Local Adaptation of Parent Organizations’ Employer Branding Guidelines
Toikka, Kai (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202401261848
https://urn.fi/URN:NBN:fi:amk-202401261848
Tiivistelmä
This study looks at the local implementation of employer branding. The overall purpose of the thesis was to determine how Company X could adapt to their parent organization’s employer branding guidelines. The aim was to analyse Company X’s existing employer branding practices and the parent organization’s guidelines and find a medium on which Company X could build their brand.
The thesis consists of a theory section and an empirical section that deals with the case company. The theory section discusses the characteristics of local employer branding through glocalization, culture, and one branding and is based on relevant literature sources. The empirical section covers the parent organization’s guidelines, theory application, and Company X’s current employer branding practices.
This study involves a literature review of organizational documents and qualitative research. The qualitative research was conducted through interviews with the management of Company X. These interviews aimed to find an answer to Company X’s current state of employer branding, future ambitions regarding the parent company’s guidelines, and approach to one branding theory. The interviews were conducted through email to give interviewees time to formulate an answer, as the topic was new.
The research showed that the parent company’s guidelines gave relatively free hands for subsidiaries to conduct their employer branding. The cultural theories found that the parent organization’s framework was widely applicable to Company X. The interviews found that there were slight differences in the ways the marketing department and the HR department saw the current state and the applicability of the parent organization’s guidelines to Company X.
The parent organization’s employer branding guidelines do not put hard restrictions on Company X when building their employer brand. The management team should construct key deliverables such as an employee value proposition, after which the implementation of these deliverables should be delegated. Due to Finnish culture, the parent company’s role in branding should be kept moderately low. Strategic and active gathering of data should be implemented to build statistics that help in managing successes and shortcomings.
The thesis consists of a theory section and an empirical section that deals with the case company. The theory section discusses the characteristics of local employer branding through glocalization, culture, and one branding and is based on relevant literature sources. The empirical section covers the parent organization’s guidelines, theory application, and Company X’s current employer branding practices.
This study involves a literature review of organizational documents and qualitative research. The qualitative research was conducted through interviews with the management of Company X. These interviews aimed to find an answer to Company X’s current state of employer branding, future ambitions regarding the parent company’s guidelines, and approach to one branding theory. The interviews were conducted through email to give interviewees time to formulate an answer, as the topic was new.
The research showed that the parent company’s guidelines gave relatively free hands for subsidiaries to conduct their employer branding. The cultural theories found that the parent organization’s framework was widely applicable to Company X. The interviews found that there were slight differences in the ways the marketing department and the HR department saw the current state and the applicability of the parent organization’s guidelines to Company X.
The parent organization’s employer branding guidelines do not put hard restrictions on Company X when building their employer brand. The management team should construct key deliverables such as an employee value proposition, after which the implementation of these deliverables should be delegated. Due to Finnish culture, the parent company’s role in branding should be kept moderately low. Strategic and active gathering of data should be implemented to build statistics that help in managing successes and shortcomings.