus expanding the Indian start-
up ecosystem.! India ranks third among global start-up ecosystems with more than 4,200
start-ups.
Total spending on IT by banking and security firms in India is expected to grow 8.6 per cent
year-on-year to US$ 7.8 billion by 2017.
India‘s internet economy is expected to touch Rs 10 trillion (US$ 146.72 billion) by 2018,
accounting for 5 per cent of the country‘s GDP.
The public cloud services market in India is slated to grow 35.9 per cent to reach US$ 1.3
billion according to IT consultancy, Gartner. Increased penetration of internet (including in
rural areas) and rapid emergence of e-commerce are the main drivers for continued growth of
data centre co-location and hosting market in India. The Indian Healthcare Information
Technology (IT) market is valued at US$ 1 billion currently and is expected to grow 1.5
times by 2020. India's business to business (B2B) e-commerce market is expected to reach
US$ 700 billion by 2020 whereas the business to consumer (B2C) e-commerce market is
expected to reach US$ 102 billion by 2020.
Cross-border online shopping by Indians is expected to increase 85 per cent in 2017, and total
online spending is projected to rise 31 per cent to Rs 8.75 lakh crore (US$ 128 billion) by
2018.
Post the government‘s announcement of demonetization of specific currency denominations,
digital payment platforms such as Paytm, MobiKwik, Oxigen witnessed a sharp spike in user
transactions, app downloads and merchant enquiries, thereby indicating a greater demand
towards digital payments by consumers.
India ranks among the top five countries in terms of digitalisation maturity as per Accenture‘s
Platform Readiness Index, and is expected to be among the top countries with the opportunity
to grow and scale up digital platforms by 2020.
Investments/ Developments:
Indian IT's core competencies and strengths have attracted significant investments from
major countries. The computer software and hardware sector in India attracted cumulative
Foreign Direct Investment (FDI) inflows worth US$ 22.83 billion between April 2000 and
December 2016, according to data released by the Department of Industrial Policy and
Promotion (DIPP).
Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra, are diversifying their
offerings and showcasing leading ideas in blockchain, artificial intelligence to clients using
innovation hubs, research and development centres, in order to create differentiated offerings.
Some of the major developments in the Indian IT and ITeS sector are as follows:
 Bengaluru-based fintech company ZestMoney, owned by Camden Town
Technologies Pvt. Ltd, has raised US$ 6.5 million in a series A round of funding led
by Naspers-owned PayU; and will invest the funds in technology and product
development.
 Google plans to set up its first data centre in India in the city of Mumbai by 2017, to
improve its services to local customers wanting to host their applications on the
internet, and to compete effectively with the likes of Amazon and Microsoft,
 Sagoon Inc, a social network and e-commerce start-up, has filed mini-initial public
offering (IPO) papers with the US Securities and Exchange Commission (SEC), to
raise around US$ 20 million, which will be used to set up a campus in India, expand
its team in India, the US and Nepal, and support marketing and branding and other
general purposes.
 SAP SE, in partnership with the Associated Chambers of Commerce of India
(ASSOCHAM), has rolled out a knowledge sharing resource centre which will serve
as a one-stop portal for businesses looking to adopt or migrate to technology that will
make them future ready for the biggest taxation reform of goods and services tax
(GST).
 Freshdesk, one of first companies from India to offer Software-as-a-Service (SaaS) to
global companies, has raised US$ 55 million in the latest round of funding led by
Sequoia Capital India and existing investor Accel Partners, estimating to value the
company at US$ 700 million.
 Warburg Pincus LLC, the US-based private equity firm, plans to invest around US$
75 million in series C round of funding to buy a significant stake in Capital Float, an
online credit platform.
 Helpshift Inc, which makes customer support software for mobile apps, announced
raising US$ 2 million from Cisco Investments, in addition to working with Cisco to
integrate its in-app customer support with Cisco‘s contact centre solutions.
 Knowlarity Communications Pvt Ltd, a cloud telephony provider, has announced
raising US$ 20 million from multiple investors such as Dubai-based private equity
investor Delta Partners, existing investors Sequoia Capital Funds and Mayfield Fund,
apart from venture-debt from Blacksoil and Trifecta Capital.
 Flipkart, India's largest e-commerce marketplace, has re-entered the private label
business by launching Smart Buy, the first of two new private labels, with a view to
boost earnings and fill gaps in its product selection.
 Fitpass, a Delhi-based revolutionary app which offers access to gyms and health clubs
membership, has raised US$ 1 million in seed funding from investors in Mumbai,
Delhi, and Bengaluru.
 Apple‘s supplier and assembler, Taiwan-based Winstron, will set up an iPhone
assembly facility in Peenya, Bengaluru‘s industrial hub, thus making India the third
country across the world to have an assembly unit for Apple‘s iPhone.
 Kratikal Tech Pvt Ltd, a cyber-security start-up, has raised around US$ 500,000 in
seed round of funding led by Mr Amajit Gupta, former director of Microsoft India,
which will be used for product development and building training modules.
 International Finance Corporation (IFC) plans to invest US$ 10 million as equity in
Bengaluru-based Zinka Logistics Pvt Ltd, which provides a technology platform
called Blackbuck for long-haul trucking market in India, estimated at US$ 70 billion.
 Paytm‘s online marketplace unit raised US$ 200 million in a funding round led by a
US$ 177 million investment to be made by Alibaba Group Holding Ltd, and balance
by SAIF Partners.
 Intel Corporation plans to invest in Digital India related solutions such as India stack,
Unique Identification (UID), e-government 2.0 and other government initiatives, and
scale up operations of its data centre group (DCG), as per Mr Prakash Mallya,
Director DCG, Asia for Intel Corporation.
 Reliance Industries Ltd (RIL) plans to set up entrepreneurship hubs in key cities and
towns, and a Rs 5,000 crore (US$ 748 million) fund, under the name of Jio Digital
India Startup Fund, to invest in technology based startups.
 Gurgaon-based digital wallet start-up MobiKwik, which is owned and operated by
One MobiKwik Systems Private Limited, has raised US$ 40 million from Nasdaq-
