Final Synopsis 1.0

Research Synopsis
A Study on Strategy of Employer Branding and its Impact on
Talent management: A study on five-star hotels of Chandigarh
Submitted By-
SHIVAM
NCHMCT ROLL NUMBER: 2221104007
AMBEDKAR INSTITUTE OF HOTEL MANAGEMENT, SECTOR-42 D CHANDIGARH
Guided By: Dr. Ekta Bhatnagar Nayyar

S. No. CONTENTS Page No.
1. Introduction 3 -5
2. Review of Literature 5
3. Research Gap 6
4. Need for Study 6-7
5. Significance of the Study 7-8
6. Objectives and Hypothesis 9
6. Research Methodology 9-10

7. Bibliography 10
AMBEDKAR INSTITUTE OF HOTEL MANAGEMENT, SECTOR 42- B CHANDIGARH
An Autonomous Body Under Ministry of Tourism, Govt. of India
Affiliated to National Council for Hotel Management Catering Technology, Noida
1. INTRODUCTION
Every company that competes in the market is evaluated in a variety of ways. In addition to
the goods and services the business provides, its reputation as an employer (or employer
brand) is also being assessed more and more. A company that enjoys a positive reputation
in the marketplace will be sought after as an employer and considered as a desirable place
to work.
The concept of employer branding was introduced in the 1990s, particularly in the works of
Ambler and Barrow (1996, p. 187). They defined it as the package of functional, economic,
and psychological benefits provided by employment and associated with the employing
company. Employer branding is a multidisciplinary concept that intersects at least two
fields: human resources management and marketing. This intersection is derived from the
collaborative efforts of professionals in both disciplines (Wojtaszczyk, 2012, p. 47). In the
fast-growing and competitive landscape of the hospitality sector in India, the pursuit of
excellence extends beyond providing exceptional guest experiences. At its heart, the
industry relies heavily on its workforce – a group of individuals responsible for delivering the
exceptional service that sets establishments apart. In this context, the effective
management of talent becomes a pivotal factor in ensuring the sector's sustained growth
and success.
This study aims to delve into the dynamic relationship between employer branding
strategies within the Indian hospitality sector and their consequential impact on talent
management practices. The hospitality sector's distinctive characteristics make it
particularly sensitive to the intricacies of employer branding.
The guest's experience is intricately linked to the attitude, demeanour, and professionalism
of the employees, creating a direct correlation between the employer's image and the
perception of its service quality. Thus, the practice of employer branding extends beyond its
traditional boundaries to encompass not only external marketing but also the internal
nurturing of a workplace culture that resonates with the aspirations of prospective and
existing employees alike. Employer branding in the hospitality sector encompasses a
multifaceted approach that encompasses aspects such as organisational culture, career
growth opportunities, work-life balance, and the overall work environment. Given the
transient nature of the industry, where employee turnover rates can be relatively high,
3
crafting a compelling employer brand becomes not only a means of attracting top-tier talent
but also a strategy for fostering employee loyalty and retention.
This research aims to delve into the diverse aspects of employer branding strategies within
the framework of the hospitality sector in India. By examining case studies, analysing
industry trends, and gathering empirical data, the study aims to uncover the strategies
employed by leading establishments to establish a distinctive employer brand. Furthermore,
we intend to dissect the tangible impacts of these strategies on various aspects of talent
management, including recruitment, employee engagement, skill development, and overall
organisational performance. The hospitality industry's inherent diversity, ranging from
luxury hotels to budget accommodations and fine dining to quick-service restaurants,
provides a rich landscape for exploring the nuances of employer branding's effects on talent
management.
Our research endeavours to elucidate the mechanisms through which employer branding
influences talent attraction, employee motivation, and, ultimately, the sector's competitive
edge. Through a comprehensive literature review, coupled with insights drawn from
interviews with industry experts and human resource practitioners, this study seeks to
provide valuable insights for both existing hospitality businesses and those seeking to
establish a foothold in the Indian market.
In Paul Sparrow's "Strategic Talent Management," the assertion is made that organizations
achieve excellence only when they possess an exceptional talent management system. A
successful talent management system not only attracts and onboards highly skilled
individuals but also ensures a harmonious alignment between the employee and the
employer. Additionally, it involves continuous monitoring and effective management of an
individual's relationship with the organization for as long as it remains mutually beneficial
for both parties.
 Selection of Suitable Candidates
 Self-Management of Careers and Career Path Shaping
 Diversification of Work and Flexibility
4
Benefits of Employer Branding:
Employer branding yields a range of advantages that enhance both the external and internal
standing of the company, bolster organizational appeal, and contribute to talent retention.
Among the benefits of employer branding are:
1. Reduced Cost per Hire.

