Studien undersöker Älvsbyns kommuns arbetsgivarvarumärkning avseende lärare och berör frågan kring hur kommunen kan säkerställa dess kompetensförsörjning. Undersökningen är av kvalitativ karaktär och bygger på semistrukturerade intervjuer där fem verksamma lärares åsikter och tankar lyfts fram i relation till tidigare forskning. Den tidigare forskningen berör employer branding inom offentlig sektor och dess konkurrensfördelar gentemot privat sektor samt dess utvecklingsområden. Forskningen tar även avstamp i intern och extern arbetsgivarvarumärkning, detta för att få en mer nyanserad bild aven organisationens arbetsgivarvarumärkning.Studiens resultat visade att legitimerade lärare vid Älvsbyns kommun upplevde att kommunen utmärkte sig som en attraktiv arbetsgivare som värdesatte arbetsmiljöfrågor, kompetensförsörjning och lön högt. Återkommande var att respondenterna upplevde att arbetsgivaren även gav sitt fulla stöd för de förmåner som erbjöds, detta synliggjordes bland annat vid kompetensförsörjningen. Respondenterna menade att den utbildning som erbjöds var anpassad efter deras behov och att rektorerna stöttade de lärare som valde att läsa till fler ämnen. Vidare synlig gjordes vissa utvecklingsmöjligheter exempelvis marknadsföring av läraryrket, små klasser och fler grupprum. Relationsbyggande var även det ett återkommande tema, detta framhävdes med förslag om mentorskap och metoder för introduktion i syfte att behålla nyanställda. Sammanfattningsvis anses Älvsbyns kommun vara en attraktiv arbetsgivare med flera konkurrensfördelar, särskilt i relation till grannkommunerna.

Organizations compete to attract and retain top talent and differentiate themselves from their competitors; they work on employer branding strategies. This study analyzed how organizations should communicate their employer brand in social media to attract Generation Z talent. This is a qualitative research with a phenomenology design. The research technique used was the semi-structured interview. Twenty university students and graduates of business or engineering schools were interviewed; they participated on a voluntary basis. This study reveals that participants apply to an organization for the following reasons: salary, work environment, reputation, benefits, and career path. Regarding social media, the interviewees’ favorites are LinkedIn and Instagram. In relation to social media content, companies should keep in mind that Generation Z not only wants to see job offers but also to learn more about them, specifically their characteristics, as this will increase their desire to become a part of them, and in some cases, may even be decisive in accepting an offer.

As the society we live in today is moving towards being more technology-driven, the competition in the labor market of attracting people within the IT industry is increasing. To attract people within the IT industry, firms must understand what attracts these people to then be able to form a proposition that suits these individuals. The case company of this study, DAF (Digital ASIC and FPGA), an internal organization within Ericsson AB, wants to get a better understanding of what people within the IT industry value in an employer and what actions they should take to be more attractive in the labor market. Therefore, the purpose of this report has been to explain how and to what extent different value-driving factors affect employer attractiveness for employees holding a specific technical competence needed at DAF. Based on a pre-study consisting of six interviews with working professionals within the field of employer branding and industrial marketing, as well as a comprehensive literature review, a model of analysis is established consisting of six value-driving factors; interest-, social-, management-, application-, development-, and economic value, that is expected to affect the overall attractiveness of an employer. These factors are further operationalized into 30 different codes that are set to explain the value factors more in detail. The main study is a multiple case study of employees working at DAF, as well as four competitor firms to DAF. The study is based on interviews with 21 employees spread out on the five case companies, all holding the targeted competence needed at DAF. During the interviews, the respondents spoke freely about what they value in their current and previous position so underlying value factors could be identified. Additionally, the respondents were asked to elaborate on their perception of the most important factors of an employer, as well as their perception of Ericsson as an employer to deepen the analysis and get an understanding of how the respondents perceive Ericsson. The interviews were analyzed both qualitatively and quantitatively. In the analysis, the respondents were grouped based on what company they work for and the case companies were firstly analyzed separately. Secondly, the cases were compared to each other to answer how and to what extent the value-driving factors in the model of analysis affect employer attractiveness. Third, a series of inductive analyses where cross-case patterns between different groups of individuals were analyzed. Based on the analysis, it can be concluded that the most important factors of employer attractiveness for employees holding the target competence needed at DAF are social value, mostly in terms of organizational culture, teamwork, and collegial relationship, as well as application value, mostly in terms of challenging work tasks, task diversity, and the work tasks to be meaningful for the employee. Moreover, management-, development-, economic-, and interest value are all considered important drivers of employer attractiveness. For DAF to improve their employer brand and attractivity, they should craft a proposition that aligns with their unique selling points of first of all being a leader in telecommunication, technology, and innovation. Secondly, having supportive management that empowers employees to make decisions by themselves and shape their position based on personal preferences. Thirdly, offering challenging, diverse, and creative work tasks to enable opportunities for developing new skills. Furthermore, DAF is recommended to promote life at DAF and create a unified organizational culture within the organization, clarify opportunities for development, and provide more social- and team-building activities.