listed firm Net1, a South African payments technology company.
 Orange Business Services, the business services arm of Orange Group, has launched a
state data centre for Himachal Pradesh government, which will be the first data centre
in India to be designed using 'green' data centre concepts that minimise power
requirements and increase power utilisation efficiency.
 PurpleTalk Inc, a US based mobile solutions company, has invested US$ 1 million in
Nukkad Shops, a Hyderabad based uber-local commerce platform that helps
neighbourhood retail stores take their businesses online through a mobile app.
 KartRocket, a Delhi based e-commerce enabler has completed its US$ 8 million
funding round by raising US$ 2 million from a Japanese investor, which will be used
to enhance Kraftly, a mobile-first online-to-offline marketplace targeting small
sellers, individuals and home-based entrepreneurs in India in product categories such
as apparel and accessories.
 Xpressbees, an e-commerce logistics firm operated by Busybees Logistics Solutions
Private Limited, has raised US$ 12.5 million in a Series A funding, led by its existing
investors SAIF Partners, IDG Ventures, Vertex Ventures and Valiant Capital, which
will be used to strengthen technology initiatives and processes of the firm.
 Housejoy, an online home services provider, has raised Rs 150 crore (US$ 22 million)
in a Series B round of funding led by Amazon, and which also includes new investors
such as Vertex Ventures, Qualcomm and Ru-Net Technology Partners.
 Nasscom Foundation, a non-profit organisation which is a part of Nasscom, has
partnered with SAP India to establish 25 National Digital Literacy Mission (NDLM)
centres in 12 cities across India, as a part of Government of India's Digital India
initiative.
Government Initiatives:
In the Union Budget 2017-18, the Government of India announced the following key
proposals:
 The Government of India has allocated Rs 10,000 crore (US$ 1.5 billion) for
BharatNet project under which it aims to provide high speed broadband to more than
150,000 gram panchayats by 2017-18.
 Prime Minister of India, Mr Narendra Modi, has launched the Bharat Interface for
Money (BHIM) app, an Aadhaar-based mobile payment application that will allow
users to make digital payments without having to use a credit or debit card. The app
has already reached the mark of 10 million downloads.
Some of the major initiatives taken by the government to promote IT and ITeS sector in India
are as follows:
 Mr Ravi Shankar Prasad, Union Minister of Law & Justice and Information
Technology, has launched a free Doordarshan DTH channel called DigiShala, which
will help people understand the use of unified payments interface (UPI), USSD,
aadhaar-enabled payments system, electronic wallets, debit and credit cards, thereby
promoting various modes of digital payments.
 The Government of India plans to revamp the United Payment Interface (UPI) and
Unstructured Supplementary Service Data (USSD), to make it easier for consumers to
transact digitally either with or without an Internet connection with the aim of
strengthening its push towards making India a digital economy.
 The Telecom Regulatory Authority of India (TRAI) will soon release consultation
papers ahead of framing regulations and standards for the rollout of fifth-generation
(5G) networks and Internet of Things (IoT) in India.
 The Government of Gujarat has signed 89 MoUs worth Rs 16,000 crore (US$ 2.3
billion) in the IT sector, during Vibrant Gujarat Global Summit-2017.
 The Government of Telangana has signed an agreement with network solutions giant
Cisco Systems Incorporation, to cooperate on a host of technology initiatives,
including Smart Cities, Internet of Things, cybersecurity, education digitisation of
monuments.
 The Railway Ministry plans to give a digital push to the India Railways by
introducing bar-coded tickets, Global Positioning System (GPS) based information
systems inside coaches, integration of all facilities dealing with ticketing issues, Wi-Fi
facilities at the stations, super-fast long-route train service for unreserved passengers
among other developments, which will help to increase the passenger traffic.
 The Pune Smart City Development Corporation (PSCDCL) has signed a
memorandum of understanding (MOU) with the European Business and Technology
Centre (EBTC), which will allow it to gain access to real-time knowledge of
technologies, solutions and best practices from Europe.
 The Human Resource Development (HRD) Ministry has entered into a partnership
with private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd
and real-estate firm Hubtown Ltd, to open three Indian Institutes of Information
Technology (IIITs), through public-private partnership (PPP), at Nagpur, Ranchi and
Pune.
 Government of India is planning to develop five incubation centres for IoT start-ups,
as a part of Prime Minister Mr Narendra Modi's Digital India and Startup India
campaign, with at least two centres to be set up in rural areas to develop solutions for
smart agriculture.
 The Government of India has launched the Digital India program to provide several
government services to the people using IT and to integrate the government
departments and the people of India. The adoption of key technologies across sectors
spurred by the 'Digital India Initiative' could help boost India's Gross Domestic
Product (GDP) by US$ 550 billion to US$ 1 trillion by 2025.
 India and the US have agreed to jointly explore opportunities for collaboration on
implementing India's ambitious Rs 1.13 trillion (US$ 16.58 billion) ‗Digital India
Initiative‘. The two sides also agreed to hold the US-India Information and
Communication Technology (ICT) Working Group in India later this year.
Road Ahead:
India is the topmost offshoring destination for IT companies across the world. Having proven
its capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. Social,
Mobility, Analytics and Cloud (SMAC) are collectively expected to offer a US$ 1 trillion
opportunity. Cloud represents the largest opportunity under SMAC, increasing at a CAGR of
approximately 30 per cent to around US$ 650-700 billion by 2020. The social media is the
second most lucrative segment for IT firms, offering a US$ 250 billion market opportunity by
2020. The Indian e-commerce segment is US$ 12 billion in size and is witnessing strong
growth and thereby offers another attractive avenue for IT companies to develop products
and services to cater to the high growth consumer segment.
India's IT market size growing
 India‘s technology and BPM sector (including hardware) is likely to generate

