Talent Management

In recent times, employers have continuously introduced positive initiatives to create employment opportunities for young workers. These encompass a wide range of options, including but not limited to internships, apprenticeships, graduate programs, contractor roles, and volunteer expatriation missions to support global business expansion. While these efforts reflect a commitment to fostering diversity and inclusion within their workplaces, some employers have also started falling short in providing stable employment to their young workforce, relying too heavily on insecure contingent work arrangements after their initial purpose has been fulfilled. This analysis will explore the advantages and disadvantages of offering this type of employment and discuss strategies to mitigate the risk of developing an unfavorable employer reputation in the eyes of younger generations of workers.

Employer brand represents an organization’s reputation as a place to work. It’s based on an Employee Value Proposition (EVP), which is the sum of offerings the organization can provide in return for the skills of the talent it employs. Once an organization’s employer brand is established, traditional branding and marketing activities then follow to ensure the brand is known and perceived as attractive among employees and potential candidates.

In general, formal employer branding remains a fairly new field, starting to only pick up momentum in the early 2000s. Two decades later, however, one noticeable and concerning observation is the unequal distribution of employer brand prioritization and investment around the world.