A Study On Employer Brand For M Company In China

In modern industries, the competence between companies changes mainly to humanresource from capital, resources, and technologies. In order to always win the competence,the organization has to build up dynamical core competitiveness system in such situations.As the primary part of enterprise management, HR management is impacted as well duringthe globalization. Even with huge challenges, HR management becomes a source ofkeeping sustainable development and long term competence advantage to the organization.In1990’s, a new concept of Employee Brand was introduced to HR management. It is abrand new concept, which is mainly related to the HR management system. It could beapplied to maintain the relationship between employee and employers or potentialemployers. And it is a new management system to push the organization to make it morescientific and systematic to attract talents, keep talents and manage talents. Those leadcompanies always have a good practice of employee brand.The purpose of employee brand with a subject of employee and supporter of coreemployer is to build a good impression, awareness and reputation of the employees in theHR market. Employee brand integrate the employer’s feelings and experience to theenterprise vision and value, in which case, the company will be benefited both inside andoutside. Therefore, to setup an employee brand is to sell a relationship, a relationship ofemployee how to provide a better work conditions, salary system, study and careerdevelopment of employers aiming at finding the talents for the enterprise’s development.Company M is a consultant company with about60histories. In1990s along with theglobalization, M set up more than4000branches in about100countries in the world. In themiddle of90s, M came into China main land, and till now, it extends its business to dozensof cities. As a result of business growing, and amount of employers increasing, problemcomes. How to manage and maintain the employers and how to find and keep the coreemployers become the big and important topic to HR management. Consequently, to builda localized and efficient employee brand in China comes into the mind of M China HRmanagement.Author here tries to take company M as a sample with the theory of Employee Brandto design an employee brand module and evaluation method for M. With theory analysis and real life practices of employee brand, author tries to investigate and find and goodtheory and method for M. Then, the thesis has two part, theory and practice of company Min China. Author studied the theory of employee brand in the world and tried to come up anevaluation system with multiple indicators. In the other part, author focuses on the practiceof company M. First, author analysis the situation of M in China covering its businessdevelopment, challenges in HR marketing, and then points out the importance of employeebrand for M, and finally draws out a long term and short term plan for its employee brandbuild.Referral to STP theory and4P sales theory, author designed a series of questionnairesto locate the issues and problem of M, and with brand orientation method, come out thepoints of recent employee brand build and push to activity. The final is the conclusion,hope of the achievements, limitations and the suggestions to later study.M China’s employee brand blueprint will guide M to setup its employee brand inChina, to improve the industry reputation and competence, and generate a specialadvantage in the market, and finally satisfy the needs of HR strategy in China market.