revenues of US$ 160 billion during FY16 compared to US$ 146.5 billion in FY15,
implying a growth rate of 9.2 per cent.
 The contribution of the IT sector to India‘s GDP rose to approximately 9.5 per cent in
FY15 from 1.2 per cent in FY98.
 TCS is the market leader, accounting for about 10.4 per cent of India‘s total IT &
ITeS sector revenue in FY16.
 The top five IT firms contribute over 25 per cent to the total industry revenue,
indicating the market is fairly competitive.
Information technology (IT) industry in India has played a key role in putting India on the
global map. IT industry in India has been one of the most significant growth contributors for
the Indian economy. The industry has played a significant role in transforming India‘s image
from a slow moving bureaucratic economy to a land of innovative entrepreneurs and a global
player in providing world class technology solutions and business services. The industry has
helped India transform from a rural and agriculture-based economy to a knowledge based
economy.
Information Technology has made possible information access at gigabit speeds. It has made
tremendous impact on the lives of millions of people who are poor, marginalized and living
in rural and far flung topographies. Internet has made revolutionary changes with possibilities
of e-government measures like e-health, e-education, e-agriculture, etc. Today, whether its
filing Income Tax returns or applying for passports online or railway e-ticketing, it just need
few clicks of the mouse. India‘s IT potential is on a steady march towards global
competitiveness, improving defense capabilities and meeting up energy and environmental
challenges amongst others.
IT-ITeS sector in India, with the main focus on increasing technology adoption, and
developing new delivery platforms, has aggregated revenues of USD 88.1 billion in FY2011,
while generating direct employment for over 2.5 million people. Out of 88.1 billion, export
revenues (including Hardware) has reached USD 59.4 billion in FY2011 while domestic
revenues (including Hardware) of about USD 28.8 billion.
1.3 COMPANY PROFILE
Innoppl, short for Innovative People, was set up by industry experts in 2009 to provide
complete digital and mobile solutions to enterprise and SMBs. With 8 years in the industry,
they have formed a team of passionate technologists to provide web and mobile consulting
for businesses, and industry experts to provide tailor made solutions in Atlanta and rest of the
US. They have successfully delivered complete digital solutions to improve business reach
and revenue for plenty organizations and government agencies alike, worldwide. It is an IT
development and consultancy firm founded in June, 2009 and is headquartered at Atlanta. It
is the brain child of Mr.Saravanan Shanmugam, Rahul Raveendran, Pon Pandian Paulswamy,
Sathish Kumar Mariappan and Karthik Kalimuthu.Mytownow Inc. in Atlanta was their first
client.
Services:
The firm provides all-inclusive services in:
• Web design and Development
• Mobile Application Development
• Business Intelligence
• Data warehousing
The company possesses experts in Solid Strategic Approaches, Design, (SEO Copywriting,
UX and UI), Mobile/Web application Development and Maintenance. The Solid Strategic
Approach includes; Mobile strategies and solutions that engage and unite any business and its
audience, business analysis and analytics.
Innoppl‘s design experts are UI and UX designers who are known for ensuring that the
products they create for the customers are simple to use for highest user engagement. The
design ensures that the brand message is loud and clear. Innoppl‘s Design Services includes
Mobile app design, UI & UX website design, interaction design, Drupal theming, content
strategy and identity development, and video development.
Mobile and Web Development Utilizes the latest technologies to build the most successful
applications. Innoppl‘s architects, system engineers, iOS developers, Android developers, and
database experts all collaborate to perform client-side and server-side development for
various applications and websites.
Innoppl‘s Development Services include Mobile app development (native iOS, Android, &
hybrid solutions), website development, content management systems, constituent
relationship management (CRM) integration (Salsa nonprofit online marketing platform),
Drupal web development, Magento e-commerce solutions, and WordPress development.
The dedicated team of support specialists provides efficient and cost effective ongoing
management and support for all of the mobile apps and Drupal or WordPress sites. The
services range from basic site administration to website hosting, updated UX/UI design, fresh
SEO content, training, third party service integrations as needed, and more. The Maintenance
Services at Innoppl includes Performance improvement, platform upgrade and version
control, contract staffing solutions, software updates, data migration.
Innoppl’s Promise:
Our client‘s success showcases our ability. At Innoppl, we strive to provide optimal digital
solutions to improve business reach and revenue.
Department Profile:
Drupal:
Drupal, a free and open source content-management framework written in PHP and
distributed under the GNU General Public License, provides a back-end framework for at
least 2.2% of all Web sites worldwide – ranging from personal blogs to corporate, political,
and government sites. Systems also use Drupal for knowledge management and for business
collaboration.
The standard release of Drupal, known as Drupal core, contains basic features common to
content-management systems. These include user account registration and maintenance,
menu management, RSS feeds, taxonomy, page layout customization, and system
administration. The Drupal core installation can serve as a simple Web site, a single- or
multi-user blog, an Internet forum, or a community Web site providing for user-generated
content.
"The Drupal Overview", a feature of the project web site, describes it as a content
management framework. Drupal also describes itself as a Web application framework. When
compared with notable frameworks Drupal meets most of the generally accepted feature
requirements for such web frameworks.
As of April 2017 the Drupal community is composed of more than 1.3 million members,
including 106,650 users actively contributing, resulting in more than 37,110 free modules
that extend and customize Drupal functionality, over 2,445 free themes that change the look
and feel of Drupal, and at least 1,116 free distributions that allow users to quickly and easily
set up a complex, use-specific Drupal in fewer steps.
Although Drupal offers a sophisticated API for developers, basic Web-site installation and
administration of the framework require no programming skills.
Drupal runs on any computing platform that supports both a Web server capable of running
PHP and a database to store content and configuration.
Magento:
Magento is an open-source e-commerce platform written in PHP. The software was originally
developed by Varian Inc., a US private company headquartered in Culver City, California,
with assistance from volunteers.
Varian published the first general-availability release of the software on March 31, 2008. Roy
Rubin, former CEO of Varian, later sold a substantial share of the company to eBay, which
eventually completely acquired and then spun off the company.
On November 17, 2015, Magento 2.0 was released, with an aim to provide new ways to
heighten user engagement, smooth navigation, improve conversion rates and overall revenue
generation for store owners. It has well-organized business user tools that enhance the user
experience of the software. Among the improved features of V2 over V1 are; Table locking
issues have been considerably reduced, improved page caching, enterprise-grade scalability,
inbuilt rich snippets for structured data, new file structure with easy customization, CSS
Preprocessing using LESS & CSS URL resolver, improved performance and better code base
are some of the touted benefits of the newer Magento version.
Magento employs the MySQL/MariaDB relational database management system, the PHP
programming language, and elements of the Zend Framework. It applies the conventions of
object-oriented programming and model–view–controller architecture. Magento also uses the
entity–attribute–value model to store data. On top of that, Magento 2 introduced the Model-
View-View Model pattern to its front-end code using the JavaScript library Knockout.js.
Mobile Application:
A mobile application software or mobile app is an application software designed to run on
mobile devices such as smart phones and tablet computers.
Mobile apps often stand in contrast to desktop applications that run on desktop computers,
and with web applications which run in mobile web browsers rather than directly on the
mobile device.
The term "app" is a shortening of the term "application software". It has become very
popular, and in 2010 was listed as "Word of the Year" by the American Dialect Society. In
2009, technology columnist David Pogue said that newer smartphones could be nicknamed
"app phones" to distinguish them from earlier less-sophisticated smartphones.
Human Resource:
The human resources department of a company is responsible for hiring employees,
maintaining employee well-being and dismissing employees when necessary. Some of the
activities of HR department are Recruiting, Safety, Compensation & Benefits, Compliance,
Training & Development.
Clients:
Some of the Clients are:
 Divers Supply
 Bitpay
 Wallaroo hats
 Smartbrief
 Southeast Pet
 Richards Industries
Organizational Chart
Competitors:
Fuzzlogic Solutions Ingenious zone
Mobinius Technologies
1.4 STATEMENT OF PROBLEM
This paper will investigate the actual impact employer branding has on organizational
performance in terms of building expectations to an organization as an employer. The paper
will question the impact of employer branding as a vital element in the strategic human
resource management in the post-employment phase, and thereby also challenge the existing
perceptions on the formation of the organizational career management strategies.
1.5 OBJECTIVE OF THE STUDY
Primary objective:
 To study on employer branding at Innoppl Technologies.Pvt.Ltd.
Secondary objective:
 To identify the perception of employees towards Employer branding.
 To identify the ways to develop Employer branding.
 To identify the attributes which makes an employee feel that a company is a Branded
company.
1.6 SIGNIFICANCE OF THE STUDY
There are various ways in which an organisation can brand itself. Many of the times
organisations do resort to a few of these unknowingly as well. This is because almost all the
activities that an organisation carries out have an impact on the perceptions people have about
it. While analyzing this purpose it was important to know the features and steps of employer
branding. How it was implemented, what were the initiatives taken for employer branding in
Innoppl. The benefits of employer branding, what changes are brought and why Innoppl
should continue with employer branding
1.7 LIMITATION OF THE STUDY
 Time period is very short

