ФОРМУВАННЯ HR-БРЕНДУ НА ЗАСАДАХ ПРИНЦИПІВ КОРПОРАТИВНОЇ СОЦІАЛЬНОЇ ВІДПОВІДАЛЬНОСТІ
Л. В. Козин

DOI: 10.32702/2307-2105-2019.7.42

УДК: 331.101.3:331.108.2

Л. В. Козин

ФОРМУВАННЯ HR-БРЕНДУ НА ЗАСАДАХ ПРИНЦИПІВ КОРПОРАТИВНОЇ СОЦІАЛЬНОЇ ВІДПОВІДАЛЬНОСТІ

Анотація

Сучасним трендом світового ринку праці стає зростання конкуренції працедавців за залучення та утримання грамотних, компетентних, ініціативних працівників. В таких умовах формування бренду роботодавця (HR-бренду) може розглядатися як основа довгострокової стратегії управління людськими ресурсами. Метою даної статті є визначення особливостей формування HR-бренду на основі принципів корпоративної соціальної відповідальності. Не дивлячись на те, що ще кілька десятиліть тому поняття соціальної відповідальності бізнесу перед суспільством обмежувалося корпоративною філантропією, сьогодні КСВ стає невід’ємною складовою будь-якої компанії, що бачить своє майбутнє у довгостроковій перспективі - і це стосується не лише маркетингу її товарів і послуг, але й управління людськими ресурсами. У статті запропоновано ряд кроків, які дозволяють полегшити інтегрування принципів КСВ до стратегії формування конкурентоспроможного HR-бренду.

Ключові слова: людські ресурси; управління людськими ресурсами; брендинг працедавців; корпоративна соціальна відповідальність; конкурентна перевага.

Література

1. Ambler T., Barrow S. The Employer Brand. Journal of Brand Management. 1996. Nr. 4. Рр. 185- 206.
2. Sullivan S.E. The changing nature of careers: a review and research agenda. Journal of Management. 1999. Vol. 25. Рp. 457-475. URL: https://www.researchgate.net/publication/254121234_The_Changing_Nature_of_Careers_A_Review_and_Research_Agenda
3. Backhaus K., Tikoo S. Conceptualizing and researching employer branding. Career Development International. 2004. Vol. 9, No. 5. Pp. 501-517.
4. Towers Watson: Employee Engagement to the Power of Three. URL: https://www.willistowerswatson.com/-/media/WTW/Insights/2016/02/willis-towers-watson-the-power-of-three.pdf
5. Edwards M.R. An integrative review of employer branding and OB theory. Personnel Review. 2010. No. 39(1-2). Pp. 5-23.
6. Aggerholm H., Andersen S. E., Thomsen C. Conceptualizing employer branding in sustainable organizations. Corporate Communications: An International Journal. 2011. No. 16(2). Pp. 105–123.
7. ISO and social responsibility. URL: https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/socialresponsibility.pdf
8. Ethos, Instituto de Empresas e Responsabilidade Social. Indicadores Ethos de responsabilidade social – Versão 2007. URL: http://www.ethos.org.br/_Uniethos/documents/Indicadores_2007_PORTUGUES.pdf
9. Talent report: what workers want in 2012. URL: https://netimpact.org/docs/publications-docs/NetImpact_WhatWorkersWant2012.pdf
10. Millennials want to work for employers committed to values and ethics. URL: https://www.theguardian.com/sustainable-business/2015/may/05/millennials-employment-employers-values-ethics-jobs
11. Mees A., Bonham J. Corporate Social Responsibility Belongs with HR. Canadian HR Reporter. 2004. No. 5. Pp. 11-13.
12. Strandberg C. The role of human resource management in corporate social responsibility. URL: https://www.ic.gc.ca/eic/site/csr-rse.nsf/vwapj/CSR_and_HR_Management1.pdf/$file/CSR_and_HR_Management1.pdf
13. Lockwood N. Corporate Social Responsibility: HR's Leadership Role. URL: http://www.mandrake.ca/bill/images/newsletter/documents/HR%27s%20Leadership%20Role.pdf
14. World Business Council for Sustainable Development. Human resources and sustainable development. URL: https://docs.wbcsd.org/2005/11/Driving_Success_HumanResources_SD.pdf