2. Faster Time to Hire.
3. Decreased Employee Turnover.
4. Savings on Salaries.
5. Attracting Qualified Candidates.
6. Enhanced Company Performance.
2. LITERATURE REVIEW
1. ( Botha, Bussin, and Sward(2017) emphasize in their project that the employer brand is
shaped by factors such as target group needs, a distinct Employer Value Proposition
(EVP), the people strategy, brand consistency, effective communication of the employer
brand, and the measurement of Human Resources (HR) employer branding efforts.
2. The concept of talent management proves challenging in the hospitality industry, given
its perceived poor reputation as an employer. The sector faces difficulties in attracting
motivated, trained, and qualified employees capable of delivering on its service
promises, as highlighted by (Barron ,Baum (2008) in "The Influence of Employer
Branding in Talent Management in the Hotel Industry."
3. Davern,Jago,and Deery (2019) stress the strategic nature of talent management

practices. These practices should provide support to the foundational capabilities of a
business and act as a supporting strategy that aligns with overall business goals. This
perspective is discussed in "The Influence of Employer Branding in Talent Management
in the Hotel Industry."
4. (Priya(2021) Employer branding is advocated as a long-term strategy that contributes to

the overall brand image of the organization. The focus is on attracting and retaining
young, skilled employees, a crucial yet often challenging aspect for contemporary
5
businesses. This approach is explored in "A Study on Strategy of Employer Branding and
its impact on Talent management in IT industries."
3. RESEARCH GAPS:
1. Limited Focus on Local Context: Most existing research on employer branding and
talent management has a global or national focus. There is a research gap in
understanding how these concepts operate within the specific context of Chandigarh,
where economic conditions, labour markets, and cultural factors may differ.
2. Lack of Sector-Specific Studies: The existing literature often provides general insights
applicable to various industries. A research gap exists in exploring how employer
branding and talent management differ across sectors prevalent in Chandigarh, such as
IT, healthcare, education, and hospitality.
3. Limited Exploration of Innovative Practices: Emerging trends like remote work, flexible
schedules, and sustainability practices are changing the landscape of talent acquisition
and retention. Investigating how organisations in Chandigarh are adapting to these
trends within the context of employer branding is a potential research gap.
4. Need of the study:
The competencies and skills of

knowledge
Workers have become extremely
vital
6
Competitive advantage in the

present day
Business scenario. All the
professionally
Managed organisations make an
all-out
Attempt to acquire, retain and
develop the
Talent pool that they encompass.
Importance of
Human resources has increased
manifold,
Firstly because of their scarce
availability and
7
Secondly due to an increasing

demand by the
Growing number of business
units are seeking
Quality talent. In this context the
ability of an
Organisation to keep hold of its
vital and
Skilled manpower becomes
extremely critical.
HR department has to play a key
role in
knowledge
8
Worker have become extremely

vital
present day
professionally
all-out
develop the
Importance of
manifold,
9

availability and
demand by the
units seeking
ability of an
vital and
extremely critical.
role in
10

knowledge
vital
present day
professionally
all-out
develop the
Importance of
11

manifold,
availability and
demand by the
units seeking
ability of an
vital and
extremely critical.
12

role in
knowledge
vital
present day
professionally
all-out
develop the
13

Importance of
manifold,
firstly because of their scarce
availability and
secondly due to an increasing
demand by the
growing number of business
units seeking
quality talent. In this context the
ability of an
organisation to keep hold of its
vital and
14
skilled manpower becomes

extremely critical.
role in
knowledge
worker have become extremely
vital
competitive advantage in the
present day
business scenario. All the
professionally
managed organisations make an
all-out
15
attempt to acquire, retain and