 As the employee where busy with their meet and works
 Mistake in manipulation
 The workers, they may not have clear answer and idea while they answer the
questions.
 The study was on 50 selected employees, so their need not be the universal opinion
Chapter 2
REVIEW OF
LITERATURE
CHAPTER 2
REVIEW OF LITERATURE
Author Name : Nor Adibah Ahmad and Salina Daud
Year : 2015
Title of Project : Engaging People with Employer Branding
Abstract
The preferences among employees are varied due to the changes in the 21st century‘s
working environment. It is thus important to determine the factors that employees seek in an
organization and their intention behaviour to quit from their job in order to improve the issues
of high attrition that happens in an organization. This research aims to determine the
relationship between Employer Branding and Turnover Intention among employees in
Malaysia‘s SME-ICT Industry. A cross sectional study and quantitative research methods
were used in the study. Questionnaires were administered to employees in the SME-ICT
firms in Selangor and 250 respondents cooperated in this study. Practically, this study adopts
the concept employer branding and translates it into the SME environment, in an attempt to
improve the organization‘s performance regarding employee‘s management. By using Smart
Partial Least Square (PLS), the result translates the significant relationship between the
development value in employer branding and turnover intention.
Keywords: Turnover Intention, Employer Branding
Conclusion and recommendation

Employer branding have become a commonly accepted and growing practice, and its scope
and extent are continuously expanding. While the literature on turnover intention reveals the
social and psychological aspects of a turnover intention, scholars needs to exploit these
relationship attributes that have been barely explored. The result indicated that the
development value in employer branding influenced the employee‘s turnover intention. The
resulting framework is useful in providing a better understanding on how to develop a
successful human resource management from a managerial perspective. The findings would
make available for the organizations‘ management to enhance their strategic planning to
preserve their valuable employees, thus, building the human assets for the organization.
Author Name : Annelize Botha1 Mark Bussin1 Lukas de Swardt1
Year : 2011
Title of Project: An employer brand predictive model for talent attraction and retention
Abstract
Orientation: In an ever shrinking global talent pool organisations use employer brand to
attract and retain talent, however, in the absence of theoretical pointers, many organisations
are losing out on a powerful business tool by not developing or maintaining their employer
brand correctly.
Research purpose: This study explores the current state of knowledge about employer brand
and identifies the various employer brand building blocks which are conceptually integrated
in a predictive model.
Motivation for the study: The need for scientific progress though the accurate
representation of a set of employer brand phenomena and propositions, which can be
empirically tested, motivated this study.
Research design, approach and method: This study was nonempirical in approach and
searched for linkages between theoretical concepts by making use of relevant contextual data.
Theoretical propositions which explain the identified linkages were developed for purpose of
further empirical research.
Main findings: Key findings suggested that employer brand is influenced by target group
needs, a differentiated Employer Value Proposition (EVP), the people strategy, brand
consistency, communication of the employer brand and measurement of Human Resources
(HR) employer branding efforts.
Practical/managerial implications: The predictive model provides corporate leaders and
their human resource functionaries a theoretical pointer relative to employer brand which
could guide more effective talent attraction and retention decisions.
Contribution/value add: This study adds to the small base of research available on
employer brand and contributes to both scientific progress as well as an improved practical
understanding of factors which influence employer brand.
Conclusion
This study was embedded in the search for linkages between theoretical concepts, and
allowed the researcher to make predictive claims and bring conceptual coherence by
explaining links between propositions. The aim was to determine building blocks of an
employer brand predictive model and understand how these building blocks integrate to form
a conceptual coherence that depicts employer brand relative to talent attraction and retention.
The research results reiterate the initial literature review findings. Based on the research
which was obtained through various data sources, the results of this study emerged with six
building-blocks that have linkages to employer brand, as well as talent attraction and
retention. The results imply that the employer brand process requires an integrated approach
where all of the building blocks are considered equally important when shaping the employer
brand or the organisation‘s differentiated attractiveness, in an effort to attract and retain
talent.
Author Name : Tosin Oladipo, Jeremiah Iyamabo & Olutayo Otubanjo

Year : 2013
Title of Project: Employer Branding: Moulding Desired Perceptions in Current and Potential
Employees
Abstract
Over the years, employer branding has not enjoyed as much attention in the branding
literature. This led the researchers to try to locate a theoretical and conceptual basis of
employer branding based on a review of the literature. As such, the literature revealed seven
applicable models which collectively recommend that examining the subject only in terms of
external branding efforts and processes is both limiting and misleading. Rather, the subject
should also be examined from the perspective of internal branding processes. This finding
was further buttressed by the tenets of activity theory – which formed the theoretical basis of
analyzing the present concern. Further examination of the literature revealed the need for
employer branding factor determination and contextualization of employer branding models –
leading to the proposed model in this study based on the theoretical findings in the literature.
Finally, recommendations for empirical validation of the theoretical findings for further
studies were made.
Keywords: employer branding, activity theory, employee perception
Conclusion
This research sought out to find out how employer branding has been treated in the literature
vis-à-vis the creation of desired perceptions among current and potential employees. A
review of the literature reveals seven relevant models which form the basis of understanding
employer branding stages and processes. However, as earlier mentioned, the literature lacks
the application of existing models to specific contexts. As a result, the researchers continue to
question the universality of the suggested employer branding factors. Insight gained from
activity theory, as the theoretical basis for understanding employer brand, shows that in the
larger organizational structure, other context-specific factors do not just come to play in
employer branding, but require critical examination. These factors include the community
(internal and external), the rules which govern the conduct and operations of the firm as well
as its interactions with external communities. Division of labour involves the roles of
different members of the firm and the limitation of responsibilities and functions. All of these
factors make up an enduring relationship which subsists for desired outcomes.
Author Name : Vijay Rathee and Ritu

Year : 2015
Title of Project: Impact of Employer Branding on Employees' Attitude
Abstract
With the increasing emphasis on branding, employees as well as customers have become
brand conscious. This study seeks to check the influence of employer branding on employees'
attitude. This is an empirical study. Data were collected from 140 employees of private
banking organizations. Secondary data that has been taken from journals, articles, reports and
web sites, is also used for the study. This study identifies important determinants of employer
brand. It also highlights the perceived level of importance of various dimensions of branding
on employees' attitude. The finding of the study might help management practitioners to
make effective strategies and foster a healthy relationship between the employer and the
employees.
Keywords: Employer brand, Employees' attitude,
Employer branding strategy.
Conclusion
In this study, we examined the perceived importance of various dimensions of employer
branding by employees, and its influence on their attitude towards the organizations. It is
found that social, economical, development and reputation factors have significant influence
on employees' attitude towards an organization and they influence satisfaction, retention and
productivity within the organization. It is concluded that economic factor is perceived by
employees as the strongest influencer and corporate reputation as the least influencing factor,
which affects their satisfaction level within the organization. This study helps employers to
frame strategies for the betterment of employees on the basis of employees' preference for
crucial factors of employer branding, and simultaneously building its own brand image and
attainment of objectives very effectively, efficiently and in time. Employer brand acts as an
inspirational tool for motivating and retaining employees in the organization; retaining an
employee is much cheaper and a better alternate as compared to attracting newer talent,
unless needed. This not only helps in the growth of the organization but also in lowering
attrition rate. Employer branding is a very complex concept and there could be many other
dimensions to study the same.
Chapter 3
RESEARCH
METHODOLOGY
CHAPTER 3
3 RESEARCH METHODOLOGY
Research methodology may be understood as a science of studying how the research has been
done scientifically. It is a way to systematically solve the research problem. Here, we study
and analyze the various steps that are generally adopted by a research in studying his research
problem
The process used to collect information and data for the purpose of making business
decisions. The methodology may include publication research, interviews, surveys and other
research techniques, and could include both present and historical information.
Research Methodology
Methodology is the systematic, theoretical analysis of the methods applied to a field of study.
It comprises the theoretical analysis of the body of methods and principles associated with a
branch of knowledge.
Methodology‖ implies more than simply the methods you intend to use to collect data. It is
often necessary to include a consideration of the concepts and theories which underlie the
methods. For instance, if you intend to highlight a specific feature of a sociological theory or
test an algorithm for some aspect of information retrieval, or test the validity of a particular
system, you have to show that you understand the underlying concepts of the methodology.
When you describe your methods it is necessary to state how you have addressed the research
questions and/or hypotheses. The methods should be described in enough detail for the study
to be replicated, or at least repeated in a similar way in another situation. Every stage should
be explained and justified with clear reasons for the choice of your particular methods and
materials.
3.1 RESEARCH DESIGN
 “Research design is the plan, structure and strategy of investigation conceived so as to
obtain answer to research question and to control variance”.
 The research design is the frame work or a plan for a study that guides the collection of data
and analysis of data in this survey the design used descriptive research design it includes
survey and fact finding enquires of different kinds. The major purpose of descriptive research
is descriptive of state affairs as it‗s exist at present. A research design is the arrangement of
conditions for collection and analysis of data in a manner that aims to combine relevance to
the research purpose with economy in procedure.
 Descriptive Research method is used in this study because it includes, facts, and findings,
enquire of different kind. The main purpose of this study is to find description of the state of
affairs as it exists at present. The researchers can only report that has happened, and what is
happening.
Descriptive research is used to describe characteristics of a population or phenomenon being
studied. It does not answer questions about how/when/why the characteristics occurred.
This involves the collection of data that will provide an account or description of individuals,
groups or situations. Instruments we use to obtain data in descriptive studies include
 Questionnaires
 Interviews (closed questions)
 Observation (checklists, etc.)
 There is no experimental manipulation or indeed any random selection to groups, as
there is in experimental research.
3.2 SAMPLING TECHNIQUE
Stratified sampling is a probability sampling technique where in the researcher divides the
entire population into different subgroups or strata, then randomly selects the final subjects
proportionally from the different strata.
Probability Sampling:
A probability sampling method is any method of sampling that utilizes some form of random
selection. In order to have a random selection method, you must set up some process or
procedure that assures that the different units in your population have equal probabilities of
being chosen. Humans have long practiced various forms of random selection, such as
picking a name out of a hat, or choosing the short straw. These days, we tend to use
computers as the mechanism for generating random numbers as the basis for random
selection.
Stratified Random Sampling

