A STUDY ON IMPACT OF EMPLOYEER BRANDING

AT
BON FRESH PRIVATE LIMITED, ANNA NAGAR, CHENNAI
Submitted in the partial fulfillment of the requirements
for the award of the degree in

MASTER OF BUSINESS ADMINISTRATION

By

MANIKANDAN S
Enrollment no:225062101252

Under The Guidance Of

Dr.S.S. YAAMINI PRIYA

FACULTY OF MANAGEMENT STUDIES

Dr. M.G.R.
Educational and Research Institute
(Deemed to be university)

Maduravoyal, Chennai-600 095

(An ISO 9001-2008 certified Institution)
University with Special Autonomy Status

May 2024
 DECLARATION

I MANIKANDAN S hereby declare that the Project Report entitled “A STUDY ON

IMPACT OF EMPLOYEER BRANDING” is done by me under the guidance of Mrs.

DR.S. S YAAMINI PRIYA is submitted in partial fulfillment of the requirements for the

award of the degree in MASTER OF BUSINESS ADMINISTRATION.

Date:

Place: Signature of Student

I
 DR. M.G.R
Educational and Research Institute
(Deemed to be University)
Maduravoyal, Chennai – 600 095
(An ISO 9001-2008 certified Institution)

FACULTY OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the Bonafide work of Mr. MANIKANDAN S

Enrollment No: 225062101252 who carried out the project entitled “A STUDY ON

IMPACT OF EMPLOYEER BRANDING under our supervision on from 01/03/2024 to

20/04/2024 DR.S. S YAAMINI PRIYA

Internal Guide Head of the Department

Submitted for Viva Voce Examination held on _________

II
 ACKNOWLEDGEMENT

To acknowledge here, all those who have been a helping hand in completing this project,
shall be an endeavor in itself

I extremely thankful to our Chancellor Thiru A.C. SHANMUGAM, B.A., B.L., our
President Er. A.C.S. ARUN KUMAR, B.E. I express my sincere thanks to our Secretary Thiru
A. RAVIKUMAR and our Vice Chancellor DR.S. GEETHALAKSHMI, I would like to take
the opportunity to express my profound gratitude to Dr. G BRINDHA, Professor & head, and
my project guide, Faculty of Management Studies, for her kind permission to undergo project
work successfully.

I thank DR.S. S YaaminipriyA guiding me to execute my final year project. I also thank all
faculties and batch mates in Faculty of Management Studies, for their support and guidance
throughout the course of final year project.

I thank Mr. Kathirvelan.T Asst Manager for Bon Fresh Food Pvt Ltd, Anna Nagar Chennai
guiding and supporting throughout my project

I owe my wholehearted thanks and appreciation to entire staff of the company for their
cooperation and assistance during the project.

Name of the student

MANIKANDAN S

III
CHAPTER TITLE PAGE PAGE

ABSTRACT
CHAPTER 1
1.1 Introduction about the topic 1
1.2 Industry Profile 12
Company Profile 14

1.3 Objectives of the study 19

1.4 Importance or Need of the study 21

1.5 Scope of the study 22

1.6 Limitation of the study 23

CHAPTER 2 - Review of Literature (Books and Journals) 24
CHAPTER 3 – Research Methodology 32
3.1 Research Design 33
Research Hypothesis & Methodology 34
Data Analysis (list the tools used) (Percentage Analysis is tool must 35
apart from that any two statistical tool must be used)
Sample size 36
Data collection approach 37
4.1 CHAPTER 4 - Data Analysis and interpretation 42
CHAPTER – 5
5.1 FINDINGS 59
5.2 SUGGESTION 64
5.3 CONCLUSION 65
REFERENCES 66
Questionnaire 67

IV
 ABSTRACT
Employer branding has become an increasingly popular subject among practitioners. In
order to gain competitive advantage, it is claimed that companies should hold the best
employees. However, in this thesis it is argued that the purposes of employer branding and HRM
are strikingly alike, since they both aim to attract and retain employees.

Earlier research lacks to explain how companies work with employer branding.
Therefore, it is reasonable to wonder how employer branding is practiced and whether employer
branding contributes something of value to the company, especially to HRM. Thus, the purpose
of this study is to investigate whether employer branding contributes to HRM regarding
attraction and retention of employees.

A qualitative case study was conducted and the findings show that employer branding
can contribute to HRM by: (1) giving HRM incentives to approach the whole spectra of
employees; potential, current as well as former employees, (2) facilitating the maintenance of the
corporate culture and (3) enabling a way for HRM to take a strategic approach.

The research also analyzes the role of employer branding in building brand advocates
who spread positive word of mouth about the organization. Results of the qualitative interviews
show positive relationship between outcomes of employer branding (job satisfaction and
psychological contract) and employee retention.

In addition, a positive relationship is found between employer branding and

organizational commitment which in turn contributes towards development of brand advocacy.
Academic and managerial implications are also discussed. The study accentuates the importance
of employer branding construct and its potential to alleviate the imminent problem of employee
attrition.

Most studies are dedicated to the examination of employer branding as a talent attraction
technique among potential employees. However, the present research examines the impact of
employer branding on retention of existing workforce.

Key Words: Employer Branding, Employer Brand, Organizational Culture, Human

Resource Management, Strategic Human Resource Management.
 CHAPTER I
1.1 Introduction About the Topic

It’s one of the largest costs in different types of organizations, yet it’s also one of the
most unknown costs. It’s employee turnover. (Blake, 2006) It is quite a setback for an
organization when its employees start preferring other concerns as a better place to work for.
Loss of experienced and skilled employees to a competitor result in severe consequences,
ranging from demoralization of current workforce to reduced productivity.

It is a major loss of intellectual and human capital. Keeping these perspectives in mind,
organizations have started implementing various strategies to maintain a stable workforce. While
there has been a rich stream of various employee retention strategies in this area, comparatively
less work has been done on one of the ‘hottest strategy in employment’—employer branding.

Since time memorial, companies have been using brand to promote their products and
services. However, in recent times, these marketing strategies are being applied in human
resource management (HRM) as well. The only difference is that where consumer brands help in
producing loyal consumers and increase in profitability, employer branding helps in producing
loyal employees and increase in productivity

What is Employer Branding in HR?

Employer Branding in HR is all about making your company the most desirable place to
work! It’s the way you showcase your company culture, values, and benefits to attract top talent
and keep your employees happy.

HR plays a big role in Employer Branding because they create programs and initiatives
that show off what it's like to work for the company and why it's such a great place to be.

Think of it as your company's very own billboard, shining bright and showing the world
what makes it so special. The goal is to ensure that everyone understands why your company is
the best place to work!

1
Who is responsible for Employer Branding?

Who's got the power to make your company's brand shine bright like a diamond? Well, it's a
team effort!

Founders/CEOs

Marketing
HRs
team

Line managers

1. Founders/CEOs: They're the big bosses who lay down the foundation for the company
culture. They determine the values and vision of the company, which plays a huge role in
Employer Branding.
2. HRs: These are the ones who ensure that the company culture is reflected in every aspect
of the workplace. They make sure that employees are happy and engaged, which helps to
enhance the employer’s brand.
3. Line managers: These are the front-line leaders who directly interact with employees.
They play a crucial role in ensuring that employees are aligned with the company's
values and vision. This in turn helps to reinforce the employer brand.
4. Marketing team: They're the creative brains behind the company's marketing
campaigns. They help to showcase the company culture, values, and vision to the world,
which strengthens the employer brand.

2
Benefits of Employer Branding:

Draw top talent

Increases employee engagement

Reduces employee turnover

Improves employee referral rate

Boosts company reputation

Enhances recruitment process

Here are a few benefits of having a strong employer brand.

 Draw top talent: A strong employer brand can help attract top talent who are
interested in working for a reputable company.
 Increases employee engagement and satisfaction: Proud employees are more likely
to be engaged and satisfied with their jobs.
 Reduces employee turnover: Employees who feel a strong connection to their
employer are less likely to leave their job. This can help reduce turnover costs for the
company.
 Improves employee referral rate: Contented employees are more likely to
recommend their friends and family to work for the company where they work.
 Boosts company reputation: A strong employer brand can improve the company's
overall reputation. This can lead to increased business opportunities and customer
loyalty.
 Enhances recruitment process: Attracts top candidates who are already familiar
with the company's values and culture.

3
  Supports diversity and inclusion initiatives: A strong employer brand can attract
diverse candidates. This can in turn demonstrate the company's commitment to
diversity and inclusion.
Importance of employer branding in current corporate world:

Boost employee Increased

Attract top talent
satisfaction credibility

Competitive Better candidate

advantage experience

For the reasons listed below, Employer Branding is more crucial than ever in the modern
corporate world.

 Attract top talent: A strong employer brand can help your company attract the best
and brightest employees.
 Boost employee satisfaction: A positive brand image can increase employee
satisfaction and help retain top employees.
 Increased credibility: Companies with a strong brand are seen as more credible and
trustworthy. This can lead to increased business and growth.
 Competitive advantage: A strong employer brand can give your company an edge
by making it easier to acquire new clients.
 Better candidate experience: A positive brand image can improve the candidate
experience and make your company more appealing to potential hires.