Syfte med studien var att undersöka om det fanns skillnader mellan yngre och äldre när det kommer till en arbetsgivares attraktivitet. Undersökningen genomfördes på en industriorganisation i Mellansverige, genom en enkätstudie undersöktes fem dimensioner; ekonomi, social, intresse, utveckling och tillämpningutifrån mätinstrumentet Employer Attractiveness Scale (EmpAt). Deltagarna delades in i en av två åldersgrupper beroende på hur gamla de var. De som var mellan 18–39 år räknades in i gruppen yngreoch äldreom de var 40 år och uppåt. Totalt deltog 72 personer i studien, varav 31 yngreoch 41 äldre. Resultatet visade att det inte fanns någon signifikant skillnad mellan åldersgrupperna och vad de prioriterade vid val av arbetsgivare. Däremot fick dimensionen socialt värde det högsta medelvärdet oavsett ålder. / The purpose of the study was to examine whether there was any difference between younger and older people regarding the attractiveness of an employer. The survey was conducted on an industrial organization in central Sweden, through a survey study five dimensions were examined; economy, social, interest, development and application based on the measuring instrument Employer Attractiveness Scale (EmpAt). Participants were divided into an age group of two depending on how old they were. Those who were between 18-39 years old were included in the group young and olderif they were 40 years and up. A total of 72 people participated in the study, of which 31 were youngand 41 were older. The result showed that there was no significant difference between the age groups and what they prioritized when choosing an employer. However, the dimension social value received the highest mean value regardless of age.

SYFTE: För att bidra med vidare förståelse kring vad som attraherar framtida arbetskraft på en konkurrensutsatt arbetsmarknad är syftet med uppsatsen att utreda hur Corporate social responsibility påverkar arbetsgivarvarumärket och således attraktionskraften hos företag. TEORI: Corporate social responsibility (CSR) har tidigare visat sig vara en starkt bidragande faktor till attraktivitet hos företag. I denna studie utgår uppsatsförfattarna ifrån att CSR är en integrerad del i företags Employer branding som i sin tur påverkar individers värderingar kopplade till företaget och i slutändan hur attraktivt individen upplever företaget som eventuell arbetsgivare. Person-organisation fit teorin används för att koppla ihop värderingar och attraktivitet. METOD: Studien nyttjade en kvantitativ metod där data samlades in med hjälp av en enkätundersökning som fylldes i online av gymnasiestudenter samt en dokumentstudie där företags hållbarhetskommunikation analyserades. Enkätstudien nyttjade ett snöbollsurval och besvarades av 91 respondenter. Empirin analyserades med hjälp av programmet SPSS för att fastställa det empiriska underlaget. RESULTAT: Resultatet i vår studie tyder på att alla tre dimensioner av CSR bidrar till organisatorisk attraktivitet. Samtidigt som det finns skillnader mellan dimensionerna, där den sociala dimensionen visar sig vara den som den undersökta åldersgruppen värderar högst och den miljömässiga dimensionen den som värderas lägst. Det indikeras alltså att organisationer bör anpassa sin hållbarhetskommunikation och lägga fokus på den social och ekonomiska dimensionen framför den ekologiska om de vill attrahera individer från gymnasiet. / PURPOSE: In order to contribute to further understanding of what attracts future workforce in a competitive labor market, the purpose of the thesis is to investigate how corporate social responsibility affects the employer brand and thus the attractiveness of companies. THEORY: Corporate social responsibility (CSR) has previously proven to be a major contributing factor to the attractiveness of companies. So, in this study, we assume that CSR is an integral part of corporate Employer branding which in turn influences individuals' valuation linked to the company and ultimately how attractive the individual experiences the company as a potential employer. Person-organization fit theory is used to connect values and attractiveness. METHOD: The study used a quantitative method where data was collected with the help of a survey that was completed online by high school students and a document study in which corporate sustainability communication was analyzed. The survey used a snowballselection and was answered by 91 respondents. The data was analyzed using the SPSS program to determine the empirical basis. FINDINGS: The results of our study indicate that all three dimensions of CSR contribute to organizational attractiveness. At the same time, there are differences between the dimensions, where the social dimension turns out to be the one that the age group examined values the highest and the ecological dimension the one that is the lowest value. Thus, it is indicated that organizations should adapt their sustainability communication and focus on the social and economic dimension rather than the ecological if they want to attract individuals from high school.