Stratified random sampling is a method of sampling that involves the division of a
population into smaller groups known as strata. In stratified random sampling, the strata are
formed based on members' shared attributes or characteristics. These subsets of the strata are
then pooled to form a random sample
3.3 DATA COLLECTION METHOD
Type of the data used
The type of data in the study is the primary data that was collected from the respondents
through a structured questionnaire.
Sources of Data:
Data refers to the information or facts however it also includes descriptive facts, non-
numerical information, quantitative and qualitative information.
 Primary data
 Secondary data
Primary Data:
The primary data is collected through well designed structured questionnaire.
Data used in research originally obtained through the direct efforts of the researcher through
surveys, interviews and direct observation. Primary data is more costly to obtain than
secondary data, which is obtained through published sources, but it is also more current and
more relevant to the research project.
Secondary Data:
The secondary data are extracted from websites, books and records maintained by the
organization.
Secondary data refers to data that was collected by someone other than the user. Common
sources of secondary data for social science include censuses, information collected by
government departments, organizational records and data that was originally collected for
other research purposes.
TOOLS USED FOR DATA ANALYSIS
Inferential Analysis
 Percentage analysis
 Chi square test
 One way Anova
 Correlation
 Regression
 Mann Whitney test
Percentage Analysis Method:

It refers to a special kind of ratio. It is used in making comparison between two or more
series of data. Percentage analysis is used to determine relationships between the series of
data.
Findings relative difference becomes easier through percentage analysis.
Percentage = (No. of respondents×100)/ (Total No. of respondents)
Mann Whitney test:
In statistics, the Mann–Whitney U test (also called the Mann–Whitney–Wilcox on (MWW),

Wilcox on rank-sum test, or Wilcox on–Mann–Whitney test) is a nonparametric test of the
null hypothesis that it is equally likely that a randomly selected value from one sample will
be less than or greater than a randomly selected value ...
Chi-square test:
It is a non parametric test and distribution free tests, which are designed to conduct statistical
tests on the samples. They are very easy to compute and understand. They can be used with
types of measurements that prohibit the use of parametric test. Chi square describes the
magnitude of discrepancy between theoretical and observed values.
X2=∑ (0-E) 2
E
One way Anova:
The one-way analysis of variance (ANOVA) is used to determine whether there are any
statistically significant differences between the means of two or more independent (unrelated)
groups (although you tend to only see it used when there are a minimum of three, rather than
two groups).
Correlation:
Correlation is a statistical measure that indicates the extent to which two or more variables
fluctuate together. A positive correlation indicates the extent to which those variables
increase or decrease in parallel; a negative correlation indicates the extent to which one
variable increases as the other decreases.
Regression:
A technique for determining the statistical relationship between two or more variables where
a change in a dependent variable is associated with, and depends on, a change in one or more
independent variables.
3.4 PERIOD OF THE STUDY:
The total duration of the project was 72 days at Innoppl Technologies.Pvt.Ltd.
 Initial 20 days was spent on collecting organization information.
 Next 30 days was spent on finding dependent variable and independent variable and
conducted pre-testing for the independent variable.
 Last 22 days were used to circulate the questionnaire.
Chapter 4
DATA ANALYSIS AND
INTERPRETATION
Chapter 4
1. Percentage Analysis:
Table 4.1: Table showing Designation wise classification
Particulars Frequency Percentage

Software developer 30 60%
Tech lead 5 10%
Project manager 4 8%
Content writer 10 20%
Delivery manager 1 2%
Total 50 100
4.1 Chart showing Designation wise classification
Designation
Software developer Tech lead Project manager Content writer Delivery manager
2%
20%
8%
60%
10%
INFERENCE:
The above table show that 60% of respondents are Software developers, 20% of respondents are
Content writers, 10% of respondents are Tech Lead, 8% of the respondents are Project managers and
2% of the respondent is Delivery Manager. Therefore most of the respondents are Software
developers.
Table 4.2: Table showing Gender wise classification
Particular Frequency Percentage

Male 40 80%
Female 10 20%
Total 50 100
4.2 Chart showing Gender wise classification
Gender
90%
80%
70%
60%
50%
40% Series1
30%
20%
10%
0%
Male Female
INFERENCE:
The above table show that there are 80% of respondent are male and 20% respondent are
female. Therefore there are many respondents in male gender.
Table 4.3: Table showing Awareness about Innoppl

Social media 3 6%
Friends 5 10%
Recruiters 28 56%
Job portals 12 24%
Others 2 4%
Total 50 100
4.3 Chart showing Awareness about Innoppl
Awareness
others
Job portals
Recruiters
Series1
friends
Social media
0% 10% 20% 30% 40% 50% 60%
INFERENCE:
The above table shows that 6% of the respondents came to know about Innoppl through
Social media, 10% of respondents through Friends, 56% of respondents through Recruiters,
24% of the respondents through Job portals, 4% of the respondents through others. Most of
the respondents came to know about Innoppl through Recruiters.
Table 4.4: Table showing Corporate Website wise classification

Yes 40 80%
No 10 20%
Total 50 100
4.4 Chart showing Corporate Website wise classification
Corporate website
Yes No
20%
80%
INFERENCE:
The above table shows that 80% of the respondents rely on corporate website for while
applying for jobs and 20% of the respondent does not visit corporate website. Most of the
respondents rely on company‘s corporate website.
Table 4.5: Table showing Reviews wise classification

Yes 35 70%
No 15 30%
Total 50 100
4.5 Chart showing Reviews wise classification
Reviews
80%
70%
60%
50%
40%
Series1
30%
20%
10%
0%
Yes No
INFERENCE:
The above table shows that 70% of the respondents agree that they check reviews before
attending interview/ joining a company and 30% of the respondents disagree with the
reviews. Most of the respondents check reviews before attending interview/ joining a
company.
Table 4.6(A): Table showing sources wise classification

Glass door 24 48%
Face book 4 8%
Google 15 30%
Word of mouth 2 4%
Others 5 10%
Total 50 100
4.6 (A) Chart showing sources wise classification
Sources
Series1
48%
30%
8% 10%
4%
Glass door Face book Google Word of others

mouth
INFERENCE:
The above table shows that 48% of respondents view reviews on Glassdoor, 8% of
respondents on Facebook, 30% of respondents on Google, 4% of the respondents rely on
Word of mouth and 10% of respondents rely on others. Most of the respondents view reviews
on Glassdoor.
Table 4.6(B): Table showing classification based on Decision making

0 1 2%
1 3 6%
2 0 0%
3 4 8%
4 0 0%
5 15 30%
6 2 4%
7 12 24%
8 3 6%
9 5 10%
10 5 10%
Total 50 100
4.6 (B): Chart showing classification based on Decision making
Decision Making
Series1 Series2
10
9
8
7
6
5
4
3
2
1
0 2% 6% 0% 8% 0% 30% 4% 24% 6% 10% 10%
1 2 3 4 5 6 7 8 9 10 11
INFERENCE:
The above table shows that 2% of respondent not at all likely on decision making, 6% of
respondents are least likely, 30% of the respondents are neutral, 10% of the respondents are
extremely likely. Most of the respondents are neutral relating the reviews with decision
making about a company.
Table 4.7: Table showing classification based on medium