4
Employer Branding: Antecedent Variables
The concept of employer branding is emerging as an important talent management
strategy. An antecedent variable is defined as a specific factor or condition which has the
capability to influence a particular behavior or phenomenon;

Work Environment:

Work environment is considered as an important dimension of employer branding by

employees regarding their choice of employer (Barrow & Mosley, 2011; Corporate Leadership
Council, 1999). Brands, such as Microsoft, Vodafone and Reuters, put in a lot of effort to shape
the work environment to reflect the core values of the organization (Barrow & Mosley, 2011).
As suggested by Aiken, Havens and Sloane (2000), work environment has the capability to
influence the attitude of employees towards the organization.

Corporate Social Responsibility:

As defined by Carroll (1979), CSR is ‘the social responsibility of business encompassing

the economic, legal, discretionary and ethical expectations that society has of the organization at
a given point of time’. Literature has suggested that CSR leads to enhanced brand image and
reputation of the organization (Kim, Lee, Lee & Kim, 2010; Kotler & Lee, 2008; Suliman &
Khatib, 2014). As stated by Schiebel and Pöchtrager (2003), an increasing number of companies
have recognized the importance of CSR implementation which benefits the organization.

Work–life Balance:

Work–life balance has received much attention over recent years as an important talent
management issue. Organizations these days have started incorporating WLB strategies in their
employer brand. Work–life balance strategies help an employee coordinate and integrate work
and non-work aspects of their lives (Fjelstad et al., 2002). Literature has suggested that WLB
strategies can help an organization enhance its employer brand that will in turn lead to increased
employee retention (Barrow & Mosley, 2011; Hudson, 2005). The authors believed that an
organization can enhance its employer brand image by introducing flexible working hours and
the same can be communicated to the employees through their employer value proposition.

5
Training and Development

Training and development has received much attention in the context of recruitment of
potential employees and development of current employees (Cable & Graham, 2000; Lievens,
Hoye & Schreurs, 2005). Development value, presented by Berthon et al., (2005) as one of the
dimensions of employer image, consists of good training opportunities and personal
development within the organization. As suggested by McLeod (2007), workplace development
opportunities and flexible work arrangements are the potential benefits considered most
important by employees while considering an employer.

Employee Retention: Problem:

The word ‘retention’ describes a state where employees will decide to work and stay in
the organization. According to Buenger (2006), retention focuses on keeping the employees that
contribute towards the success of the organization. Employee retention is emerging as a serious
workforce management challenge of the future. It dates its existence since early 1900 when the
industrial engineers attempted to identify the major reason behind employees’ level of interest
(Rowland & Ferris, 1982). Today, in the twenty-first century, employee retention still remains a
major issue of concern for organizations.

Organizational Commitment:

A strong employer brand has the potential to create a positive image and identity among
employees. The identification with the values of the organization’s brand further helps in
increasing organizational commitment among employees (Ind, 2003). Previous studies have
indicated a positive relation between employer branding and organizational commitment. It has
been argued that reduced productivity is one of the major losses an organization faces when an
employee leaves the organization. Stovel and Bontis (2002) suggest that high turnover can prove
to be detrimental to the organization’s productivity. Similarly, Alexander, Bloom and Nuchols
(1994) suggest that high voluntary turnover reduces the productivity by disrupting the input–
throughput–output process of the organization which in turn leads to reduced organizational
efficiency.

6
Key Factors of Employer Branding:

Make Them Feel a Part of The Company Goals:

One secret about turning employees into brand advocates is not to push them. The need to share
about the organization should come from within them and not something HR orders them to do. The only
way they are going to be compelled to talk about you is if they feel like a part of the bigger picture.

Keep Them Updated:

With teams working away from each other, constant communication is what glues everyone
together. It is even more important when it comes to turning employees to become brand ambassadors.
To start with, employees can’t share information that they don’t have.

Provide Shareable Content:

Many people would be willing to share about their employers, but the thought of finding the
information to share or writing a full blog post appears to be too much work for them. You can make
their work easier by providing curated content for them to share. Think of relevant videos, blog posts,
case studies, and industry news. Encourage them to share that with their personal perspective of the same.

Offer Personal Development Incentives:

When employees hear about brand advocacy, it is easy to think about what is in it for them. If
they don’t see anything to gain from it, most will be likely to back out. It is important that you approach
the whole thing as beneficial for both you and the employee.

Think of an incentive that will keep your employees engaged in the process for a long time. For instance,
you can equip them to become influencers in their line of work. They can showcase their expertise in
their fields while tying the message with your brand message. This way, their career gets a lift and your
business benefits.

Offer Rewards:

Besides offering incentives, rewards for good work are known to keep employees engaged in
their roles. It can do the same when it comes to brand advocacy. Keep employees interested in sharing
your brand message out there by offering frequent giveaways for the people that surpass expectations.
You can also create fun social media contests that they can share on their pages and award the winners.

7
Measuring your Employer Brand:
The last thing we’ll leave you with is how best to measure the impact of your employer
brand. There are a number of ways to do this, and it all depends on what you’re trying to
influence. Are you trying to drive more qualified candidates, or improve your interview pass-
through rates? Are you trying to drive more diversity into your application process, or speed up
your time to hire?

Attraction And Reputation:

 Social media engagement rates

 Brand sentiment by key talent personas

 Number of applications per job

 Career site traffic

 External market research vs. competitors

 Glassdoor ratings

Candidate Experience and Conversion:

 Candidate net promoter scores (cNPS)

 Accepted offer rates

 Glassdoor interview review ratings

 Candidate quality

 Interview pass-through rates

 Cost per hire

 Time to hire

8
Employer branding Process:

Set You
Employer
Branding
Objectives
Modify Your Understand
Employer Your
Branding Audience

Identify Key
Measure
Drives For
Your
Achieving
Performance
Using
The Your
Objectives
Action
Plan

Pin Point
Listen To Financial
Your And Non
Employees Finanacial
Measure

Allocate the
Collect And
responsible
Analyze
for brand
Data ,Dont
building
Assume
activities

9
Employer Branding Strategy:

Be a thought leader

Have a unique workplace culture

Offer flexible work arrangements:

Be a community partner

Show off your employees

Create a referral program

Offer competitive benefits

Share company values

Host fun events

10
Here are some fun and creative Employer Branding ideas that you can use to boost your
company's reputation.

 Be a thought leader: Share your company's expertise and share your insights on
industry topics. People are drawn to companies that are seen as leaders in their field.
 Have a unique workplace culture: Create a fun, engaging workplace culture that sets
your company apart. A positive work environment attracts employees and makes them
want to stay with your company for the long haul.
 Offer flexible work arrangements: People are more likely to work for a company that
allows them to balance their personal and professional lives. So, offer flexible work
hours or remote work options to appeal to a wider range of employees.
 Be a community partner: Give back to your community by participating in local events
or supporting local charities. This helps to show that your company is invested in making
a positive impact in the world.
 Show off your employees: Highlight the success stories of your employees on your
website or social media channels. This shows that your company values its employees
and gives a glimpse into the amazing people that make up your company.
 Create a referral program: Encourage your employees to refer their friends and family
to your company. This can be a great way to attract top talent and show your employees
that you value their recommendations.
 Offer competitive benefits: Offer benefits that go above and beyond what your
competitors are offering. This can be things like digital-first health insurance, paid time
off, and professional development opportunities.
 Share company values: Make sure that your company's values are visible and clear.
This can be in the form of a mission statement or a code of ethics. By doing this, you'll
attract employees who share your values and beliefs.
 Host fun events: Host events for your employees, such as team-building activities or
social gatherings. This helps to create a strong sense of community and makes your
employees feel valued. As a result, it's likely that they will quickly spread the word about
your company through word of mouth or social media.

11
 1.2 INDUSTRY PROFILE
Bon Fresh Foods Private Limited is an unlisted private company incorporated on 28 July,
2016. It is classified as a private limited company and is located in Chennai, Tamil Nadu. Its
authorized share capital is INR 2.20 cr and the total paid-up capital is INR 2.03 cr.

Bon Fresh Foods's operating revenues range is INR 1 cr - 100 cr for the financial year
ending on 31 March, 2022. It's EBITDA has increased by 52.71 % over the previous year. At the
same time, it's book net worth has decreased by -60.92 %. Other performance and liquidity ratios
are available here.

The current status of Bon Fresh Foods Private Limited is - Active.

The last reported AGM (Annual General Meeting) of Bon Fresh Foods Private Limited,
per our records, was held on 30 September, 2023.Bon Fresh Foods Private Limited has three
directors - Piyush Bhandari, Mohamed Yusuff Jahabar Sadique, and others.

The Corporate Identification Number (CIN) of Bon Fresh Foods Private Limited is
U15131TN2016PTC111709. The registered office of Bon Fresh Foods Private Limited is at NO:
2/56, 7th street, u block, anna Nagar, Chennai, Chennai, Tamil Nadu.

