HR Practices and Employee Branding
Jumman, Md Ujjal Hossen (2025)
2025
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025051913347
https://urn.fi/URN:NBN:fi:amk-2025051913347
Tiivistelmä
Human Resource (HR) practices are indispensable in corporate branding. However, there is a lack of research on HR and employee branding in the context of developing countries. Therefore, the study aims to investigate how HR functions in employee branding in Bangladesh. Following the constructivist paradigm, the research considers a qualitative research strategy and a case study research design. Therefore, one manager and two executives were interviewed using an open-ended questionnaire. The study thematized the collected data using Microsoft Office.
The findings show that HR practices in employee branding indicate employee engagement, training, team events inside and outside of the organizational image, talent recruitment, and leadership programs. Also, it includes a work culture with accountability, respect, and transparency. The HR challenge is miscommunication, which affects trust and branding. Moreover, efficient practices include email, intranet, staff meetings, short videos, internal campaigns, success stories, CSR, social media, hybrid work, different benefits, digital HR systems, well-being, and personalization. The study suggests that HR practices in employee branding are similar to the principles of Herzberg’s theory.
The study suggests that a company’s HR should consider proper, transparent, and trustworthy communication with employees regarding its mission and vision of branding. Furthermore, company HR must maintain the consistency of recruitment with the work culture.
The findings show that HR practices in employee branding indicate employee engagement, training, team events inside and outside of the organizational image, talent recruitment, and leadership programs. Also, it includes a work culture with accountability, respect, and transparency. The HR challenge is miscommunication, which affects trust and branding. Moreover, efficient practices include email, intranet, staff meetings, short videos, internal campaigns, success stories, CSR, social media, hybrid work, different benefits, digital HR systems, well-being, and personalization. The study suggests that HR practices in employee branding are similar to the principles of Herzberg’s theory.
The study suggests that a company’s HR should consider proper, transparent, and trustworthy communication with employees regarding its mission and vision of branding. Furthermore, company HR must maintain the consistency of recruitment with the work culture.