Linked In 5 10%
Face book 6 12%
Corporate website 24 48%
Review sites 10 20%
others 5 10%
Total 50 100
4.7 Chart showing classification based on medium
others
Review sites
Corporate website
Series1
Face book
Linked In
0% 10% 20% 30% 40% 50%
INFERENCE:
The above table shows that 10% of the respondents prefer LinkedIn, 12% of the respondents
prefer facebook, 48% of the respondents prefer corporate website, 20% of respondents prefer
Review sites and 10% of respondents prefer others. Most of the respondents prefer
Company‘s corporate website to know about a company.
Table 4.8: Table showing classification based on attributes

Career growth 15 30%
Good package 8 16%
Comfort & pleasant working
environment 5 10%
Learning technology 10 20%
Job security 5 10%
Job location 2 4%
others 5 10%
Total 50 100
4.8 Chart showing classification based on attributes
Attributes
35%
30%
25%
20%
15%
10%
5%
Series1
0%
INFERENCE:
The above table shows that 30% of the respondents give importance to Career growth, 16%
of respondents to Good Package, 10% of respondents to comfort & pleasant working
environment, 20% of respondents to Learning technology, 10% of respondents to Job
security, 4% of respondents to Job location, 10% of respondent to others. Most of the
respondents gives importance to Career growth for joining a company.
Table 4.9: Table showing classification based on branding

Well known in the market 23 46%
Multinational company 10 20%
Fair pay 7 14%
Technical advancement 8 16%
others 2 4%
Total 50 100
4.9 Chart showing classification based on branding
Branding
50%
40%
30%
20%
10%
0%
Series1
INFERENCE:
The above table shows that 46% of respondents agree with well known in the market, 20% of
the respondents agree with MNCs, 14% of the respondents with Fair pay, 16% of respondents
with Technical advancement, 4% of the respondent agree with others. Most of the
respondents feel that a company, well known in the market is important to be considered as a
branded company.
Table 4.10: Table showing classification based on Innoppl brand

Yes 40 80%
No 10 20%
Total 50 100
4.10 Chart showing classification based on Innoppl brand
Innoppl brand
No
Yes
0% 20% 40% 60% 80% 100%
Series1
INFERENCE:
The above table shows that 80% of the respondent agree that Innoppl is a branded company,
20% of the respondent disagree with Innoppl is a branded company. Most of the respondent
feels that Innoppl technologies is a branded company.
Table 4.11: Table showing classification based on Communication

Strongly agree 5 10%
Agree 10 20%
Neutral 23 46%
Disagree 2 4%
Strongly disagree 10 20%
Total 50 100
4.11 Chart showing classification based on Communication
Communication
50%
40%
30%
20%
10% Series1
0%
Strongly Agree
agree Neutral
Disagree
Strongly
disagree
INFERENCE:
The above table shows that 20% respondents agree with Innoppl‘s communication channel
are strong enough in promoting and strengthening the brand and 10% respondents Strongly
agree, and 4% respondents disagree and 20% are strongly disagree, 46% respondents are
neutral. Most of respondents are neutral with Innoppl‘s communication channel are strong
enough in promoting and strengthening the brand.
Table 4.12: Table showing classification based on stay

Yes 40 80%
No 10 20%
Total 50 100
4.12 Chart showing classification based on stay
Stay
No
Series1
Yes
0% 20% 40% 60% 80% 100%
INFERENCE:
The above table shows that 80% of respondents agree to stay with Innoppl, 20% respondents
disagree to stay with Innoppl. Most respondents are agreeing to stay with Innoppl for the next
2 years.
Table 4.12 A): Table showing classification based on sources

Career growth 20 40%
Fair pay 5 10%
Learning technology 10 20%
Work environment 1 2%
Being valued 4 8%
Total 50 100
4.12 (A): Chart showing classification based on Innoppl’s strength
Innoppl's strength
Being valued
Work environment
Learning technology
Series1
Fair pay
Career growth
0% 10% 20% 30% 40% 50%
INFERENCE:
The above table shows that 40% of the respondent agree with Career growth, 10% of the
respondent agree with Fair pay, 20% of the respondent agree with Learning technology, 2%
of respondent agree with Working Environment, and 8% of respondent agree with being
valued. Most of the respondent stays at Innoppl for Career growth.
Table 4.13: Table showing classification based on Work life balance

Unimportant 5 10%
Somewhat unimportant 5 10%
Neutral 10 20%
Somewhat important 20 40%
important 10 20%
Total 50 100
4.13 Chart showing classification based on Work life balance
Work life balance
important
Somewhat important
Neutral
Series1
Somewhat unimportant
Unimportant
0% 10% 20% 30% 40%
INFERENCE:
The above table shows that 10% of the respondent feels work life balance is Unimportant,
10% of the respondent feels work life balance is Somewhat important, 20% of the respondent
feels work life balance is neutral, 40% of the respondent feels work life balance is somewhat
important, and 20% of the respondent feels work life balance is important. Most of the
respondent feels work life balance is somewhat important when evaluating the attractiveness
of an employer.
Table 4.14: Table showing classification based on Job security

Unimportant 5 10%
Neutral 12 24%
important 13 26%
Total 50 100
4.14 Chart showing classification based on Job security
Job security
Series1
26%
24%
20% 20%
10%
Unimportant Somewhat Neutral Somewhat important

unimportant important
INFERENCE:
The above table shows that 10% of the respondent feels Job security is Unimportant, 20% of
the respondent feels Job security is somewhat important, 24% of the respondent feels Job
security is neutral, 20% of the respondent feels Job security is somewhat important, and 26%
of the respondent feels Job security is important. Most of the respondent feels Job security is
important when evaluating the attractiveness of an employer.
Table 4.15: Table showing classification based on working environment

Unimportant 2 4%
Neutral 10 20%
important 23 46%
Total 50 100
4.15 Chart showing classification based on working environment
Working Environment
Series1
important 46%
Somewhat important 20%
Neutral 20%
Somewhat unimportant 10%
Unimportant 4%
INFERENCE:
The above table shows that 4% of the respondent feels working environment is Unimportant,
10% of the respondent feels working environment is somewhat important, 20% of the
respondent feels working environment is neutral, 20% of the respondent feels working
environment is somewhat important, and 46% of the respondent feels working environment is
important. Most of the respondent feels working environment is important when evaluating
the attractiveness of an employer.
Table 4.16: Table showing classification based on Leadership style

Unimportant 4 8%
Neutral 5 10%
important 15 30%
total 50 100
4.16 Chart showing classification based on Leadership style
Leadership style
Series1
40%
30%
12% 10%
8%
INFERENCE:
The above table shows that 8% of the respondent feels Leadership style is Unimportant, 12%
of the respondent feels Leadership style is somewhat important, 10% of the respondent feels
Leadership style is neutral, 40% of the respondent feels Leadership style is somewhat
important, and 30% of the respondent feels Leadership style is important. Most of the
respondent feels Leadership style is somewhat important when evaluating the attractiveness
of an employer.
2. CHI SQUARE TEST
Chi Square Test(X2)
Chi square test analysis used for income and experience
Chi-square is the sum of the squared difference observed (o) and the expected (e) data (or the
deviation, d), divided by the expected data in all possible categories.
Null hypothesis (Ho):
There is a relationship between Designation and awareness about Innoppl.
Alternate hypothesis (H1):