The company has 3 directors and no reported key management personnel. The longest
serving directors currently on board are Mohamed Yusuff Jahabar Sadique and Sadagopan Balaji
who were appointed on 28 July, 2016. They have been on the board for more than 7 years. The
most recently appointed director is Piyush Bhandari, who was appointed on 29 August, 2018.
Piyush Bhandari has the largest number of other directorships with a seat at a total of 7
companies. In total, the company is connected to 6 other companies through its directors.

Chennai often regarded as the land of filter coffee, the two did not have any second
thoughts when they zeroed in on tea. “I think, from what we know it is a total misconception. I
think everybody has a cup of coffee in the morning and maybe one more in the evening but
people don’t say no to a cup of tea at any time of the day

12
Staying Ahead of The Game:

When Jahabar and Balaji decided to venture into the tea business they spend a good part
of their day downing several glasses of chai at different outlets to know the market first-hand.
“We go full steam when it comes to market research. Before we started, we went almost
everywhere – Delhi, Bengaluru, Dubai, etc. to know the market,” he explains.

And once they did, the two were confident of staying afloat. “Ours is not a loss-making
model. Compared to other players in the market, where they are making 30-35% losses
compared to the revenue, we are not doing that badly. Our profitability right now is slower due
to expansion,” he points out.

And the costing of their chai – Rs 20 – is their biggest advantage. “45% of our costs
comes from food. We have another 20% for salary and 18% for rent. As a company we are
looking at experimenting with different models and different price points in different areas,” he
reveals.

Pricing Strategy:

Chai Kings’ revenue too has steadily improved, he shares. “When we started, we did not
have this kind of revenue. Now it is between Rs 10 and 12 lakh per store but earlier it was Rs 6
to 7 lakh. Our online revenue is 40% of our store revenue and this has tipped the scales.” At
present, Chai Kings sells about 25,000 cups of tea per day, with ginger chai taking the top spot.

Chai Kings recently opened its first outlet in Coimbatore inside Brooke fields Mall and
will soon be launching 6 stores at once in Hyderabad. “Hyderabad is 10 times Chennai when it
comes to the tea drinking habit. There are a lot of tea drinkers and the market there is different.
We plan on launching the stores together and make some noise to let them know we’re there.
Coimbatore people, however, seem to know us from Chennai so we don’t need as much
advertising as Hyderabad,” he explains.

Jahabar continues, “When we first started, we were zero percent confident of opening
100 outlets in 5 years. Now 500 outlets seem definitely doable. In our experience we’ve seen
more businesses fail than succeed. I believe success lies in execution.”

13
 COMPANY PROFILE

Chai Kings’ first outlet was opened in October 2016 at Kilpack. Two more followed in
December in Mount Road and Anna Nagar, and then another in T Nagar. “We pooled in all our
life savings for these four outlets… we knew opening just one will not work. We were confident
of making these four outlets profitable and so we took the plunge,” he begins.

At first, like with any new business, things were slow. “People would look at the joint
with its white theme and its tea glass logo, not sure if it was a tea shop. We would sometimes
stand outside with a tea glass in our hand to encourage walk-ins. Then we placed a big standee
of a chai glass. It was a slow beginning but it picked up steadily

Delivery Partners:

He entry of food delivery partners like Swiggy and Zomato was a major boost to their business,
shares Jahabar. “At first, we were making Rs 500 daily and slowly it became Rs 10,000. Our
cardboard flasks were priced right and with Swiggy and Zomato, business started picking up. In
the areas we had our outlets, we were covering about 30-40% of the city,” he says. By this time,

they had opened two more outlets, taking the total to 6. And soon they were ready to look for
funding. “From the beginning we were not interested in the debt route, we always kept our books
clean and prepared for funding. Places like Chayos and Chai Point are heavily funded and it was
only time we did too. We approached Chennai Angels.”

With the Rs 2 crore funding from Chennai Angels in July 2018, Chai Kings was able to open 12
outlets, taking the total to 18. “We added a small amount of Rs 75 lakhs and opened 5 more. By
mid-2019 we had 23 outlets in Chennai.

14
Company Details

CIN U15131TN2016PTC111709

Company Name BON FRESH FOODS PRIVATE LIMITED

Company Status Active

RoC ROC Chennai

Registration 111709
Number

Company Category Company limited by shares

Company Sub Non-government company

Category

Class of Company Private

Date of 28 July 2016

Incorporation

Age of Company 7 years, 8 month, 15 days

Activity Production, processing and preservation of meat, fish, fruit

vegetables, oils and fats.
Click here to see other companies involved in same activity.

Number of 0
Members

15
Share Capital & Number of Employees

Authorised Capital ₹22,000,000

Paid up capital ₹20,312,690

Number of Employees 342

Director Details

DIN Director Name Designation Appointment Date

00362706 PIYUSH BHANDARI Director 30 September 2019

05223992 MOHAMED YUSUFF Director 28 July 2016

JAHABAR
SADIQUE.

07485814 SADAGOPAN Director 28 July 2016

BALAJI.

DATE CHARGES ON ASSETS - BON FRESH FOODS PRIVATE

OF
CRE
CH M A CHA LIMITED
ATIO
AR OD M RGE
N/
GE IFI OU HOL
MOD
ID ED NT DER
IFIC
ATIO
N

22
100
Septe 1.9 Indian
609 NO
mber, 7 cr bank
559
2022

CASP
IAN
IMPA
CT
28
100 INVE
Februa 1.0
570 NO STME
ry, 0 cr
562 NTS
2022 16
PRIV
ATE
LIMIT
ED
17
COMPANY NETWORK - BON FRESH FOODS PRIVATE LIMITED

FINANCIAL REPORT - BON FRESH FOODS PRIVATE LIMITED

Here is a summary of financial information of BON FRESH FOODS PRIVATE LIMITED for
the financial year ending on 31 March, 2022.

 Revenue / turnover of BON FRESH FOODS PRIVATE LIMITED is INR 1 cr - 100 cr

 Net worth of the company has decreased by -60.92 %
 EBITDA of the company has increased by 52.71 %
 Total assets of the company have increased by 14.11 %
 Liabilities of the company has increased by 112.08 %

18
 Hierarchy Of the Organization

Chief Excecutive cheif Production

Officer Officer

General Manager Hr Recruiter Asst Manager

Hr Manager IT Department Production Team

FinanceManager Finance
Marketing Team
Excecutive

Area Manager

Brew Master

19
 1.3 OBJECTIVES OF THE STUDY

Primary Objectives Secondary Objectives

Primary objectives:

Make the company attractive to potential candidates:

A well-strategized plan will help build the company’s reputation in the market as an
employer.
When your company’s brand is strong, you would incur lower costs to help attract
potential candidates as your employer brand will do most of the talking for you.

Help Recruit Candidates to Your Company:

An employer brand plays a vital role during evaluation of job offers. Recruiting the right
candidates successfully and closing the deal is one of the overarching goals of employer
branding.

Retain Current Employees:

Keeping your company’s present employees satisfied is a much easier and cost-efficient
process than having to recruit new talent and repeatedly incurring time and money costs of
training them.
As long as all three aspects of creating an employer brand are established and executed
properly, they will increase and strengthen your overall company profile.

Talent Attraction:

Organizations with better reputations as employers are much more successful

in attracting talent to their organizations. Before candidates apply to a certain job opening, they
do their research in a very similar way we use when buying a luxury product.

20
Secondary objectives:

 Attract top talent to your business as your reputation helps you stand out from your
competitors.
 Spend less time looking for suitable candidates as more job seekers will proactively seek
you out if they know you offer a positive work environment.
 Reduce your time to hire and recruitment costs as candidates are more likely to accept a
job offer if you have a positive reputation.
 Significantly improve the candidate experience.
 Improve retention rates and reduce your turnover as employees value working at
companies where they are nurtured and can thrive.
 Improve employee morale and engagement and foster a productive working
environment.
 Build a more qualified and loyal workforce where employees are motivated to work
harder.
 Gain a competitive edge in an increasingly crowded job market.
 Build a solid brand reputation that boosts your credibility with customers

21
 1.4 IMPORTANCE OF STUDY

 A solid employer brand will make your existing employees proud that they are a part of
your organization. Being a part of an organization with a great work culture is important
for today’s job seeker, and companies need to be mindful of how they are showcasing
that culture.

 If you have a solid employer brand, you candidates will come flocking to you, which
means you can spend less on recruitment marketing costs. Why pay for a posting on a job
board when people are already flocking to your careers site.

 More than 50% of job seekers rely on employee reviews. So, when your star performers
share their own positive work experiences with their social circles on social networking
sites, it will work to support your company’s recruitment strategies.

 When your organization commits to an employee-centric company brand, intentionally

engaging employees becomes an intrinsic component of your company culture. And the
outcome of intentional employee engagement is increased productivity and profits.

