Abstract
In recent years, industries competition has become increasingly fierce. Besides, with the advent of knowledge-based economy, the key and value of talent has increased greatly. As a result, more and more companies realized the importance of employer branding. The research use a case study to explore and summarize a conceptual framework for analyzing employer branding. By selecting a multinational cosmetics corporation’s subsidiary in Taiwan, and conducting interviews with their five employees, the key successful factors for developing employer branding are identified. First of all, in terms of brand identity, these elements for building the employer brand were discussed. Then, the research explored the human resource practices and work effectiveness of the case company from external and internal branding aspects. The findings of the case study suggest three stages are important for the development of the employer branding. Firstly, in the stage of brand identity from external potential employees aspect, the company developed a distinctive brand image and targeted the right employees through the long-term management in campus recruitment project, especially campus competition. Secondly, the company provided some incentives based on the need of both external potential employees and internal employees in the understanding and evaluation stage. So they would regard it as a talent-oriented company. Lastly, in the brand identification stage, the company internalized its corporate culture into workplace through the human resource practices. The research found that the key to retain talents was to “ match word to deed ”. Employees would link the employer brand personality with the image they own or expect, then developed their loyalty toward their company. Based on the findings from the case study, a conceptual framework is proposed which is comprised of three processes: building a “Brand Identity Factors Honeycomb Model” with a distinctive core value; understanding the brand awareness stage and the demand for work of your target audiences; and developing the human resource practices based on the different awareness stage of your target audiences. This framework might have the potential to be applied to other firms in the FMCG as well as other industries.