There is no relationship between Designation and awareness about Innoppl.
Chi Square Table
Observed Frequency (O)
A B C D E Total
Designation 30 5 4 10 1 50
Awareness 3 5 28 12 2 50
Total 33 10 32 22 3 100
Expected Frequency (E)
A B C D E Total
Designation 16.5 5 16 11 1.5 50
Awareness 16.5 5 16 11 1.5 50
Total 33 10 32 22 3 100
From the table
PA =7.235
PB=6.979
Observed and expected frequency (X2)=31.924
Degree of Freedom= (n-1)
For DF=2 and 95% interval Table Value is =0.9543
(X2)=0.0943
Table Value =0.9543
(X2)> Table Value
Z = Z cal >Z tab
Z= 31.924>0.9543
From the value chi square value is greater than the Table value so H1Accepted.
So there is no relationship between Designation and Awareness.
INFERENCE:
Since the calculated value is greater than the tabulated value, we accept the alternative
hypothesis and hence there so there is no relationship between Designation and Awareness.
3. ONE-WAY ANOVA CLASSIFICATION
There is a significance difference between the sources of review, medium and

Branding.
There is no significance difference between the sources of review, medium and

Branding.
A B C D E
Sources of
24 4 15 2 5
review
Medium 5 6 24 10 5
Branding 23 10 7 8 2
Anova: Single Factor
SUMMARY
Groups Count Sum Average Variance
Column 1 3 52 17.3333 46.33333
Column 2 3 20 6.66667 10.33333
Column 3 3 46 15.3333 58.33333
Column 4 3 20 6.66667 81.33333
Column 5 3 12 3.99999 25.33333
ANOVA
Source of
SS df MS F P-value F crit
Variation
Between Groups 1140 4 285 6.428571 0.007917 3.47805
Within Groups 443.3333 10 44.33333
Total 1583.333 14
From the table Anova value is 3.478 degree of freedom is 14.
Anova Table Value for 95% level of interval is 3.093
Anova Value>Table Value
F = F cal>F tab F=3.478>3.093
Anova value is greater than the Table Value so H0 rejected and H1 Accepted.
INFERENCE:
The calculated value of F is greater than the tabulated value. Hence, we reject the null
hypothesis and conclude that there is no significance differences the sources of review,
medium and Branding.
4. MANN-WHITNEY U TEST
n statistics, the Mann–Whitney U test (also called the Mann–Whitney–Wilcox on (MWW),

Wilcox on rank-sum test, or Wilcox on–Mann–Whitney test) is a nonparametric test of the
null hypothesis that it is equally likely that a randomly selected value from one sample will
be less than or greater than a randomly selected value .
There is a significance difference between the Communication and Work life

balance.
There is no significance difference between the Communication and Work life

balance.
Samples:
Sample 1 5 10 23 2 10
Sample 2 5 5 10 20 10
Sample with Rank
Sample 1 5 10 23 2 10
Rank 1 2.5 2.5 7 10
Sample 2 5 5 10 20 10
Rank 2.5 5 5 8 9
Result Details
Sample 1
Sum of ranks: 25.5
Mean of ranks: 5.1
Expected sum of ranks: 27.5
Expected mean of ranks: 5.5
U-value: 14.5
Expected U-value: 12.5
Sample 2
Sum of ranks: 29.5
Mean of ranks: 5.9
Expected sum of ranks: 27.5
Expected mean of ranks: 5.5
U-value: 10.5
Expected U-value: 12.5
Sample 1 & 2 Combined

Sum of ranks: 55
Mean of ranks: 5.5
Standard Deviation: 4.7871
U value = 10.5
Z value =-0.313
According to table Value P value is 0.05
Z cal < Z tab P<0.05
So H0 Accepted and H1 Rejected, There is a significance difference between the

Communication and Work life balance.
INFERENCE:
The calculated value of Z is greater than the tabulated value. Hence, we reject the alternative
hypothesis and conclude that there is significance difference the Communication and Work
life balance.
5. ANALYSIS USING KARL PEARSON’S CORRELATION
Correlation analysis is the statistical tool used to measure the degree to which two variables
are linearly related to each other. Correlation measures the degree of association between two
variables.
Null hypothesis (H0):
There is a positive relationship between the Job security and working

environment.
There is a negative relationship between the Job security and working

environment.
Job security
5 10 12 10 13
(X)
Working
environment 2 5 10 10 23
(Y)
�∑ −∑ ∑
�=
�∑ � − (∑ )² �∑ � − (∑ )²
r = 0.846359
INFERENCE:
Since is positive, there is a positive relationship between the Job security and working
environment.
5. REGRESSION ANALYSIS
Null hypothesis (H0):
There is a positive relationship between the Leadership style and Work life
balance.
There is a negative relationship between the Leadership style and Work life
balance.
Leadership 4 6 5 20 15
style (X)
Work life
5 5 10 20 10
balance(Y)
SUMMARY OUTPUT
Regression Statistics
Multiple R 0.283144
R Square 0.080171
Adjusted R Square -1.66667
Standard Error 17.44009
Observations 1
ANOVA
df SS MS F Significance F
Regression 5 79.52941 15.90588 0.261475 0.261475
Residual 3 912.4706 304.1569
Total 8 992
Standard Lower Upper Lower Upper
Coefficients t Stat P-value
Error 95% 95% 95.0% 95.0%
X
Variable -10.5882 60.32535 -0.17552 0.87185 -202.57 -202.57
181.3939 181.3939
4
X
- -
Variable 1.529412 2.990951
0.511346 0.644366 7.98913 11.04795 7.98913 11.04795
5
Regression Value is =0.261475
Value is positive. So there is a positive relationship between the Leadership style and Work
life balance.
INFERENCE:
Since is positive, there is positive relationship between the Leadership style and Work life
balance.
Chapter 5
FINDINGS,
SUGGESTIONS AND
CONCLUSION
Chapter 5
5.1 FINDINGS
From the study it is observed that,
 Majority 80% of the respondents are male.

 43% of the respondents are having 1-5 years experience in job.
 56% of respondents came to know about Innoppl through Recruiters.
 80% of the respondents visits corporate websites of a company before applying for a
job.
 70% of the respondents check reviews about the company before attending interview/
joining a company.
 48% of the respondents strongly prefer Glassdoor to check reviews about a company.
 Majority 30% of the respondents are neutral to relate the reviews with the decision
making to join a company.
 Majority 40% of the respondents are influenced by home environment factor.
 Majority 48% of the respondents prefer the company‘s corporate website to know
about the company.
 Majority 30% of the respondents feels that career growth is important to join a
company.
 Majority 44% of the respondents feels that a company should be well known in the
market to be recognized as a branded company.
 Majority 80% of the respondents do feels that Innoppl is a branded company.
 Majority 46% of the respondents are neutral in agreeing that Innoppl‘s
communication channel is strong enough in promoting and strengthening the brand.
 80% of the respondents like to stay and work with Innoppl for the next 2 years.
 Majority 40% of the respondents stays in Innoppl for career growth.
 40% of the respondents agree that work life balance is somewhat important element
for attractiveness of a company.
 26% of the respondents feel that Job security is important element for attractiveness
of a company.
 46% of the respondents feel that working environment is important element for
attractiveness of a company.
 40% of the respondents feel that Leadership style is somewhat important element for
attractiveness of a company.
5.2 Suggestions
Innoppl Technologies as an organization is well equipped with latest technology and hard
working dedicated employees. It sets an example to other corporate to have a work culture
like the one Innoppl has. The only few recommendations I suggested were:
1. It should develop pleasant working environment and ambience for the employees
2. It should bring in place proper assignment of designations based on a candidate‘s
experience and not reference.
3. Innoppl should have strategic planning to preserve their valuable employees, thus,
building the human assets for the organization
4. I suggest that management should give maximum importance to attractive
compensation package followed by good benefits
5. Innoppl should focus on providing novel work practices to employees to increase their
satisfaction level. Novel work practices may include openness to change in policy
matters, creative tasks etc
5.3 Conclusions
Employer branding is a relatively new approach toward recruiting and retaining the best
possible human talent within an employment environment that is becoming increasingly
competitive. Employer branding has the potential to be a valuable concept for both managers
and scholars. Managers can use employer branding as an umbrella under which they can
channel different employee recruitment and retention activities into a coordinated human
resource strategy. Integrating recruitment, staffing, training and development and career
management activities under one umbrella will have a substantially different effect than each
of the processes would have alone.
There is not only the need of creating a satisfaction in minds of employees, but also an urgent
need of creating this positivism in the minds of external customers and stakeholders. The
created image has to be monitored and sustained in such a way so that it will help in
increasing profits as well as would create belongingness, pride, self actualization and true
commitment in true words and spirit.
The value of the employer branding concept for management scholars parallels the value it
has for managers. Management scholars can use employer branding to integrate many
different but related constructs that have been discussed in the recruiting, selection, and
retention literatures under one umbrella. The employer branding concept can be especially
valuable in the search for an organizing framework for strategic human resource
management.
Chapter 6
ANNEXURE
6.1 QUESTIONNAIRE
Dear Respondent,
Myself, Lekha Sridharan I am a post-graduate student conducting research towards the