 The market belongs to top industry talent and so they have ample options. Skilled
professionals will always pick employers with a solid brand reputation and shared values.
Ensure that you are clearly conveying your brand value so that you can attract the best of
the best to work at your organization.

 Many candidates want to work for a company with a vibrant culture and a diverse
workforce. They want work to be fun and rewarding at the same time.

 An employer that demonstrates digital aptitude will attract tech-savvy candidates.

Technology is the way of future for companies that want to stay competitive and you can
start with revamping your careers site.

22
 1.5 SCOPE OF STUDY
Employer branding has gained significant importance in recent years, primarily due
to the changing dynamics of the job market and the increasing emphasis on talent management.
The scope of employer branding is vast and encompasses various aspects of an organization’s
reputation as an employer. Here are the key elements within its scope:

 Growth in investment by companies in employer branding

 With easy access to information and reviews about your company
 Changing expectations of generation y and z from companies
 Reaches a large audience and can continuously and can continuously attract potential
Candidates
 If employees are encouraged to participated in employer branding .it further enhances
employee referrals.
 Drawing the attention of high-potential candidates who are not just seeking a job but a
meaningful and fulfilling career.
 It results in a loss of knowledge, experience, and resources.
 An effective employer brand plays a vital role in boosting employee engagement.

23
 1.6 LIMITATIONS OF STUDY

 To overcome this challenge, involve employees from different levels and departments in
defining your EVP. Conduct surveys and focus groups to gather insights on what
employee’s value most about your organization.

 A disconnect between these two aspects can create clarity among potential candidates
and employees, positively impacting your ability to attract and retain top talent

 Maintaining consistent communication and messaging is crucial in building a strong

employer brand. Inconsistent messaging can damage your reputation and confuse
potential candidates and employees.

 Ensure your messaging is consistent across all platforms and reflects your employer
brand's key elements. Regularly measure the performance of your social media efforts to
identify areas for improvement and optimize your strategy

 To overcome this challenge, create a supportive environment encouraging employees to

share their experiences and achievements on social media and professional networks.

 Measuring employer branding initiatives’ return on investment (ROI) is a common

challenge for many organizations.

24
 CHAPTER II

REVIEW OF THE LITERATURE

1."A review of literature on impact of employer branding in talent

management," International Journal of Management Concepts and Philosophy, Inder science
Enterprises Ltd, J. Krithika & B. Greeshma & P.A. Mary Auxilia, 2020.

Abstract: This article summaries the theoretical literature on the impact of employer branding
in talent management. This topic focuses mainly on both employer branding and talent
management based on the theoretical literature review which explains about the relationship
between the two variable employer branding and talent management. The study concludes that
the most of the research done on the employer branding and talent management are highly
focused on employees of the organization and how their talents are recognized and developed
by the employers and how much the branding is affected in the time of acquisition also while
retaining to the employees.
Result: Employer branding have the strong linkage between Talent management in line with
value proposition and organizational performance. Employer branding therefore provides an
organization with the benefits of increasing applicant quantity and quality and organizational
performance

2. “Employer branding aids in enhancing employee attraction and retention”. Journal of

Asia-Pacific Business, 21(1), 27–38. Ahmad, A., Khan, M. N., & Haque, M. A. (2020).

Abstract: The concept of employer branding has attracted many researchers’ attention in the
recent years. In today’s business environment, employer branding becomes one important source
of competitive advantage that creates value for all companies. Organizations have identified
employer branding as an important tool for attracting and retaining a talented workforce. The
aim of this study is to get an understanding of employer branding on a broader spectrum and to
examine employee engagement, employee retention.

Result: This study provides an overview of what employer branding really means and also
focuses on employee engagement, employee retention and employee satisfaction as the major
outcomes of employer branding.

25
26
3.“The employer brand. Journal of Brand Management”, 4(3): 185-206. Ambler, T. and S.
Barrow, 1996.

Abstract: This study explores on the “Employer Branding” which denotes the image of the
employer as perceived by the internal employees (which generally is denoted by researchers as
Internal Employee Image) and covers the opinion on the employer brand components namely
compensation and benefits, work environment, product/company brand strength, work-life
balance and company culture and environment. The sample of 50 collected from a Water pump
manufacturing industry at Coimbatore, Tamil Nadu.

Result: It can be inferred that only half of the respondents agreeing that employer ensures
necessary tools, performance reflected compensation, employer guide rather than direct,
employer give importance to voice constructive opinions, employer ensures for job rotation and
training opportunities. It proves that employer ensures moderate employer branding
compatibility.

4.” The employer brand: building competitive advantage in the labour market”. Corporate
Leadership Council: Washington, D. C. Corporate Leadership Council. (1999).

Abstract: The study revealed that the mean scores for the individual dimensions of the employer
brand were confirming a moderate compatibility in the employee expectations of the employer
and the actual employment offer. Hence, further research can be conducted to specify the
components of employer branding and its implications, to bring the organization in the rating of
best employer choice.

Result: The majority had heard about employer branding but only a few had started to
implement it. Some conceive employer branding as ‘job advertisement pimping’ instead of being
a strategy. Based on the interviews and the literature a number of suggestions were formulated to
implement employer branding.

5. “Employer branding: A brand equity-based literature review and research

agenda”. International Journal of Management Reviews, 20(1), 155–179. Theurer C. P.,
Tumasjan A., Welpe I. M., & Lievens F. (2018).

27
Abstract: In the last two and half decades, employer branding as a discipline has grown
significantly in terms of literature, events and awards. Also, according to various surveys and
reports, employer branding has consistently appeared as one of the top human resource/talent
trends in the last 5 years. The relationship between employer and employee has observed a
paradigm shift in a dynamic and competitive talent market, and the standardized employee value
proposition is longer valued. Increased use of social media, multiple communication platforms
and the proliferation of third-party employer branding (TPEB) have posed new challenges for
communicating an organization’s employer brand.

Result: Over the past two decades, scholarly interest in employer branding has strongly
increased. Simultaneously, however, employer branding research has developed into a
fragmented field with heterogeneous interpretations of the employer branding concept and its
scope, which has impeded further theoretical and empirical advancement. To strengthen the
foundation for future work, this paper takes a brand equity perspective to review the extant
literature and create an integrative model of employer branding.

6.“Employer branding and its influence on employee retention”. A literature reviews., Hasan
Gilani, University of Brighton, UK
Abstract: A detailed literature review of core and contemporary academic contributions on the
subject areas was carried out and there were seven key themes identified within employer
branding literature, which were: brand values, induction and training, internal brand
communication, organizational culture, rewards and benefits, brand commitment, and employer
brand management. Overall analysis of the literature review indicates that employer branding is
integrated into the organization and the various employer brand attributes, and along with the
organization’s culture, holds value for employees and contributes to them staying employed within
the company.
Result: This paper explored the literature on employer branding and its influences on employee
behaviors. A detailed literature review indicates a clear influence of employer branding on
employee brand perception and brand image which then leads to brand retention. From an
internal branding perspective, these subject needs further research in sub-areas like employee
perceptions, employee brand citizenship behaviors, and internal brand communication issues.

28
7.” Employer Branding and Talent Recruitment”: A Systematic Literature Review.,
Xia, Michal K. Lemanski and Cong Cao Published Online:6 Jul 2022

Abstract: In the contemporary highly competitive business environment, employer branding is of

greatest importance to talent attraction. However, studies on employer branding and talent
recruitment are scattered in diverse disciplines due to the multidisciplinary nature of the
problem, and a synthesis is needed to understand what we know, and what we should know
about this important problem. This study aims to systematically and comprehensively review
extant literature, map out the state of research, and propose avenues for future research on this
important subject. Using the method of systematic literature review, we conducted both a
descriptive analysis and a thematic analysis of 79 relevant studies.
Result: Thematic analysis was organized in a heuristic model of antecedents, moderators and
outcomes of employer branding. Further, dimensionality of employer branding was also
examined in this study. We discuss results and implications of our findings, to suggest promising
avenues to advance research on employer branding and recruitment. Keywords: employer brand,
employer branding, talent, recruitment.

8.” Employer branding and its impact on employee engagement”. A literature reviews
Tamanna Agarwal, Dr. Sandeep Arya, Dr. Kamini Bhasin., 9(4s), 1438 - 1446.
Abstract: Employer branding has evolved as a significant tool in human resource management
domain in the last twenty years. Most of the companies, nowadays, understands its importance
and utilizes this as a strategic tool in employee selection, engagement and retention. Though a
lot of research has happened in last two decades in this area, many key questions and issues still
demand investigation.

Result: Employer branding is likely to create a “magic-spell” that allows organizations to

differentiate themselves from others in the market place. It is significantly strategic to utilize the
employer brand to attract, and retain talents to create core competence within the human
resources. This in return could create the organization’s unique distinctive advantage.

29
9.“Employer branding in power industry”, Vol. 7 No.2, pp. 283-302. Heilmann, P.,
Saarenketo, S., and Liikkanen K. 2013

Abstract This study looked at the factors that would attract employees towards an ‘Employer of
Choice’. The study explored an analysis into the previous addressed literature along with
exploratory sets of interviews held with fresh graduates and five focus groups working in various
organizations. This resulted into a set of proposed factors which were compiled in the form of a
questionnaire and distributed among 2000 individuals across various domains.