The internal marketing concept speciefies that an organization's employees is its first market. The demands on companies to meet employee needs increases with the skills and knowledge employees possess, which acts as a competitive advantage. The internal marketing terms "Employer Branding" and "Employer Attractiveness" are still considered to be underdeveloped. Employer Branding refers to the process of marketing that companies use to target desired employees and retain current employees. To find and attract the right work force effectively, companies are required to have a strong Employer Brand. The IT consulting industry shows that job seekers have more power than employers, which creates a intense competition for labor. The aim of this study is to examine how employees at an IT consulting firm perceive the organization's Employer Brand along with what the company's recruitment target market is seeking in a potential employer. Based on a theoretical model; Employer Brand Predictive Model and with the help of two empirical studies, research can demonstrate whether or not the IT consulting firm’s existing Employer Brand is considered to be compatible against recruitment target market’s conditions. The study shows empirical indications that the IT consulting firm’s lacks external brand awareness and absence of a clear strategic aim for selecting the appropriate recruitment target market. / Det interna marknadsföringskonceptet anger att en organisations anställda är deras första marknad. Kraven på företag att uppfylla anställdas behov ökar i och med den kompetens och kunskap de besitter vilket utgör en konkurrensfördel. Inom intern marknadsföring är begreppen ”Employer Branding" och "arbetsgivarens attraktionskraft" fortfarande underutvecklade. Employer Branding hänvisar till den process av marknadsföring som företag använder sig av för att attrahera en önskad målgrupp och behålla personal. För att hitta och attrahera rätt personal krävs det att företagen har ett starkt Employer Brand. IT-konsultbranschen visar på att arbetssökande har mer makt än arbetsgivare, vilket skapar en tydlig konkurrens om arbetskraft. Denna studie undersöker hur medarbetarna på ett IT-konsultföretag uppfattar organisationens Employer Brand samt vad företagets rekryteringsmålgrupp söker hos en potentiell arbetsgivare. Utifrån en teoretisk modell; Employer Brand Predictive Model och med hjälp av två empiriska undersökningar kan studien påvisa om IT-konsultföretagets existerande Employer Brand anses vara homogen gentemot rekryteringsmålgruppens villkor. Studien visar empiriska bevis på IT-konsultföretagets brist av extern varumärkeskännedom samt avsaknad av en tydlig strategisk avgränsning för val av rekryteringsmålgrupp.

Det råder olika villkor i den privata och offentliga sektorn gällande geografisk bundenhet, konkurrans och förutsättningar för att styra verksamheterna. Det som däremot är gemensamt för de båda sektorerna är konkurrensen om medarbetare. Vännäs kommun befinner sig i en inledande fas i arbetet med begreppet attraktiv arbetsgivare, även kallat Employer Branding. Uppdraget har varit att undersöka vilka positiva aspekter som upplevs med att arbeta för Vännäs kommun, som medarbetare med varierande anställningstid och ålder upplever samt hur kommunen kan stärka sitt arbetsgivarvarumärke genom att betona dessa aspekter. I resultatet framkom att positiva aspekter med Vännäs kommun som arbetsgivare är närhet, framåtanda, utveckling och ansvar, gemenskap och välmående samt organisationen i sin helhet. Från dessa kategorier har följande tema utarbetats; I Vännäs kommun råder en kontinuerlig strävan efter utveckling både för organisationen och medarbetarna. Organisationskulturen är välkomnande där gemenskap och välmående står i fokus. Den lilla kommunens fördel är det övergripande koncerntänket med närhet till beslut och möjlighet till påverkan. Detta illustrerar vad som kännetecknar Vännäs kommun som arbetsgivare. För att specifikt attrahera yngre arbetskraft visar resultatet att följande faktorer är viktiga för yngre medarbetare i organisationen; innovation, känna sig behövd och värdefull, en bra arbetsmiljö och arbetskultur, gemenskap på arbetsplatsen och att bli betrodd med ansvar. Det som mest frekvent uttrycktes från den yngre informantgruppen var vikten av utveckling genom arbetet. Denna fallstudie kan vara användbar för organisationer med liknande förutsättningar som Vännäs kommun i arbetet med employer branding. Fallstudien bidrar även med en ökad förståelse för vad som attrahetar medarbetare till en offentlig organisation.