develop the
talent pool that they encompass.
Importance of
human resources has increased
manifold,
firstly because of their scarce
availability and
secondly due to an increasing
demand by the
growing number of business
units seeking
quality talent. In this context the
ability of an
16
organisation to keep hold of its

vital and
skilled manpower becomes
extremely critical.
role in
1. Supporting Industry Growth:
As India's hospitality sector continues to expand, there is a pressing need for effective talent
management strategies.
2. Global Alignment:
The research aligns with the worldwide trend of recognising the strategic value of employer
branding in talent management.
3. Sustainable Practices:
Reducing employee turnover through effective employer branding promotes cost savings
and operational stability, contributing to long-term sustainability.
4. Practical Guidance:
This study provides actionable recommendations, empowering hospitality organisations

to make informed decisions about their employer branding and talent management
strategies.
17
5. SIGNIFICANCE OF THE STUDY:
1. Addressing a Critical Industry Challenge:

The hospitality sector in India faces unique challenges, including high turnover rates and
the need for skilled and motivated employees. Your study addresses a critical challenge
by examining how employer branding can be a strategic solution to attract, retain, and
engage talent in this sector.
2. Contributing to a Growing Industry:

India's hospitality industry has been experiencing significant growth in recent years. Your
study contributes to this dynamic industry by providing insights that can enhance its
competitiveness and sustainability.
3. Relevance in a Competitive Market:

The Indian hospitality market is highly competitive, with both domestic and international
players. Effective employer branding can help establishments stand out and build a
positive image as employers of choice.
4. Alignment with Current Trends:

The study aligns with global trends in talent management, where organisations are
recognising the importance of holistic employer branding beyond financial
compensation to attract and retain top talent.
5. Insights for Strategic Decision-Making:

The study can provide actionable insights to hospitality organisations in India. It can
guide them in developing and refining their employer branding strategies, which can
positively impact talent acquisition, employee engagement, and overall performance.
6. Enhancing Employee Satisfaction and Well-being:

In a sector where employee satisfaction is closely tied to guest satisfaction, improved
talent management practices can lead to a better work environment, higher morale,
and, ultimately, enhanced guest experiences.
18
7. Conceptual Framework of Employer Branding Model:

As per Backhaus and Tikoo (2004), employer branding encompasses all facets of Human
Resources Management, spanning from organizational requirements to employee
productivity. This conceptual framework outlines a comprehensive process that involves
both internal and external communication of attributes. The goal is to articulate the
organization's needs effectively, with the overarching aim of attracting, acquiring, and
retaining talented employees.
Image Source: Priya, G & Gopinath, Shanmuga & Raman, Dr. (2021). A Study on Strategy of Employer Branding and its impact on Talent management in IT industries A Study on
Strategy of Employer Branding and its impact on Talent management in IT industries. 20. 3441-3451. 10.17051/ilkonline.2021.05.378.
6. OBJECTIVES:
The study is undertaken with the following objectives:
1. Objective -1: To assess the ways to influence employer branding on talent

retention
19
a. H1: Job security has a significant impact on talent management

b. H2: Working environment has a significant impact on talent management
2. Objective -2: To suggest ways to improve employee branding in five-star hotels
3. Objective -3: To identify the attributes which make an employee satisfaction level
about the company brand
3. To review or evaluate the results and to formulate suggestions for the Chandigarh area
based on all of the findings. The competencies and skills of knowledge
Worker have become extremely vital
Competitive advantage in the present day
Business scenario. All the professionally
Managed organisations make an all-out
Attempt to acquire, retain and develop the
Talent pool that they encompass. Importance of
Human resources has increased manifold,
Firstly, because of their scarce availability and
Secondly due to an increasing demand by the
Growing number of business units seeking
Quality talent. In this context the ability of an
Organisation to keep hold of its vital and
Skilled manpower becomes extremely critical.
The HR department has to play a key role in
7. RESEARCH METHODOLOGY TOOLS AND TECHNIQUES:

Design:
Building upon previous research methodologies, I plan to conduct this study using a
quantitative analysis approach. The data will be analysed through correlation design, which
will help generate results and draw conclusions.
Data Collection:
In the initial phase, data collection will be conducted through a survey using a standardised
questionnaire. Two questionnaire will be developed After a thorough review, the selected
20
questionnaire will be utilised for the study. Seven hotels in Chandigarh have been chosen for
the survey.
HR officials and employees from hotel will be approached for participation. A minimum of
five interviews will be conducted at each hotel, and the remaining questionnaires will be
administered through mail and personal interactions. The questionnaire will comprise a mix
of close-ended and multiple-choice questions andsample size will be around 200.
Data Analysis:
Following the data collection phase, the following steps involve the analysis and
interpretation of the gathered information. Quantitative data will be further presented
through various graphical charts. Utilising graphs and charts in survey analysis will enable us
to draw significant inferences and conclusions.
Descriptive statistical tools will also be employed in the analysis to assess the relationships
between variables. This comprehensive approach aims to provide a thorough understanding
of the data and facilitate meaningful insights.
8. REFERENCES:
1. Elementary Education Online, 2021; Vol 20 (Issue 5): pp.3441-3451 http://ilkogretim-
online.org doi: 10.17051/ilkonline.2021.05.378 3441| G. Shanmuga Priya a Study on
Strategy of Employer Branding and its impact on Talent management in IT industries, Ph.D.
Research Scholar, Department of Management Studies, St. Peter's Institute of Higher
Education and Research Dr. UmaRaman.M, Professor and Head, Department of
Management Studies, St. Peter’s Institute of Higher Education and Research
2. Annelize Botha1 Mark Bussin1 Lukas de Sward in the project of “employer brand predictive
model for talent attraction and retention” (2017)
3. Engaging People with Employer Branding Author lNorAdibah Ahmad, Salina Daud
https://doi.org/10.1016/S2212-5671 (16)00086-1
4. Employer Branding and Talent Attraction in the Hospitality and Tourism Industry In Greece.
January 2021 Thessaloniki – Greece
21
5. The Influence of Employer Branding in Talent Management in the Hotel Industry Davern,
Donagh; Jago, Leo; and Deery, Margaret (2019) "The Influence of Employer Branding in
Talent Management in the Hotel Industry," Irish Business Journal: Vol. 12 : No. 1 , Article 3.
Available at: https://sword.cit.ie/irishbusinessjournal/vol12/iss1/3
6. Sjoerd A Gehrels & Joachim de Looij (2011) Employer branding: A new approach for the
hospitality industry, Research in Hospitality Management, 1:1, 43-52, DOI:
10.1080/22243534.2011.11828275
7. Ambler and Barrow, 1996 T. Ambler, S. Barrow - The Employer Brand Journal of Brand
Management, 4 (3) (1996)
22

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Research Synopsis

A Study on Strategy of Employer Branding and its Impact on

Talent management: A study on five-star hotels of Chandigarh

NCHMCT ROLL NUMBER: 2221104007

AMBEDKAR INSTITUTE OF HOTEL MANAGEMENT, SECTOR-42 D CHANDIGARH

Guided By: Dr. Ekta Bhatnagar Nayyar

6. Objectives and Hypothesis 9

6. Research Methodology 9-10

 Selection of Suitable Candidates

 Self-Management of Careers and Career Path Shaping

 Diversification of Work and Flexibility

Benefits of Employer Branding:

1. Reduced Cost per Hire.

3. Davern,Jago,and Deery (2019) stress the strategic nature of talent management

4. (Priya(2021) Employer branding is advocated as a long-term strategy that contributes to

4. Need of the study:

The competencies and skills of

Competitive advantage in the

Secondly due to an increasing

Worker have become extremely

Firstly because of their scarce

The competencies and skills of

Human resources has increased

HR department has to play a key

Talent pool that they encompass.

skilled manpower becomes

attempt to acquire, retain and

organisation to keep hold of its

This study provides actionable recommendations, empowering hospitality organisations

5. SIGNIFICANCE OF THE STUDY:

1. Addressing a Critical Industry Challenge:

2. Contributing to a Growing Industry:

3. Relevance in a Competitive Market:

4. Alignment with Current Trends:

5. Insights for Strategic Decision-Making:

6. Enhancing Employee Satisfaction and Well-being:

7. Conceptual Framework of Employer Branding Model:

1. Objective -1: To assess the ways to influence employer branding on talent

a. H1: Job security has a significant impact on talent management

7. RESEARCH METHODOLOGY TOOLS AND TECHNIQUES:

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