Result: This research study tried to investigate the factors that constitute employer branding and
that would define ‘an employer of choice’. Through the review of literature, a number of items
were posed along with four additional items that were developed from analysing the results of
the interviews. Based on the statistical analysis a number of factors were identified to be of high
importance.

10. “Employer Branding and Its Influence of Employee Retention”: a literature review

Alzaid, D., & Dukhaykh, S. (2023)

Abstract: The impact of employer branding on employee retention is essential for organizations
aiming to create a strong and sustainable workforce. This literature review aims to examine the
role of employer branding on employee retention in the organizations. By synthesizing and
analysing a wide range of studies published between 2019 and 2023, this review provides
insights into the key determinants of employee retention, identifies gaps in the literature, and
offers implications for practice and future research

Result: In this section, the literature review presents the data collected according to i) the
overview of the employer branding, employee retention articles, and journals publications
between years 2018 to 2023; and ii) the relationship between employer branding and employee
retention... While the year 2022 recorded the highest number of researches conducted, and the
percentages for 2018, 2019, and 2020 remained constant with 9 papers reviewed. However, not
many research done between employer branding and employee retention.

30
11.” Impact Of Employer Branding on Employee Retention”. In International Journal of
Creative Research Thoughts (Vol. 8, Issue 7).

Abstract: High employee turnover across industries can lead to low morale due to increased
workloads on remaining staff, resulting from the need to take on additional responsibilities and
tasks left vacant by departing employees. The costs associated with hiring new employees vary
by industry (Mahadi et al., 2020). In addition, an effective employee retention is vital for an
organization's stability, expansion, and financial success (Cloutier et al., n.d.). Employee
retention refers to the organization's ability to retain its employees over a certain period of time
(Ghani et al., 2022). In other words, the employee will choose to work and remain in the
organization.

Result: Research on employee retention was also highlighted by Zainal et al. (2022) revealed
that work-life balance and work environment had a strong positive effect on employee retention,
but reward and compensation had a much stronger positive effect on employee retention.
Additionally, Alzaid and Dukhaykh (2023) examined the relationship between employer
branding and employee retention and conclude that the study indicated that employer branding is
a strong predictor of employee retention.

12. “The Implementation of Employer Branding in Hospitality Industry”: A Literature

Review Lisnawati Pertiwi, Ahmad Azmy., (2019)
Abstract: Large and sustainable companies are those that can build a strong Employer Branding
that holds meaning for their employees, even after they leave the company. However, it is
suspected that some hotels still lack a robust employer branding strategy. This study aims to
delve deeper into the application of employer branding in the hospitality industry. To this end, a
descriptive case study method was applied. In this case study, all findings are described based on
theoretical and empirical results.

Result: it significantly influences the progress and work performance of its workforce. When
employees work with dedication, high enthusiasm, and a sense of belonging toward the
company, it has an incredibly positive impact on the company. This is where employer branding
becomes crucial for a company in attracting the best talents. When a company successfully
implements employer branding, it reaps numerous benefits. The company becomes a magnet for
job seekers, eliminating the need for extensive recruitment efforts. As a result, the company
avoids the hassle of frequent employee turnover.

31
13. Title: The Changing Dynamics of Talent Acquisition: An Indian Perspective

Author: Anisur Rahaman and Nirmal Chandra Roy Journal: International Journal of Commerce
and Management Research, Page 27- 31, 2017.

Abstract: Talent acquisition is a dynamic process which shapes the perception of employers in
the market. There is a market shift in its outlook over a period of time from work force to human
capital to talent which is a much more comprehensive description of individuals with attributes
they possess. Talent acquisition strategies are particularly critical for companies that face the
greatest skill shortage. However, the best talent due to its role in achieving faster growth besides
helping in finding the right talent in a short of time to lead that growth forward.

Talent acquisition has evolved over a period of time to become the key reference point for
employer pulse. It is now a strategic and competence driven business function unlike in the past
when it was restricted to hiring. It is increasingly considered as the core function of an
organization which has touch points across planning, budgeting, employer branding, staffing,
on-boarding and market intelligence.

14. Title: Employer branding: Employer attractiveness and the use of social media

Author: Anne-Mette Sivertsen, Etty Ragnhild Nilsen and Anja H. Olafsen Journal: Journal of
Product & Brand Management, Volume 22, Pages 473–483, January 2002.

Abstract: The aim of this study is to investigate which factors employers should focus on in their
employer branding strategies. The present study tested the employer attractiveness scale
(EmpAt) and analyzed relationships between dimensions in this measurement scale and the use
of social media in relation to corporate reputation and intentions to apply for a job. Electronic
questionnaires were distributed to students at three higher education institutions in Norway. The
proposed model is analyzed on the basis of 366 responses related to three well-known
Norwegian engineering firms.

Specifically, the results suggest that innovation value, psychological value, application value,
and the use of social media positively relate to corporate reputation, which in turn is positively
linked to intentions to apply for a job.

32
15. Title: Employer branding: Employer attractiveness and the use of social media

Author: Anne-Mette Sivertsen, Etty Ragnhild Nilsen and Anja H. Olafsen

Journal: Journal of Product & Brand Management, Volume 22, Pages 473–483, January 2002.
Abstract: The aim of this study is to investigate which factors employers should focus on in their
employer branding strategies. The present study tested the employer attractiveness scale
(EmpAt) and analyzed relationships between dimensions in this measurement scale and the use
of social media in relation to corporate reputation and intentions to apply for a job. Electronic
questionnaires were distributed to students at three higher education institutions in Norway. The
proposed model is analyzed on the basis of 366 responses related to three well-known
Norwegian engineering firms.

16. Title: The relationship between early recruitment-related activities and the application
decisions of new labor-market entrants: A brand equity approach to recruitment.

Author: Collins, C. J. & Stevens, C. K

Journal: Journal of Applied Psychology, Volume- 87, Pages 1121-1133, January 2002.

Abstract: We used theory and research from the marketing literature on customer-based brand
equity to predict how positive exposure to four early recruitment-related activities—publicity,
sponsorships, word-of-mouth endorsements, and advertising—may affect the application
decisions of engineering students. Similar to prior marketing findings, our results suggested that
early recruitment related activities were related to intentions and decisions indirectly through
two dimensions of employer brand image: general attitudes toward the company and perceived
job attributes. The relationships between word-of-mouth endorsements and the two dimensions
of brand image were particularly strong. In addition, we found that early recruitment-related
activities interacted with one another such that employer brand image was stronger when firms
used publicity in conjunction with other early recruitment-related activities.

33
 Chapter III
RESEARCH METHODOLGY

Research methodology simply refers to the practical “how” of a research study. More
specifically, it’s about how a researcher systematically designs a study to ensure valid and
reliable results that address the research aims, objectives and research questions. Specifically,
how the researcher went about deciding:

 What type of data to collect (e.g., qualitative or quantitative data)

 Who to collect it from (i.e., the sampling strategy)
 How to collect it (i.e., the data collection method)
 How to analyses it (i.e., the data analysis methods)

Within any formal piece of academic research (be it a dissertation, thesis or journal article),
you’ll find a research methodology chapter or section which covers the aspects mentioned
above. Importantly, a good methodology chapter explains not just what methodological choices
were made, but also explains why they were made. In other words, the methodology chapter
should justify the design choices, by showing that the chosen methods and techniques are
the best fit for the research aims, objectives and research questions.

Primary research is any original data that you collect yourself for the purposes of answering
your research question (e.g. through surveys, observations and experiments). Secondary
research is data that has already been collected by other researchers (e.g. in a government census
or previous scientific studies).

If you are exploring a novel research question, you’ll probably need to collect primary data.
But if you want to synthesize existing knowledge, analyze historical trends, or identify patterns
on a large scale, secondary data might be a better choice.

Good research follows a systematic approach to capture accurate data. Researchers need to
practice ethics and a code of conduct while making observations or drawing conclusions. The
analysis is based on logical reasoning and involves both inductive and deductive methods.

34
 3.1. RESEARCH DESIGN

Research design is the framework of research methods and techniques chosen by a researcher to
conduct a study. The design allows researchers to sharpen the research methods suitable for the
subject matter and set up their studies for success. Creating a research topic explains the type of
research (experimental, survey research, correlational, semi-experimental, review) and its sub-
type (experimental design, research problem, descriptive case-study).

There are three main types of designs for research:

 Data collection
 Measurement
 Data Analysis

The research problem an organization faces will determine the design, not vice-versa. The
design phase of a study determines which tools to use and how they are used. Impactful research
usually creates a minimum bias in data and increases trust in the accuracy of collected data. A
design that produces the slightest margin of error in experimental research is generally
considered the desired outcome a researcher must clearly understand the various types to select
which model to implement for a study. A proper design sets your study up for success.
Successful research studies provide insights that are accurate and unbiased. You’ll need to create
a survey that meets all of the main characteristics of a design.

