In 1996 Ambler and Barrow were the first to discuss how organizations can apply marketing techniques to human resources management and they introduced Employer Branding by defining it as the set up of practical, economical, and psychological advantages that is established by the company and provided to the business (Ambler & Barrow, 1996). Later on, Barrow and Mosley (2005), redefined employer brand as the image of an organization that shows employees the employment place, In other words, employer brand is the entirety of an organization's endeavors to impart to imminent staff that it is an attractive work environment (Lloyd, 2002). Another definition states that it is the use of marking standards to HR the executives and the representative business relationship that starts from indistinguishable standards from conventional marking (Verma & Ahmad, 2016). In addition, employer attractiveness idea is firmly related idea to employer branding, which can be characterized as the imagined advantages that a potential worker finds in working for a particular association (Berthon et al, 2005). Moreover, studies have demonstrated that there is a connection between an association's notoriety and its accomplishment in pulling in quality occupation candidates (Fombrun, 1996; Cable & Turban, 2001). Resulting in significance for organizations to comprehend what pulls in employment searchers to win the competitive advantage.
Furthermore, after the expansion of the employer branding concept more researchers have been concentrating on employer branding and contemplating this subject from alternate points of view, for example, organizational behavior (Aiman-Smith et al., 2001; Cable & Turban, 2003; Cable & Yu, 2006), corporate communication (Aggerholm et al., 2011; Shah, 2011), branding (Elving et al., 2013; Moroko & Uncles, 2009), and human resources management (Bondarouk et al., 2013). In Aiman-Smith et al. (2001) study it is inferred that factors deciding the engaging quality of an association probably won't be equivalent to the elements that sway the goal to seek explicit employment. For Cable and other scholars they studied organizational behavior and have concentrated on the impact that diverse elements had on organizational attractiveness and the goal to seek after explicit employment. Also, Bondarouk et al. (2013) examined the distinction between what scholastics and HR specialists saw as essential changes in the enrollment practice while considering the future improvement of employer branding through social media. Despite the fact that every one of these orders and sub-disciplines have diverse key standards and dreams about what an association is and about the connections among associations and their partners, they all consider manager marking as a competitive advantage, an 'esteem making process', (Aggerholm et al., 2011).
Additionally, employer branding incorporates correspondence exercises to both outsides (work searchers) and inner (momentum representatives) individuals in regards to the organization's offer that would make it particular among its rivals. Therefore, the employer brand should present the useful and representative characteristics of the association which permit work searchers to separate the association from its rivals in the market, and in this project, we'll be focusing on externals whom are job seekers.
However, while most investigations centers around how organizations should utilize social media platforms in their employer branding (Backhaus, 2004; Bondarouk et al., 2013; Girard et al., 2013; Laick & Dean, 2011; Love & Singh, 2011; Sivertzen et al., 2013) there's a shortage of proof that centers around the job seekers and their attitudes and impressions towards employer branding correspondence via social media platforms, as a result, we decided to study the perception of employer branding by the new job seekers 'Millennials generation.
Social Media Effects
Due to the continuous innovation and rapid expansion of technology, social media is a new phenomenon that empowers us to all-inclusive convey, offer and trade thoughts and it is defined differently by several authors, as Mersey states that social media is a brand-new media channel with new qualities, where messages should be custom fitted dependent on the intended interest group (Mersey, 2009). Kaplan and Haenlein (2010) define social media as a gathering of web-based applications that were set up dependent on the innovation of web 2.0, which enable clients to produce and trade substance. For Jue, Marr, and Kassotaki (2010) is characterized as a site that enables clients to trade the substance so as to give and get data from different clients or to shape a useful relationship. Social media is divided into several platforms which each one of them has a different function, for instance, Facebook and Twitter are utilized as interpersonal communication, and Instagram and Youtube are the most common channels regarding uploading photos and videos. Besides, Wikipedia is a viable device for sharing knowledge and the most popular platform in the work field is LinkedIn which focuses on employee acquisition, opens positions postings, provides the available information about organizational culture, and creates a positive image, especially toward Generation Y and it's a contact tool for HR employees.
Moreover, has changed the manner in which individuals live as well as has given new techniques to working together and advancing their brands (Jue et al. 2010). Also, social media has altered the manner in which individuals find out about organizations and apply for occupations.
The old methods for selecting, gaining, and getting to ability are never again powerful in today’s new environment and companies that fail to adapt technology to their systems will probably be on the losing end with regards to drawing in the potential individuals they need. A solid employer brand can pull in qualified candidates and prevail in the war for talent (Wayne & Casper, 2012; Egerová et al, 2015). Likewise, Baum & Kabst, (2014) also states that web instruments, for example, social media and enrollment sites can construct a solid employer brand. Jue et al. mention that as far as upgrading representative commitment at work, social media gives different platforms to help 'quicken and improve our capacity to associate, impart and team up' (Jue et al. 2010).
