Building Trust from the Inside Out: The Interplay of Employer Branding and Corporate Reputation

Abstract

Corporate reputation is a collective, multistakeholder evaluation of an organization's ability to meet the value expectations of its publics. This concept, rooted in perceptions and experiences, is intrinsically linked to corporate culture and behavior, both of which are intangible assets that originate within the organization and extend outward. The importance of employer branding strategies lies in their role as the foundational elements upon which external reputation is built. This study examines the methodologies, dimensions, indicators, variables, and participant profiles used by the main monitors and rankings of employer branding reputation. A qualitative approach is employed, utilizing content analysis through elemental coding with a documentary design and descriptive-explanatory scope. The research focuses on analyzing the methodologies, dimensions, indicators, variables, and participant profiles used by the primary employer branding reputation monitors and rankings. The study adopts a qualitative approach, employing content analysis through elemental coding. The sample includes four prominent employer branding monitors: Merco Talento, Great Place to Work, and Inc.’s Best Workplaces. The selection of these monitors was based on their recognition and influence in the field of employer branding. Data collection involved a rapid survey of communication directors, senior consultants, and academics to identify the most relevant monitors. The analysis aimed to uncover the dimensions, indicators, and variables evaluated by these monitors and to compare their methodologies and transparency levels. The analysis and subsequent coding revealed a total of eight dimensions, organizing 16 indicators and 95 variables evaluated by these monitors and rankings. The dimensions identified include quality of work life, employer brand perception, internal reputation, commitment and trust, communication and clarity, organizational climate, workforce composition, and rotation and stability. Each dimension encompasses various indicators and variables that reflect different aspects of employer branding and corporate reputation. For instance, the quality of work life dimension includes indicators such as salary and benefits, professional development, and employee well-being. The employer brand perception dimension covers aspects like external perception, environmental impact, and talent attraction. Despite some level of agreement among the monitors regarding the dimensions and indicators, significant divergence exists in their methodologies and the participants involved in the evaluation process. Merco Talento, for example, employs a multistakeholder approach, gathering data from various internal and external stakeholders, including employees, HR directors, and external experts. In contrast, Great Place to Work and Inc.’s Best Workplaces primarily rely on employee surveys, focusing on internal perceptions. This methodological divergence highlights the varying degrees of comprehensiveness and stakeholder inclusion among the monitors. The findings underscore the complexity and multifaceted nature of employer branding and corporate reputation. The identified dimensions and indicators provide a comprehensive framework for understanding how organizations are evaluated in terms of their employer branding efforts. However, the methodological differences among the monitors raise questions about the comparability and reliability of their rankings. The lack of transparency in some monitors' methodologies further complicates this issue, as it limits the ability to critically assess and compare their evaluations. The study also highlights the importance of transparency and methodological rigor in the evaluation of employer branding. Monitors like Merco Talento, which provide detailed methodological information and involve multiple stakeholders, offer a more holistic and credible assessment of employer branding. In contrast, monitors that rely solely on employee surveys may provide a narrower perspective, potentially overlooking important external stakeholder views. In summary, this study provides valuable insights into the evaluation of employer branding and corporate reputation, highlighting the need for comprehensive, transparent, and multistakeholder approaches. By addressing these issues, organizations can better understand and improve their employer branding efforts, ultimately enhancing their overall corporate reputation.