A well-planned research design helps ensure that your methods match your research
objectives and that you use the right kind of analysis for your data. You might have to write up a
research design as a standalone assignment, or it might be part of a larger research proposal or
another project. In either case, you should carefully consider which methods are most
appropriate and feasible for answering your question.

35
 Research Hypothesis & Methodology

Hypothesis:

hypothesis is an assumption that is made based on some evidence. This is the initial point of any
investigation that translates the research questions into predictions. It includes components like
variables, population and the relation between the variables. A research hypothesis is a
hypothesis that is used to test the relationship between two or more variables.

 He hypothesis should be clear and precise to consider it to be reliable.

 If the hypothesis is a relational hypothesis, then it should be stating the relationship

between variables.

 The hypothesis must be specific and should have scope for conducting more tests.

 Observations from past studies, present-day experiences and from the competitors.

 Scientific theories.

 General patterns that influence the thinking process of people.

Methodology:

The methodology employed in an experiment is essential to its success, and bad

methodology has spoiled thousands of research projects. So whenever a piece of research is
published in a scientific or medical journal, the researchers always carefully describe their
methodology; otherwise, other scientists couldn't possibly judge the quality of what they've
done. methodology describes the techniques and procedures used to identify and analyze
information regarding a specific research topic. It is a process by which researchers design their
study so that they can achieve their objectives using the selected research instruments. It
includes all the important aspects of research,

o An explanation
o An independent variable
o A dependent variable

36
 Research Design

That research depends upon the employer branding at bon fresh food private limited, Chennai.
Analysis and interpretation have been done by using the statistical tools and data presented
through tables and charts.

Sample design:

A sample design is a definite plan for obtaining a sample from a given population. Convenience
sampling method used in selected samples.

Period of study:

This study is an impact of employer branding at bon fresh food private limited, Chennai has
during the period of main project in two months.

Sample size:

The same size of data collection on more than sixty respondents.

Source of data:

We are conducting this research to help collecting the basic and primary set of data.

Data collection:

The data collected for the study consists of both primary and secondary data.

Primary data:

In this study primary data were collected through personal interview using questionnaire. The
questionnaire was collected from head quatres employees in bon fresh food private limited,
Chennai.

37
Secondary data:

secondary data for this study was collected from. Previously published records, statistics,
research reports and documents Books, periodical and websites.

Questionnaire:

In this study the researcher has used a questionnaire consisting of twenty-five multiple choice-
based questions.

Tools used for Data Analysis:

Percentage Analysis, Hypothesis Testing, Chi-Square Test are used as statistical tools for the
analysis.

Graphical Representation of data:

Graphical Representation tool such as Bar Graphs and Pie Charts have been used for the data
analysis.

Statistical tools:
 Percentage analysis
 Chi square
 One way ANOVA
 Correlation
 regression

38
 Sample Size
Sampling Method:
Units included in the sample are selected according to the convenience of the
investigator. In few situations, samples are chosen randomly. Convenience sampling and
Random Sampling method was adopted for collecting the data from the respondents.

Sampling Size:
The sample size is 120 and samples are selected randomly and also as per the
convenience of researcher.

Period of the study:

The study taken for three-months.

Percentage Analysis:
Percentage method is an analysis which is derived from the statistical technique for
finding the average of collected data/information. This technique is used diagrammatic
representation of output with data in form of various charts like bar diagram, histogram, pie-
chart etc.
This helps to pin point the percentage of collected data.

Number of respondence
Percentage = ---------------------------------*100
Total No of respondence

Chi Square:
Chi-square test is a non-parametric test used most frequently by researchers to test
hypothesis. This test is employed for testing hypothesis when distributed of population is not
known and when nominal data is to be analyzed. The following formula for calculating the value
of chi-square,

X2=∑ (0 – E)
E

39
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.
r= N Σxy – (Σx) (Σy)
√ (n* Σx² - (x) ²) (n* Σy²- (y) ²)

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.

Y = a +bx
b = N∑xy – (∑x)( ∑y) a = ∑y – b ∑x
N∑x2 – (∑x)2 N

were,

n= number of observations, or years

x = a year index(decade)

y = population for given census year

40
 DATA ANALYSIS
Percentage analysis:
Table .1 Designation Wise

Designation Frequency Percentage

HR Managers 16 8%

Asst Manager 120 60%

Operation Manager 40 20%

Quality Auditor 4 2%

Executives 20 10%

Total 200 100%

Chart Representing the Designation Data

Designati on

excecutive

quality auditor

operation exccecutive

Asst Manager

HR manager

0 10 20 30 40 50 60 70

designation

Interpretation:
The above table and chart show the designation on respondents to majority of assistant
manager in 60% and the least of designation in auditor to limited members in an organization.

41
 Table 2. Awareness of the company brand

Particulars Frequency Percentage

Careers website 12 8%

Friends 20 60%

Social media 112 20%

Job consultancy 48 24%

Executives 8 10%

Total 200 100%

Chart 2. Presenting the company brand

Awareness Of Company Brand

70%

60%
60%

50%

40%

30%
24%
20%
20%

10%
10% 8%

0%
careers website friends social media job sonsultancy excecutives

Awareness of Company Brand

Interference:
The above table shows the majority of the respondents to know about the company brand
awareness through recruiters.

42
 Table 3. Promote To Delivery Partners

Particulars Frequency Percentage

Zomato 112 56%

Swiggy 48 24%

Dunzo 28 14%

Eat sure 12 6%

total 200 100%

Promote The Delivery Partners

0.06; 6%

0.14; 14%

0.56; 56%

0.24; 24%

Zomato Swiggy Dunzo Instamart

Interference:

Above the table shows the respondents on our brand promoting delivery partners.

43
 Chapter IV
DATA ANALYSIS AND INTERPRETATION
Table 4. 1. Age Wise Classification

Age No of Frequency Percentage

18 - 25 78 39%

26 - 35 68 34%

36 - 45 37 18.5%

46 - 55 12 6%

Above 56 5 2.50%

Age Classification
age classification

1800%

39%
18 - 25 34%
26 - 35 36 - 45 466%
- 55 3% 56
above

Interpretation:
From the above table we could see that 54% of the respondents are from the age group of 18-30
years, 39 % of the respondents are from the age group of 30-40 years and 18%% of the
respondents are from the age group of 40-50 years.

44
 Table 4.2. Gender of The Respondence

Gender No of Frequency Percentage

Female 31 45%

Male 39 55%

Total 70 100%

Chart 2. Representing the Gender Respondents

Gender Of Respondents

male

female

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

gender of respondents

Interpretation:

From the above table we could see that 45% of the respondents are Male and 55% of the
respondents are Female.

45
 Table 4.3. Source Of Candidate Recruitment

Particular No of respondence Percentage

Employee referrals 33 27.5%

Campus recruitment 9 7.5%

advertisement 12 10%

Walk in 15 12.5%

Job portals 15 12.5%

Internal recruitment 36 30%

Total 120 100%

Source Of Candidate Recruitment

35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
l s t t n l s t
rra en en ki rta en
fe tm m al o tm
re ui se w p ui
cr rti jo
b cr
ee e ve e
oy sr d lr
pl pu a na
Em m ter
ca in

source of candidate recruitment

Interpretation:
The above table explains that the maximum candidates about 30% are hired from the
group companies. This explains that they prefer internal sources than the external sources. About
27.50% candidates are hired through Employee referrals. Other sources such as Job portals,
Walk-ins consist of 12.5%. Advertisements are made as a source of hiring with 10% and there is
very least amount of campus recruitment with 7.50%.

46
 Table 4. 4. Source of Outlets

Cities No of outlets Percentage

Chennai 60 48%

Coimbatore 9 7.2%

Hyderabad 56 45%

Total 125 100

Chart 3. Representing Outlets Source

source of outlets
1.4

3.2

8.2

chennai coimbatore hyderabad

Interpretation:

The above table explains that the maximum outlets in Chennai 48%. And another
two outlets in slowly grow up in 7.2% and final one is mid-level of growth.

47
 Table 4.5. Awareness of about concept of employer branding

Particulars No of respondence Percentage

Disagree 3 2.5%

Neither Agree nor Disagree 18 15%

Agree 90 75%

Strongly Disagree 9 7.5%

Total 125 100%

Chart 5. Representing Concept of Employer Branding

Concept Of Employer Branding

80.00%

70.00%

60.00%

50.00%

40.00%

30.00%

20.00%
8%
10.00%

0.00%
disagree neither agree nor agree strongly
disagree

concept of employer branding

Interpretation:
About three-fourth (75%) of respondents Agree that all HR professionals are aware
about the concept of employer branding. There are about 15% of the respondents who neither
agree nor disagree. Only 7.5% of the respondents strongly agree and very minimal amount of
only 2.5% respondents totally disagree to the fact about the awareness of employer branding
among HR professionals.

