What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting

What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting

Sven Laumer (University of Bamberg, Germany) and Andreas Eckhardt (University of Frankfurt a. Main, Germany)
DOI: 10.4018/978-1-60566-304-3.ch016
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In 2007 Erickson and Gratton asked “What it means to work here” and discussed the need for a structured approach to establishing an employer image among potential employees. In July 2007, Lee also proposed an architecture for a next-generation holistic e-recruiting system. Based on these ideas and a design science approach we propose an extension of this framework by adding employer branding as an important new component and structured sub-process. Based on an extensive review of IS and HR literature, we show how employer branding should be integrated into the existing architecture to develop and implement an effective employer branding strategy. The results are a first step towards an architecture for a holistic e-HR management system.
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Problem Relevance

This section discusses the relevance of our research topic and presents the findings of our literature review. Due to a global talent shortage, for example for groups of engineers and IT workers, we identified corporate staff recruitment as an interesting research area. As shown by a current call for papers by the European Journal of Information Systems (EJIS) (Riemenschneider et al. 2008) and surveys such as Luftman’s issues for IT-executives (Luftman et al. 2006), the successful hiring of specific target groups as IT professionals is a major challenge in both theory and practice.

Key Terms in this Chapter

HR-Strategy (Hiring Strategy): HR-Strategy is the general strategy of the HR-department. It includes the hiring strategy, talent management strategy and retention strategy. The main objective is to engage employees positively and successfully to achieve the company’s corporate purpose and strategic goals. For HR-strategy being successful it is important that the HR-strategy is satisfying the business needs, the needs of customers and the needs of employees. An effective HR Strategy is an integral part of corporate strategy and is deduced from the general business strategy of a company.

Candidate Attraction: Candidate attraction is part of the sourcing step of the recruiting process. In contrast to employer branding candidate attraction has a short-term focus on candidates. While the candidate attraction phase the HR-department is publishing job ads or is directly searching for appropriate candidates. Job ads can be published “offline” and “online”. Classical offline channels are newspapers or magazines and typical online channels are the company’s website or job portal such as monster. Companies can search directly in CV-databases of job portals or online communities (xing, linkedIn) to approach appropriate candidates. The main objective of candidate attraction is to generate applications.

Employer Branding: Employer Branding is a strategic instrument where marketing concepts particularly branding are applied to represent a company as an attractive employer and positions the company on the labor market. The result of employer branding campaigns is the employer brand. That means specific designed perception of the employer by job seekers. The main objective of employer branding are an effective and efficient recruitment and an enduring increase quality of applicants. Employer branding is not only design for external candidates it can be also used to address actual employees to link them with the company (retention). Employer branding has a long-term focus on candidates.

E-Recruiting: E-Recruiting (Electronic Recruiting) means to support the recruitment by the use of electronic media and HR-systems. An effective e-Recruiting system supports employers as well as job seekers. E-Recruiting and its supporting systems represent ideally the entire recruiting workflow. This includes the candidate attraction and all the communications between companies and candidates until the completion of the application. E-Recruiting systems are for example a company’s HR-website, an internet job board such as monster and a company’s system to manage applications.

IT-Architecture: The term “IT-Architectur” summarizes all static and dynamic aspects of IT (information technology) in organizations. These aspects include the infrastructure like hardware, software and data as well as the management of IT (configuration and capacity planning, load balancing, data backup, availability, reliability, disaster-planning, etc.). Furthermore functional aspects such as the necessary interfaces that provide a frictionless IT support of the business processes of organizations are part of the “IT architecture”.

War for Talent: The “War for Talent” was introduced by Elizabeth G. Chambers, Mark Foulon, Helen Handfield-Jones, Steven M. Hankin and Edward G. Michaels III in “The McKinsey Quarterly” (Vol. 1) 1998 discussing an expected talent shortage on the labor market. They pointed out that talent matters and that companies who are successful on the market are those who are the best with locating, assessing, recruiting, and keeping the most talented people. More and more companies start to “fight” for the most talented people and become competitors on the labor market as well.