completion of MBA Project at Vel Tech High Tech Dr.Rangarajan Dr. Sakunthala
Engineering College. Your assistance in completing the questionnaire would be greatly
appreciated.
Name(Optional) :
Designation :
Gender :
Overall Work Experience :
1) How did you get to know about Innoppl?

Social Media Friends Recruiters Job Portals
Others, please mention here
2) When evaluating whether to apply for a job with a company, do you visit their
corporate website?
Yes No
3) Do you check reviews before attending interview/joining a company?

Yes No
(a) If yes, please tell us the sources of your review?

Glass door Face book Google Word of Mouth
(b) How likely did the reviews play a role in making the decision to join the
Company?
0 – Not at all likely
10 – Extremely likely
0 1 2 3 4 5 6 7 8 9 10
4) Which of the following Medium will you prefer to know about a company?
LinkedIn Facebook Corporate Website
Review Sites Others, please mention here
5) Rate the following attributes based on the level of importance you provide for
joining the company?
Career Growth Good Package Comfort & Pleasant
Working Environment
Learning Technology Job Security Job Location
6) What makes you feel that a company is a branded company? Check whatever is
applicable.
Well known in the Market Multinational Company Fair Pay
Technical Advancement
7) Do you think Innoppl is a Branded Company?

Yes No
8) What would be your suggestions to promote Innoppl’s Brand?

(Employer Branding means creating an image for the organization as ‗great place to
work‘ in the mind of current employees and key stakeholders in the external market).
9) Innoppl’s communication channel is strong enough in promoting and

strengthening the brand.
(Reference: TV in Front Office)
Strongly Agree Agree Neutral Disagree Strongly
Disagree
10) Would you like to stay with Innoppl for the next 2 years?
Yes No
(a) If Yes, what makes you stay in Innoppl?

Career Growth Fair Pay Learning Technology Work
Environment
Being Valued
How important are the following elements to you when you evaluate the
attractiveness of an employer
1 - Unimportant
2 - Somewhat Unimportant
3 - Neutral
4 - Somewhat Important
5 - Important
11) Work-Life Balance

1 2 3 4 5
12) Job Security

1 2 3 4 5
13) Working Environment

(Reference: Fun working environment, Feels (like at) home)
1 2 3 4 5
14) Leadership Style

(Reference: Encourages to think independently, delegates challenging responsibilities,
and initiatives)
1 2 3 4 5
Thanks for your Co-operation.

6.2 BIBLIOGRAPHY
Journals:
Ambler and Barrow, 1996

T. Ambler, S. Barrow The Employer Brand Journal of Brand Management, 4 (3)
(1996), pp. 185-206
Anderson and Gerbing, 1988

J.C. Anderson, D.W. Gerbing Structural equation modelling in practice: A review
and recommended two-step approach Psychological bulletin, 103 (3) (1988), p. 411
Backhaus and Tikoo, 2004

K. Backhaus, S. Tikoo Conceptualizing and Researching Employer Branding
Career Development International, 9 (5) (2004), pp. 501-517
Berthon et al., 2005

P. Berthon, M. Ewing, L.L. Hah Captivating Company: Dimensions of
Attractiveness in Employer Branding International Journal of Advertising, 24 (2)
(2005), pp. 151-173
Bondarouk and Ruël, 2009

T. Bondarouk, H. Ruël Electronic Human Resource Management: challenges in
the digital era The International Journal of Human Resource Management, 20 (3)
(2009), pp. 505-514
Cable and Turban, 2001

D.M. Cable, D.B. Turban Establishing the Dimensions Sources And Value of Job
Seekers‘ Employer Knowledge During Recruitment. Research in Personnel and
Human Resources Management, 20 (2001), pp. 115-163
Websites:
 www.managementparadise.com
 www.scribd.com
 www.researchgate.net
 www.wilsonhcg.com
 www.avature.net
 www.citehr.com
 www.emeraldinsight.com
 http://www.contentwriter.in/articles/hr/employer-branding.htm
 http://www.employerbrandingawards.com

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“A STUDY ON EMPLOYER BRANDING AT INNOPPL

DEPARTMENT OF MANAGEMENT STUDIES

In the partial fulfillment of the requirements

ANNA UNIVERSITY, CHENNAI – 600 025

DEPARTMENT OF MANAGEMENT STUDIES

ANNA UNIVERSITY, CHENNAI

MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of

DEPARTMENT OF BUSINESS ADMINISTRATION

INTERNAL GUIDE HEAD OF THE DEPARTMENT

INTERNAL EXAMINER EXTERNAL EXAMINER

I sincerely pay my thanks to our Honorable Founder & Chairman of VELTECH

I convey my gratitude thanks to my External advisor MR. Karthick Govindarajan HR

I, hereby declare that the project titled “A STUDY ON EMPLOYER BRANDING AT

Place: Ms. LEKHA S

CHAPTER TITLE PAGE NO

3.1 Research design

3.2 Sampling design

3.3 Data collection method

DATA ANALYSIS AND

FINDINGS SUGGESTIONS AND

Employer branding is the process of promoting a company, or an organization, as the

Employer branding is the process of:

And employer brand is a company’s reputation in a job market as an employer. The

Origin of Employer Branding:

Culmination of Employment and Brand Management:

Fundamentals of Employer Branding:

4. Additional Perks and Benefits: The millennial generation is demanding an all-

6. Culture of Fairness and Diversity: Most companies claim to be ‗equal opportunity

Concept of Employer Brand:

Brand Vs Employer Brand:

A solid employer brand is grounded in the same dimensions:

The employer brand is an authentic description of an experience, similar to a consumer brand.

9 Steps to a Successful Employer Branding Strategy:

Understand the business needs:

Define the main target groups:

Optimize the employer value proposition:

Select KPIs and set objectives:

Define an optimal communication mix:

Create an annual plan:

Execute and follow-up:

Importance of Employer Branding:

Employer branding is important to:

Strategic Approach to Employer Branding:

What is employer branding in a nutshell?

India's IT market size growing

 India‘s technology and BPM sector (including hardware) is likely to generate

 Time period is very short

Author Name : Nor Adibah Ahmad and Salina Daud

Title of Project : Engaging People with Employer Branding

Conclusion and recommendation

Author Name : Tosin Oladipo, Jeremiah Iyamabo & Olutayo Otubanjo

Author Name : Vijay Rathee and Ritu

Stratified Random Sampling

Percentage Analysis Method:

Mann Whitney test:

In statistics, the Mann–Whitney U test (also called the Mann–Whitney–Wilcox on (MWW),

Table 4.1: Table showing Designation wise classification

Particulars Frequency Percentage

4.1 Chart showing Designation wise classification

Particular Frequency Percentage

4.2 Chart showing Gender wise classification