Thus, Strauss & Frost, (2012) and Janouch, (2011) state that the exponential development of social media sites gives access to tremendous quantities of individuals who are searching for another opportunity and another vocation, which offer their capacities and experience, and who need to grow by and by and develop expertly. Additionally, social media have picked up significance and fame because of their intuitiveness and capacity to encourage two-path correspondence with organizations (Kietzmann et al, 2011). Therefore, in this project, we'll study how social media affects the perception of Generation Y on employer branding, and if social media gives them the needed information about an organization.
Generation Y
In view of the exceptional use of social media in recruitment, procedure organizations modify their enrollment and employer brand correspondence on the targeted group (K. Backhaus & Tikoo, 2004). Therefore, in our project, we aim to distinguish the role and significance of focused employer brand communication expressly for Generation Y, and the choice to focus on Generation Y depends on the way that organizations are at present confronting the test of supplanting an extensive pool of workers, the 'Gen X-ers' who are resigning, with a youthful pool of candidates that as of late entered the activity showcase and are a part of the Net generation (Napoli & Ewing, 2000). Besides, the term Generation Y has been ascribed to the populace conceived somewhere in the range of 1979 and 1998 and that most as of late entered the job market. Napoli & Ewing (2000) states that the recorded occasion Generation Y rotates around is the advanced revolution, which made them quickly and effectively versatile to development and change.
As a result, the innovative advancements have prompted critical media utilization changes, particularly among Generation Y, for whom social media has turned into the fundamental source of data, 'giving access to data that was recently retained or inaccessible' (Lichy, 2012). Since Generation Y is an association that has grown up with the Internet, firms are likewise building up their interchanges on the web. According to MediaGuru (2017), individuals from Generation Y have experienced childhood in a world overwhelmed by the media and they spend approx. 25 % of their tedious online substance (MediaGuru, 2017). And keeping in mind that concerning recruitment, it gives the idea that the Internet has turned out to be a standout amongst the most prominent wellsprings of data for job searchers (Backhaus, 2004; Soulez & Soulez, 2011; Eger et al, 2015). Additionally, beginning from 2011, social media has been the essential wellspring of empty positions and data about the forthcoming organizations' culture and work practices (Laick & Dean, 2011). And according to Herbold & Douma (2013), Facebook and LinkedIn were the most visited locales by understudies hunting down occupations in the year 2013. Also, it is all around acknowledged crosswise over both professional and scholastic literature writing that social media use is a standout among the significant traits of Generation Y (Bissola & Imperatori, 2013; De La Llama et al., 2012; Lichy, 2012; Ryberg & Larsen, 2012; Shaw & Fairhurst, 2008).
Moreover, in the previous couple of years, the theme of Generation Y's particular conduct has been generally examined, including yet not restricted to conduct in the work environment and quest for a new employment process. Additionally, there's an ongoing discussion in the specialist writing (Armour, 2005; McCrindle, 2010a, 2010b) just as in academic journals (Choi et al., 2013; Josiam et al., 2009; Harvey J. Krahn & Galambos, 2014; Lichy, 2012; Smith, 2010; Treuren & Anderson, 2010). The 'Net Generation' (Napoli and Ewing, 2000; Tapscott, 1997), as Generation Y is additionally called, is depicted as being not the same as different ages in conduct, mentalities, media use, etc (Krahn and Galambos, 2014; Napoli and Ewing, 2000).
Accordingly, Meier& Crocker (2010) affirm that individuals from Generation Y expect of their bosses a more grounded spotlight on their singularity, singular inspiration, and difficulties as fast-changing work undertakings. In other words, what makes employees from Generation Y bored and decrease their motivation is repetitive work. Baruch (2004) claims that they appear to be less inspired by a long-lasting job, yet progressively keen on testing and significant undertakings that assist to accomplish high vocation objectives. Gravett and Throckmorton, (2007) notice three key approaches to urging Generation Y to work in associations, which are high pay, a benevolent and easygoing workplace, and development and improvement openings.
Therefore, contrasts in work frames of mind and conduct between Generation Y and different ages are critical for associations with the end goal for them to comprehend whether and how they should design their techniques to pull in and hold this new generation.
Furthermore, In the next years, the labor force will be combined by the Millennials, and this population can be considered as the people who were born at the end of the Y generation and who are currently studying. As indicated by Manpower's Millennial Careers: 2020 vision, continuously 2020 Millennials will make up 35% of the worldwide workforce. Also, for Millennials, the object is a need. A high percentage of Millennials state working for bosses who are socially mindful and adjusted to their qualities is critical (Manpower, 2016). It is additionally apparent that particularly Millennials regularly assess organizations through the Internet before they apply for an occupation; they need to make certain before they connect their professional lives with them (Jobvite, 2016; Deloitte, 2016). Consequently, in our project, we choose the Millennials and Generation Y to be our tested population and we'll be able to see their perception on the employer branding concept.