48
 Table4. 6. Regarding Consistent Appointment High Caliber Employees

Particulars No of respondence Percentage

Disagree 5 4.2%

Neither Agree nor Disagree 29 24.5%

Agree 57 47.4%

Strongly Disagree 29 24.2%

Total 120 100

Chart 6. Representing High Caliber Employees

High Caliber Employees

50
45
40
35
30
25
20
15
10
5
0
disagree agree nor disagree agree strongly disagree

high caliber employees

Interpretation:
There is about half of the respondents 47.50% Agree that they consistently appoint
people with high caliber. There is an equal response of 24.14% that they strongly agree and they
have a neutral idea about the consistent hiring of high caliber employees. Only 4.17% of
respondents disagree about consistently appointing high caliber employees.

49
 Table4. 8. Customer Taste Respondence

Particulars No of despondence Percentage

Chai 96 32%

Snacks 69 23%

Soft drinks 63 21%

Desert 72 24%

Total 300 100

Chart 8. Representing Customer respondence

Interpretation:
This about the whole despondence of taste quality in other beverage.in the
maximum liked in chai and coffee 32%. second respondence in snacks on samosa 23% the
middle one gotten the 21%. finally, desert placed a most liked things in the customer taste.

50
 Table 4. 9. Salary Respondence on Brew Masters

Particulars No of respondence Percentage

High 16 10%

Medium 89 60%

Low 45 30%

Total 150 100%

Chart 9. Representing Salary

Brew Master Salary

10%

30% high
average
low

60%

Interpretation:
There is about a brew master salary package and their basic pay its very low and
the high level of package gotten a 10 % of people, and the medium level of packages provide
from a company side to gotten 60% and very lower level of category to gotten 30% on their
salaries.

51
 Table 4. 10. Respondence of Employees State

Particulars No of respondence Percentage

North Indian 97 97%

South Indian 59 59%

Others 23 23%

Chart 10. Representing of employees State

Employees State

23%
Others

59%
South Indian

97%
North Indian

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Series 1

Interpretation:

The above table and chart to presenting the employees native details to recommended
the most of our employees to come from a north Indian in 97% and the least level to regulated
the other states.

52
 Table 4. 11. Place To Located on Outlets

Particulars Shopping mall Metro station Food Courts IT Hospital

Parks

Chennai 72% 54% 38% 28% 6%

Hyderabad 68% 23% 24% 19% 8%

Coimbatore 12% 2% 12 23% 3%

Bangalore 10% 0% 14% 19% 4%

Chart 11. Representing places on outlets

Places On Outlets

Bangalore

Coimbatore

Hyderabad

Chennai

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Shopping Mall Metro Station Food Courts IT Parks Hospitals

Interpretation:
The above table and chart representing the places to located on most reached place on
Chennai and start up in Bangalore.

53
 Table 4. 12. Table To Evaluate the Attractive of Employer Importance

Particulars Work life Job Working Leadership

balance Security Environment style

Unimportant 10% 10% 4% 8%

Somewhat 15% 20% 10% 19%

importance

Neutral 27% 24% 39% 23%

Important 48% 28% 56% 40%

Most 58% 26% 76% 45%

Important

Chart 12. Representing the attractive Employer

Attractive Employer Importance

70% 80%

60% 70%

60%
50%
50%
40%
40%
30%
30%
20%
20%

10% 10%

0% 0%
Unimportant Somewhat Importance Neutral Importance Most Importance

Work life Balance Job Security

Working Environment Leadership Style

Interpretation:
The above table and chart show the comparison of work life balance, job security,
Leadership style, working environment and also in which area employee get more attractive.

54
 Table 4. 13. Calculated on Monthly Turnover

Particulars No of respondence Percentage

Above One crs 58% 58%

50 Lac to 80Lac 45% 45%

50 Lac 38% 38%

Chart 13. Representing Monthly Turnover

Monthly Turnover

50 Lac
27%

Above One Crs

41%

50 Lac to 80 Lac
32%

Above One Crs 50 Lac to 80 Lac 50 Lac

Interpretation:
The above table and chart show the comparison of the whole phase to find the regulated
value to assumed the more the one crs on every month’s revenue to related that to the majority of
revenue to regulated the above one crs.

55
Table 4. 14. Table explaining promotion of employer brand on career pages & social media

Particulars No of respondence Percentage

Strongly Disagree 2% 2%

Disagree 24% 24%

Neither Agree nor Disagree 31% 31%

Agree 43 43%

Strongly Disagree 20 20%

Chart 14. Representing the promotion of employer brand

Promotion of Employer Branding

2%
17%
20%

36% 26%

Strongly Disagree Disagree Neither Agree or Disagree

Agree Strongly Disagree

Interpretation:
There is a mixed response that the maximum of 35.83% of respondents Agree that the
company promotes employer brand. 25.83% respondent neither agree nor disagree. About 20%
disagree on promotion of employer brand. 16.67% of respondents strongly agree about the
promotion of employer brand on Career pages and social media. There is a minimal of 1.67% of
respondents strongly disagree to the social media and career related promotions.

56
 Table 4. 15. Table Explain Review About Employer branding on Websites

Particulars No of respondence Percentage

Poor 17 15%

Acceptable 38 33%

Good 52 44%

Very Good 13 11%

Chart 15. Representing Review on Websites

Interpretation:
There is a maximum number of respondents 43.33% saying that employer branding is
good. There are about 31.67% of respondent consider and reviewed employer brand is
acceptable. Almost 14.17% have reviewed it as poor branding. There are about 10.83% of
respondents reviewed it as Very Good branding.

57
 Table4. 16. Table Explain job knowledge on Organization

Opinion No of respondence Percentage

Agree 24 24%

Disagree 7 7%

Strongly disagree 58 58%

Strongly agree 19 19%

Neutral 12 12%

Chart 16. Representing Job Knowledge on Organization

Job Knowledge on Organization

10%
20%

16%

6%

48%

Agree Strongly Strongly Disagree

Strongly agree Neutral

Interpretation:

From the above table we could see that 48% of the respondents strongly agreed and 12%
of the respondents strongly disagreed that job knowledge is necessary for organization.

58
 Table4. 17. Table Explain Employee Engagement Activities

Particulars Weekly Monthly

On Boarding 25% 86%

Training & Development 12% 96%

Two-way feedback 26% 56%

Talent Shows 2% 74%

Health & Wellness Activity 0% 86%

Grab Learning 6% 45%

Chart 17. Representing Employee Engagement Activities

Employee Engagement Activities

120%

100%

80%

60%

40%

20%

0%
g t k s ty g
in en ac ow vi in
ard p m db h cti arn
bo lo Fe
e tS A Le
on eve la en es
s b
d ay ra
& w T le ln G
g o W
in Tw &
rain lth
T ea
H

weekly Monthly

Interpretation:

From above the table sand chart shows the maximum activities are the monthly to
conducted in respondents on employees upgrading activities to somewhere find the most of
majority to declared on monthly calculation.

59
 Table 4. 18. Table Explain the Fun activities on employees

Particulars Admin Sales Team Production IT Finance

Team Team Team
Team

Art & Crafts 23% 36% 59% 42% 32%

Game competition 54% 61% 32% 29% 45%

Charity Events 32% 65% 30% 12% 21%

Festive Celebration 87% 81% 78% 90% 75%

Team Events 51% 38% 89% 91% 61%

Award & 61% 80% 34% 52% 21%

Recognition

Chart 18. Representing the Fun Activities

Fun Activities
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
ts n nt
s n nt
s on
af it io e at
io e ti
Cr et Ev br Ev ni
t& m
p
ity l e m c og
Ar Co ar Ce Te
a
Re
e Ch v e &
a m sti ar
d
G Fe w
A

Admin sales Production IT Finance

Interpretation:

From above the table and chart to representing the fun activities of an employees in work
place to maximum celebration to festive celebration in majority of respondents the whole events.

60
 Table 4.19. Employer branding hoe to create a better employee engagement

Particulars Overall Chennai Hyderabad

Engagement 67 71 46

Intent to Say 64 62 38

Experience Vs 39 43 49
Expectation

Inclusion 72 73 47

Well - being 71 51 59

Chart 19. Representing the Better employee engagement

Overall Chennai Hyderabad

80
71 72 73 71
70 67
64
62
60
51
49
50 46 47
43
39 38
40

30

20

10
0
0
Engagement Intent to Say Experience Vs Inclusion Well - being
Expectation

Interpretation:
From the above table and chart to representing the following importance to create the
regulation to find the probability in the majority of respondents to collect the overall strategy ang
to the least of respondence to collect the Hyderabad outlets.

61
Chi Square Test
Chi Square Test (X 2)
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 bon fresh food private
limited.
Alternate hypothesis (H1):
There is no relationship between Designation and awareness about Bon fresh food pvt ltd.
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 32 3 100

Expected frequency:
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

62
From the table
P A =7.235
P B =6.979

Observed and expected frequency (X 2 )=31.924

Degree of Freedom= (n-1)

For DF=2 and 95% interval Table Value is =0.9543

(X 2) =0.0943

Table Value =0.9543

(X 2)> 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.