This study is based on the case of the Swedish Armed Forces (SAF) since the organization has struggled with its recruitment and brand building. The purpose of the study is to approach the coherence between brand image and brand identity through an employer branding perspective. More specifically, it aims to explore how this interplay might influence the employer attractiveness of an organization. The research is based on a qualitative case study. Furthermore, previous research regarding brand identity, brand image and employer branding constitutes the basis of the developed conceptual model. The empirical material was gathered through semi-structured interviews with current SAF employees and semi-structured focus groups with potential employees. Findings indicate the brand image did not cohere with the brand identity and that the potential employees had a more negative perception of the employer. However, the potential employees’ who had relatives who work for the SAF had a positive attitude towards the organization and perceived the workplace as more attractive. This study has contributed with an additional perspective on employer branding since there is little research within the field.

Syftet med studien var att undersöka hur anställda som arbetar med employer branding i Jönköpings Län upplever arbetet, samt hur de arbetar med att attrahera och rekrytera högskolestudenter efter examen. Studien var av en kvalitativ ansats och underlaget utgjordes av semistrukturerade intervjuer. Ett kriteriebaserat urval applicerades och totalt deltog femton respondenter fördelade på tio organisationer. Det insamlade materialet analyserades genom tematisk analys och resulterade i tre huvudteman: Avsaknad av övergripande employer branding-strategi, frustration och individanpassat jobberbjudande. Resultatet visade att det fanns stora skillnader gällande hur employer branding arbetet prioriterades inom organisationerna samt en polarisering av hur strukturerat och strategiskt arbetet var. Avsaknaden av en enhetlig och övergripande employer branding-strategi skapade frustration hos deltagande respondenter. Det fanns en medvetenhet i organisationerna om att studenter och nyexaminerade främst tenderar att efterfråga symboliska attribut när de söker arbete, vilket överensstämmer med tidigare forskning.

Although sustainability within human resource management has increasingly received attention amongst scholars and practitioners, not enough has been done to demonstrate how the concept of Sustainable HRM translates into practice. In the light of digitalization and globalization, knowledge-based actors within the modern business environment are facing rapid changes whereby the retainment of valuable skills and competencies has become crucial for ensuring competitive advantage. On the individual level, knowledge- based workers encounter challenges such as work intensification, extensive availability and work-life-balance when conforming with the changing nature of work. In addition, since employees’ loyalty and demands are continuously shifting, the concept of EmployerAttractiveness is becoming a larger strategic concern for knowledge-based firms. Employer Attractiveness also serves as one of the primary reasons for linking Sustainability with HRM. From the overlapping problem backgrounds of Sustainable HRM and Employer Attractiveness this study found a research gap which formulated the research question of this study:   “How can Sustainable HRM contribute to Employer Attractiveness?”    The purpose of this study serves to create an understanding of how Sustainable HRM is practiced and how it in turn contributes to Employer Attractiveness in terms of employee retainment. A qualitative inductive approach was undertaken to fulfil this purpose, in which nine semi-structured interviews with consultants and HR-workers belonging to small-and medium sized firms acknowledged as attractive employers was conducted. The interviews and empirical findings were structured accordingly with the core components of Sustainable HRM. The key findings retrieved highlights the interconnectedness between the four Sustainable HRM dimensions; long-term, impact, substance and partnership orientations, and the five values; application, development, economic, interest, social, used for assessing Employer Attractiveness. Based upon the analysis, a conceptual model was established to demonstrate how Sustainable HRM, influenced by its context, can contribute to employee-perceived Employer Attractiveness. This study theoretically contributes a further understanding of the concepts of Sustainable HRM and Employer Attractiveness respectively and combined, by introducing new figures and models valuable for the existing field of research. In practical terms, this study offers valuable managerial insights of how leaders and firms should view Sustainable HRM an integrative part of the entire firm alongside with recognizing the strategic potential of sustainability within HRM in terms of Employer Attractiveness. On a societal level, this study addresses the importance of raising more attention to the employees as key stakeholders within the social dimension of sustainability.