Complete Chapter List

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Editorial Advisory Board
Table of Contents
Tanya Bondarouk, Huub Ruel, Karine Guiderdoni-Jourdain, Ewan Oiry
Tanya Bondarouk, Huub Ruel, Karine Guiderdoni-Jourdain, Ewan Oiry
Chapter 1
Steve Foster
Several organisations have adopted e-HRM technology as a platform for achieving transformational change, improving HR operational processes... Sample PDF
Making Sense of e-HRM: Transformation, Technology and Power Relations
Chapter 2
Cataldo Dino Ruta
Intellectual capital is today considered a key issue in analyzing the critical determinants of company performance. Companies design more and more... Sample PDF
HR Portal: A Tool for Contingent and Individualized HRM
Chapter 3
Barbara Imperatori, Marco De Marco
The evolution of the managerial discourse is the result of fashion lifecycles that sometimes have no rational or technical foundations and find no... Sample PDF
E-Work and Labor Processes Transformation
Chapter 4
Gerwin Koopman, Ronald Batenburg
This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS... Sample PDF
Early User Involvement and Participation in Employee Self-Service Application Deployment: Theory and Evidence from Four Dutch Governmental Cases
Chapter 5
Karine Guiderdoni-Jourdain, Ewan Oiry
In organizations, researchers as well as professionals have generally observed insufficient use of computer technologies when compared to their... Sample PDF
Does User Centered Design, Coherent with Global Corporate Strategy, Encourage Development of Human Resource Intranet Use?
Chapter 6
Nawaf Al-Ibraheem, Huub Ruël
Companies new to the e-HRM technologies are overwhelmed by the dilemma of choosing either the ready-made, off-the-shelf e-HRM systems, or develop... Sample PDF
In-House vs. Off-the-Shelf e-HRM Applications
Chapter 7
Pieternel Kuiper, Betsy van Dijk
Adaptation of electronic forms (e-forms) seems to be a step forward to reduce the burden for people who fill in forms. Municipalities more and more... Sample PDF
Adaptive Municipal Electronic Forms
Chapter 8
Hazel Williams, Carole Tansley, Carley Foster
Global, enterprise-wide, information systems (GEIS) projects are often delayed with budget over-runs often due to a lack of understanding of the key... Sample PDF
HRIS Project Teams Skills and Knowledge: A Human Capital Analysis
Chapter 9
Adam Smale, Jukka-Pekka Heikkilä
The design and implementation of a globally integrated e-HRM system within a multinational corporation (MNC) requires different parties to reach... Sample PDF
IT-Based Integration of HRM in a Foreign MNC Subsidiary: A Micro-Political Perspective
Chapter 10
Huub Ruël
Research on Human Resource Information Systems (HRIS) implementation lacks theoretical depth and richness. For that reason this paper applies a... Sample PDF
Studying Human Resource Information Systems Implementation using Adaptive Structuration Theory: The Case of an HRIS Implementation at Dow Chemical Company
Chapter 11
Jonas F. Puck, Dirk Holtbrügge, Alexander T. Mohr
This chapter empirically analyses the influence of the cultural context on the comprehensiveness to which companies in different countries make use... Sample PDF
Applicant Information and Selection Strategies in Corporate Web Site Recruiting: The Role of National Culture
Chapter 12
Emma Parry, Shaun Tyson
HR practitioners are often expected to be both efficient administrators of the employment relationship and to act as a strategic partner to the... Sample PDF
What is the Potential of E-Recruitment to Transform the Recruitment Process and the Role of the Resourcing Team?
Chapter 13
Pramilla Rao
This chapter will address the role of national culture on e-recruitment practices in India and Mexico. The GLOBE (Global Leadership and... Sample PDF
The Role of National Culture on E-Recruitment in India and Mexico
Chapter 14
Marielba Zacarias, Rodrigo Magalhães, José Tribolet
This chapter will address the role of national culture on e-recruitment practices in India and Mexico. The GLOBE (Global Leadership and... Sample PDF
Modeling Human Resources in the Emergent Organization
Chapter 15
Elfi Furtmueller, Celeste Wilderom, Rolf van Dick
In order to maintain their customer base, many e-recruiting firms are in need of developing innovations. The Lead User (LU) Method has been heralded... Sample PDF
Utilizing the Lead User Method for Promoting Innovation in E-Recruiting
Chapter 16
Sven Laumer, Andreas Eckhardt
In 2007 Erickson and Gratton asked “What it means to work here” and discussed the need for a structured approach to establishing an employer image... Sample PDF
What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting
Chapter 17
Karine Guiderdoni-Jourdain
The subject of our communication will be a better understanding of how the regulation between the on line HR designers and HR experts is built, and... Sample PDF
The Enrichment of the HR Intranet Linked to the Regulation's Process Between HR Actors
Chapter 18
Tanya Bondarouk, Vincent ter Horst, Sander Engbers
This research focuses on acceptance of Human Resource Information Systems (HRIS) in medium sized organizations. We look at general SME’s in The... Sample PDF
Exploring Perceptions about the Use of e-HRM Tools in Medium Sized Organizations
Chapter 19
Loubna Tahssain, Mouna Zgheib
The changing business environment and increasing technology is redefining the role of the human resources function. Nowadays, corporations have to... Sample PDF
Perceived Performance of the Human Resource Information Systems (HRIS) and Perceived Performance of the Management of Human Resources (HRM)
Chapter 20
Leon Welicki, Javier Piqueres Juan, Fernando Llorente Martin, Victor de Vega Hernandez
Employee life-cycle processes management (hiring new employees, changing their conditions, and dismissing them) is a critical task that has a big... Sample PDF
Employee Life-Cycle Process Management Improvement with Web-Enabled Workflow Systems
Chapter 21
Manel Guechtouli, Widad Guechtouli
Information Technologies (IT) seem to be affecting individuals and organizations’ communication and behaviors since many years now. This chapter is... Sample PDF
Information Technologies' Impact on Individual Learning Process: The Case of a Community of Practice
Chapter 22
Valéry Michaux
In a second step, this research shows that ICT poses threats but also offers opportunities for unions and trade unionism. The tensions between... Sample PDF
What are the Main Impacts of Internet and Information and Communication Technology on Unions and Trade Unionism? An Exploratory Research in Europe and North America
Chapter 23
Isabelle Parot
In this communication, the author attempts to answer the question of coordination in virtual teams (or remote teams). Virtual teams can result from... Sample PDF
Coordination of Virtual Teams: From Trust to Control
Chapter 24
Jeroen ter Heerdt, Tanya Bondarouk
In this chapter the authors present a revision of the information overload concept elaborated by Eppler and Mengis (2004). The main elements of our... Sample PDF
Information Overload in the New World of Work: Qualitative Study into the Reasons
Chapter 25
Mitchell van Balen, Tanya Bondarouk
In this chapter the authors consider articles in professional literature regarding Human Resource Centers, with the goal to explore issues raised by... Sample PDF
HR Shared Service Centers: From Brand Management Towards Success
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