63
ONE-WAY ANOVA CLASSIFICATION
Null hypothesis (Ho):
There is a significance difference between the sources of review, medium and Branding.
Alternate hypothesis (H1):
There is no significance difference between the sources of review, medium and Branding.

A B C D E

Source of review 24 4 15 2 5

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

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.

64
Correlation:

Null Hypothesis (H0)

There is no significant difference between experience of employee and the talent

acquisition team promotion of employer brand.

Alternate Hypothesis (H1)

There is a significant difference between experience of employee and the talent

acquisition team promotion of employer brand.

Pearsons’s correlation Experience of Promotion of

employee Employer Brand

1 .195
Tailed on N= 95

120 .033

.195 1
Tailed on N= 120

.033 120

Calculated on the correlation are.,

The significance value 0.033 < 0.05

There is a positive correlation between experience of the employee and

promotion of employer brand.

Here with the level of significance of 0.05, the value persists above than that
which is 0.033.

The null hypothesis (H0) is rejected and alternative hypothesis (H1) is accepted.

65
 CHAPTER V
5.1. FINDINGS
 There are more than 70% of the employees are aged between 25 to 40 years and the
current organization working experience is more than 75%.
 Out of total recruitment in a year, around 20% of employees are hired from the group
companies.
 Analysis was made by structured questionnaire with some of the branded company
employees through friends, online survey like social media.

 Due to time factor the sample is limited to 200 employees, the study is confines only to
IT employees

 The percentage analysis a done for all the questions like Designation wise, Gender wise,
awareness about the company brand, based on medium, attributes, branding, sources,
work life balance, Job security, working environment and leadership style.

 To improve and added the tasted on a soft drinks and deserts weather to held upon the
snacks items to added on their menu.

 To significance the upgrading employee’s salary on their basic pay to reduce their taxes
for only north Indian people to do us

 While changing the order delay to improvement on the on-time supply and recognized a
mistake through it.

 On boarding the openings on to selected a most of north Indians to attend the walk-in
drive during the vacancies to filled the selection process while changing the current
trends to must knowing the second language on English.

 Therefore, it is positively correlation between Experience of employee and Promotion of

employer branding.

66
 5.2. SUGGESTION

 HR professionals conduct an employee satisfaction survey at least once a year.

 Design an efficient employee orientation program.

 Provide flexible work arrangements and pleasant working environment.

 Improving the hiring process and using the tool effectively and also concentrate on better
match between the individual’s talent and job requirement.

 Initiates interviews and surveys concerning the important reasons people come and leave
the organization.

 Start measuring the value of turnover and specialize in the key jobs that have the best
impact on profitability and productivity.

 Employees working in the company and alumni of the company can be used as brand
ambassadors in promoting the employer brand. The work culture and new innovative HR

strategies can be followed to promote employer brand.

 The company must try to prefer external sources, which would create a good impact in
the minds of people and thereby promotion take place.

 The team must bring some confidence in the minds of candidates, that there would be
ample amount of growth in the organization.

67
 5.3. CONCLUSION
 Strong employer branding is ultimately about developing a strong company culture and

communicating authentically and consistency in the market about the organization’s

employee experience.

 Those who do will have an easier time with recruitment, more engagement, stronger

employee advocacy, and better retention.

 The overall conclusion of project is employer branding affect the recruitment and

retention of employees. Employer branding focus on whole employee lifecycle.

 If company's employer branding is high it means their employee turnover rate is low.

 If company’s employer branding is high its means they are providing good salary, good

working environment and growth opportunity.

 If company's employer branding is high it means their employee turnover rate is low.

 Higher employer branding helps to attract skilled people. If companies’ employer

branding is high in market so employees are satisfied.

 Organisation that prefers to overlook this process run the risk of losing their highly

skilled employees to competitors within the ongoing scrum for talent. “Our people are

our most important asset”.

 On the talent management approaches, organisations should consider the kind of

leadership that the organisation is looking to foster for the longer term.

 Even when the bottom line remains intact, the loss of just a handful of key potential

employees who have a special expertise can shake an organisation to its roots.

68
 REFERENCE

1. Ambler and Barrow, 1996 T. Ambler, S. Barrow - The Employer Brand

Journal of Brand Management, 4 (3) (1996)

2. 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),

3. Annelize Botha1 Mark Bussin1 Lukas de Sward in the project of “employer

brand predictive model for talent attraction a retention” (2017)

4. NL Chhabra, S Sharma – International Journal of Organisational 2014 Strategy

for improving employer branding attractiveness.

Website Reference:

https://chaikings.com

https://thehindu.com

https://yourstory.com

https://en.wikipedia.org

69
 QUESTIONNAIRE
I Manikandan s the student of Dr M.G.R Educational and research institute I am

undertaking the project on” A STUDY ON IMPACT OF EMPLOYER BRANDING IN

BON FRESH FOOD PVT LTD”. It is a part of MBA (HRM) curriculum. I request you to

share your valuable time and provide the information. This information will kept

confidential and used for academic purpose only.

Question:

1) Bon Fresh Food PVT Ltd is based on which Company?

a) Chai Kings b) Tea Boy c) Chai Wale

2) How many years has this company started?

a) 6 Years b) 10 Years c) 9 Years

3) Since how many years have you been working with this Food Industry?

a) less than a year b)1-3 years

c) above 10 years d) 5-10 years

4) Which one is the most preferable sourcing technique for your company?

a) Internal Source b) External Source c) Both A & B

5) Out of total recruitment in a year, what is the percentage of internal recruitment?

a) 56% b) 43% c)32% d) more than 93%

6) Which state has more people working as a brew master in this company?

a) south Indian b) North Indian c) others

70
7) Basic salary Packages for Brew Master?

a) Below 10,000 b) Above 15,000

c) 25,000 d) Above 30,000

8) Does your company pay more attention to incentives and perks offered to you?

a) Yes b) No

9) Do you agree that employee retention is plays a vital role in the result of productivity?

a) Strongly agree b) Disagree

c) Neutral d) Agree

d) Strongly Agree

10) What do you like more in the company?

a) Compensation b) reward recognition

c) Job Security c) work Environment

11) Are you satisfied with the incentives provided by the organization?

a) Highly Satisfied b) Satisfied

c) Neutral c) Dissatisfied

e) Highly dissatisfied

12) The company is giving opportunities for growth and promotion.

a) Strongly Agree b) Satisfied

c) Neutral c) Dissatisfied

e) Highly Dissatisfied

71
13) Please indicate your level of satisfaction with each statement by circling the appropriate
number below:

1) Highly Satisfied 2) Satisfied 3) Neither satisfied nor dissatisfied

4) Dissatisfied 5) Highly Dissatisfied

S. No Statement 1 2 3 4 5

1 Are you satisfied with your pay package? 1 2 3 4 5

2 Are you satisfied with promotion policy adopted in 1 2 3 4 5

the organization?

3 Are you satisfied with training and other educational 1 2 3 4 5

programs conducted by the organization?

4 Are you satisfied with your present position in the 1 2 3 4 5

organization?

5 Are you satisfied by the direction, guidance and 1 2 3 4 5

support provided by superiors?

14) Employees Opportunities for personnel development?

a) Excellent b) good c) poor d) very poor

15) Rank the following factors which motivate you the most.

a) Increase in salary b) Promotion

c) Leave d) Power

16) Employees would refer a friend to the working place to work?

a) Very likely b) Likely c) Not Sure

d) Unlikely e) Very unlikely

72
17) Are you satisfied with the company’s welfare policies towards the employee?

a) Yes b) No

18) The company is giving opportunities for growth and promotion.

A) Strongly agree b) agree c) Neutral

d) Disagree e) Strongly Disagree

19) Tell your opinion about major reasons for employees leaving (You can name more than one)

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………………………………….

20) Do you think the implementation of three R’s (recognition, reward, respect) will increase
employee retention?

a) Never b) sometimes

c) most of the times d) all the time

21) Are you satisfied with promotion policy in the organization.

a) Yes b) No

22) There are no barriers of communication while you are communication with your superior.

a) Strongly Disagree b) Strongly Agree

c) Disagree d) Agree

e) Neutral

23) You are encouraged to participate in training to improve your skills and competencies?

a) Yes b) No

73
24) Approximate number of employees in the organization:

a) 0 – 50 b) 51 – 100 c) 150 – 200 d) above 300

25) Spending special time with senior leadership team outside the plant is motivating?

a) Strongly agree b) Agree

c) Neutral d) Disagree

e) Strongly disagree

26) Do you comfortable sharing your opinions at work?

a) Yes b) No

27) People in this organization trust one another.

a) Agree b) Neutral c) Disagree d) Unable to rate

28) Do you have any complaint, Problem regarding of taste and quantity for the food.

………………………………………………………………………………

………………………………………………………………………………

………………………………………………………………………………

29) Do you suggest your own thoughts.

………………………………………………………………………

………………………………………………………………………

………………………………………………………………………

30) Name & Address:

……………………………………………………………..

…………………………………………………………….

74