L. Kozyn

FORMATION OF HR-BRAND ON THE PRINCIPLES OF CORPORATE SOCIAL RESPONSIBILITY

Summary

The current trend of the world labor market is the growing competition of employers for attracting and retaining competent, competent, proactive workers. In such circumstances, the formation of an employer's brand can be considered as the basis of a long-term strategy for human resources management. The purpose of this article is to study the ways of implementing the CSR principles during the formation of a successful HR-brand, which, in turn, is one of the basic resources for the development of sustainable competitive advantages of organizations. Methods used in the study process relate to general scientific. In particular, comparisons, logical and scientific analysis, grouping and generalization were used. Results and conclusions. Despite the fact that a few decades ago, the concept of social responsibility was limited to corporate philanthropy, now it is an integral part of any corporative policy that sees its future in the long term perspective - and this applies not only to the marketing but also to human resources management. Corporate social responsibility is defined as a way of doing business, which is characterized by the ethics and transparency of the company's relations with all stakeholders. Since employees are fairly defined as a key stakeholder group of any organization, the company's social responsibility programs must first and foremost take their interests into account and make them a basis for making managerial decisions. At the same time, under the condition of developing effective and effective CSR programs, employees will feel their own significance, the ability to at least partially assume responsibility for the quality of future generations’ life. This, according to the author's deep conviction, will increase the attractiveness of the employer's brand both inside and outside the company. On the other hand, as the human resources management system has a direct impact on the functioning of all key systems and business processes of the company, it has the potential to become the driving force behind the practical implementation of socially responsible standards of operation. The article suggests a few steps to facilitate the integration of CSR into strategy of competitive HR-brand cultivating.

Keywords: Human Resources; Human Resource Management; HR-Branding; Corporate Social Responsibility; Competitive Advantage.

References

1. Ambler, T., Barrow, S. (1996) “The Employer Brand”, Journal of Brand Management, no. 4, рр. 185- 206.
2. Sullivan, S.E. (1999), “The changing nature of careers: a review and research agenda”, Journal of Management, vol. 25, pp. 457-475, available at: https://www.researchgate.net/publication/254121234_The_Changing_Nature_of_Careers_A_Review_and_Research_Agenda (Accessed 2 Apr 2019).
3. Backhaus, K. and Tikoo, S. (2004), “Conceptualizing and researching employer branding”, Career Development International , vol. 9, no. 5, pp. 501-517.
4. Towers Watson: Employee Engagement to the Power of Three, available at: http://www.towerswatson.com/DownloadMedia.aspx?media={4739D5C7-6B11-4009-90F8-8D6F70646240} (Accessed 15 Apr 2019).
5. Edwards, M.R. (2010). “An integrative review of employer branding and OB theory”. Personnel Review, no. 39(1-2), pp. 5-23.
6. Aggerholm, H., Andersen, S. E., & Thomsen, C. (2011). “Conceptualizing employer branding in sustainable organizations”. Corporate Communications: An International Journal, no. 16(2), pp. 105–123.
7. ISO and social responsibility, available at: https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/socialresponsibility.pdf (Accessed 29 Apr 2019).
8. Ethos, Instituto de Empresas e Responsabilidade Social. (2007). Indicadores Ethos de responsabilidade social – Versão 2007, available at: http://www.ethos.org.br/_Uniethos/documents/Indicadores_2007_PORTUGUES.pdf (Accessed 10 Apr 2019).
9. Talent report: what workers want in 2012, available at: https://netimpact.org/docs/publications-docs/NetImpact_WhatWorkersWant2012.pdf (Accessed 10 Apr 2019).
10. Millennials want to work for employers committed to values and ethics, available at: https://www.theguardian.com/sustainable-business/2015/may/05/millennials-employment-employers-values-ethics-jobs (Accessed 10 Apr 2019).
11. Mees, A. and Bonham, J. (2004) “Corporate Social Responsibility Belongs with HR”. Canadian HR Reporter, no. 5, pp. 11-13.
12. Strandberg, C. (2009) The role of human resource management in corporate social responsibility, available at: https://www.ic.gc.ca/eic/site/csr-rse.nsf/vwapj/CSR_and_HR_Management1.pdf/$file/CSR_and_HR_Management1.pdf (Accessed 11 Apr 2019).
13. Lockwood, N. (2004) Corporate Social Responsibility: HR's Leadership Role, available at: http://www.mandrake.ca/bill/images/newsletter/documents/HR%27s%20Leadership%20Role.pdf (Accessed 11 Apr 2019).
14. World Business Council for Sustainable Development. Human resources and sustainable development, available at: https://docs.wbcsd.org/2005/11/Driving_Success_HumanResources_SD.pdf (Accessed 14 Apr 2019).

№ 7 2019

Дата публікації: 2019-07-30

Кількість переглядів: 8635