The Multiple Identities of an Employer

Table of Contents

1. EMPLOYER BRANDING

1.1 Definition

1.2 Employer brand vs. Product brand

1.3 Claimed benefits

1.4 Critiques

1.5 Summary

2. THE ORGANIZATION’S IDENTITY

2.1 The concept of collective identity

2.2 Organizational identity vs. Corporate identity

2.3 The five facets of collective identities

2.4 Strengths and weaknesses of the five facet model

2.5 Employer branding as a particular case of the five facet model

2.6 The five facet model as a dynamic system

2.7 Summary

3. THE FIVE FACET MODEL IN THE LIGHT OF CONTROL THEORY

3.1 Introduction to control theory

3.2 The organization’s identities as a control system

3.3 Manifested identity as a source of error

3.4 A Unified Framework for Identity Gap Analysis

3.5 Implications for employer branding

3.6 Summary

4. DHL’S MANIFESTED IDENTITY

4.1 Introduction

4.2 Key facts about DHL

4.3 The evolution of DHL’s manifested identity

4.4 DHL Today

4.5 Summary

5. DHL’S PROJECTED IDENTITY

5.1 DHL’s new brand

5.1.1 Brand architecture

5.1.2 Personal commitment

5.1.3 Proactive solutions

5.1.4 Local strength worldwide

5.2 Number one

5.3 Growth

5.4 Others

5.5 Implications for DHL’s projected identity as an employer

5.6 Summary

6. DHL’S ATTRIBUTED IDENTITY

6.1 The new brand in the eyes of students

6.2 Attractiveness of DHL as a potential employer

6.3 Attributes and Benefits of DHL as an employer

6.4 Touch-points

6.5 Summary

7. DHL IDENTITY GAP ANALYSIS

7.1 DHL: Projected vs. Attributed Identity

7.1.1 Positively projected benefits which are positively attributed

7.1.2 Positively projected benefits which are both positively and negatively attributed

7.1.3 Positively projected benefits which are negatively attributed

7.1.4 Non-projected benefits which are nonetheless attributed

7.2 Summary

8. RECOMMENDATIONS

Research Objectives and Thematic Focus

This thesis investigates the challenge of analyzing an organization's ability to attract employees. By integrating Employer Branding, the Multiple Facets of Collective Identities, and Control Theory, it develops a Unified Framework for Identity Gap Analysis (UFIGA). The primary research aim is to diagnose deficiencies in an employer's value proposition by identifying and minimizing gaps between projected and perceived identities, using DHL as a case study.

• Theoretical integration of HR, marketing, and systems engineering for employer branding.
• Development of the Unified Framework for Identity Gap Analysis (UFIGA).
• Examination of the five facets of organizational identity in a dynamic systems context.
• Empirical analysis of DHL’s manifested, projected, and attributed identities.
• Strategic recommendations to enhance DHL’s employer attractiveness among students.

Excerpt from the Book

Summary of Chapters

1. EMPLOYER BRANDING: This chapter introduces employer branding as a strategy for attracting and retaining talent by creating a differentiated employer value proposition.

2. THE ORGANIZATION’S IDENTITY: This chapter discusses collective identity frameworks and introduces the five-facet model as a method to reconcile various identity definitions.

3. THE FIVE FACET MODEL IN THE LIGHT OF CONTROL THEORY: This chapter explores control theory as a mechanism to understand how organizational identities interact and creates the Unified Framework for Identity Gap Analysis.

4. DHL’S MANIFESTED IDENTITY: This chapter profiles the objective, historical, and structural elements of DHL, establishing the context for its identity analysis.

5. DHL’S PROJECTED IDENTITY: This chapter examines the messages DHL sends to potential employees through its brand architecture, personal commitment, and global reach initiatives.

6. DHL’S ATTRIBUTED IDENTITY: This chapter presents empirical survey results regarding how students perceive DHL’s brand and its attractiveness as an employer.

7. DHL IDENTITY GAP ANALYSIS: This chapter analyzes the mismatches between DHL’s projected and attributed identities by applying the UFIGA framework.

8. RECOMMENDATIONS: This chapter provides actionable measures for DHL to minimize identity gaps and improve its perception among potential candidates.

Keywords

Employer Branding, Collective Identity, Control Theory, UFIGA, DHL, Organizational Identity, Employer Value Proposition, Identity Gap, Employee Attraction, Student Survey, Manifested Identity, Projected Identity, Attributed Identity, Corporate Strategy, Human Resources Management.

Frequently Asked Questions

What is the core focus of this thesis?

The thesis focuses on analyzing an organization's ability to attract the right employees by diagnosing and bridging gaps between the company's projected image and the actual perception held by potential candidates.

Which theoretical fields are combined in the work?

The work combines concepts from Employer Branding, the Multiple Facets of Collective Identities, and Control Theory (engineering/math) to create a unified framework for analysis.

What is the primary objective of the UFIGA framework?

The Unified Framework for Identity Gap Analysis (UFIGA) aims to help managers identify and reduce discrepancies between an organization's desired identity and its attributed identity in the eyes of stakeholders.

What method was used for the empirical research?

The research employed an online survey conducted with 275 students from various international regions to gather data on their career preferences and their perception of DHL.

What does the main body of the work cover?

The body of the work moves from theoretical foundations to the specific case study of DHL, analyzing its identity across three specific facets: manifested, projected, and attributed.

Which keywords characterize this analysis?

The key themes include Employer Branding, Collective Identity, Control Theory, Identity Gap Analysis, and organizational attractiveness.

Why is DHL's identity as an employer considered problematic?

The study suggests that while DHL has a strong consumer brand, its identity as an employer is often overshadowed or misunderstood, leading to specific gaps in attractiveness for highly skilled potential employees.

What role does the 'manifested identity' play in the model?

In the model, the manifested identity acts as a source of "noise" or "systematic error," representing objective routines and structures that are often outside direct managerial control, which can create gaps between projection and perception.