個案總覽

The importance of the candidate experience has only recently gained attention as the war for talent ensues. Despite its importance, there is a paucity of research examining the exchange relationship between the job candidate and the organization during the recruitment process. This article presents a model-illustrating the connections and exchanges made among an organization, the job candidate, and the organization's recruitment process-that forms the candidate experience and, in turn, affects the employers' brand either positively or negatively. Based on this framework, guidelines are presented to assist organizations in ensuring a positive candidate experience that will result in the strengthening of the employer brand and improving recruitment and business outcomes. Some of these business outcomes include strengthening relationships with customers and investors, referring friends to the company, and participating in future searches conducted by the organization.

Organizational capital is an intangible asset that is a continuous creator of value through generating above-normal revenue growth, innovation, operational excellence, and stakeholder relationships. The elusive nature of organizational capital stems from competing perspectives on how it can be defined and managed. This article presents a comprehensive model for understanding the critical process, components, and necessary linkages that result in increased enterprise value through the creation of organizational capital. Attention is given to the factors that influence organizational capital (fit among leadership, strategy, and organization design), its influence on human capital, and, ultimately, the impact on operational excellence, stakeholder capital, and the essential levels of innovation that drive capital efficient growth. Guidance is provided for the CEO, CFO, and CHRO wishing to harness the power of organizational capital and increase both current and future value of the firm.

The venues by which employees can voice satisfaction, dissatisfaction, and their experiences with the organization have traditionally been limited to internal communication systems that are orchestrated and sanctioned by the organization. However, social media such as Facebook, Twitter, and LinkedIn, as well as blogs and instant messaging, now enable employees to deliver messages to hundreds or even thousands of people with a few keystrokes. . .messages that may or may not be desirable to or sanctioned by the organization. Under these circumstances, employee voice can be an untapped resource for enhancing the organization's public image or a bomb waiting to explode with devastating impact on the firm's reputation. Effective management of employee voice begins with understanding its purposes: contribution to management decision making, demonstration of partnership, articulation of individual dissatisfaction, and expression of collective bargaining. These expressions of voice can be guided and managed to a strategic advantage when organizations provide a proper organizational context along with the appropriate mechanisms for employees.

As the field of employee branding has begun to unfold, more and more executives have become interested in how this process can help them achieve a competitive advantage for their organizations. Explains how employee branding works and how it can be utilized to position the organization in the minds of customers, employees, and other stakeholders. Presents a contextual analysis of its use as a source of sustainable competitive advantage at Southwest Airlines. Also, identifies key success factors.