Examining Employer Branding and Human Resources Challenges in a Conversation with Seyed Hamed Hosseininejad, Human Capital Development Manager at ‘Datin
According to IDEA, employer branding” is the first phrase that comes to mind when people hear the name of an organization. According to Seyed Hamed Hosseininejad, the Human Capital Development Manager at ‘Datin’, the factors that shape an organization’s employer brand are a series of events that take place within a company.
Referring to the notion that employer branding is not something a company would like to present itself as, he states, “The organizational culture, the way people work together within the company, the relationships they have, and the path they take within the organization are among the factors that collectively form the employer brand.”
Hamed Hosseininejad points out that today, unlike 20 years ago, companies cannot present a different image from what is happening within them and if there is any inconsistency, it will quickly become evident.
He further emphasizes that individuals today are more comfortable, and transparent, and speak more openly about their work-related issues without unnecessary sensitivities. Today, companies operate in a glass structure. Furthermore, apart from the media and communication space, some organizations have also moved towards publicly disclosing their information, leading to increased transparency in the state of companies compared to the past.
Remote work: A new but impactful phenomenon
Hosseininejad highlights that the issue of skilled human resource shortages is a serious concern for companies. He continues, “Migration plays a significant role in this matter. Naturally, the likelihood of individuals with higher levels of experience and expertise leaving is higher in migration cases. Moreover, in the field of information technology, in addition to migration, we have issues like working remotely with foreign companies, which has become a new and important actor in this area. Overall, all these factors make finding and hiring qualified individuals for companies more difficult. However, companies need to accept the existing realities. One solution that companies can pursue to address this challenge is to train and develop eager and capable individuals themselves. Companies need to focus on providing training in the skills they require and through this, cultivate the necessary colleagues.”
Creating and strengthening an employer brand is a joint project among various departments within an organization. Hosseininejad, while presenting this concept, explains that the employer branding project has several components. One of these components is identifying the values that exist within an organization and that the organization wants to be recognized by. This is an area where the Human Resources department plays a role. Once these values are identified, the next step is to explain and integrate them within the organization, which is where the role of Public Relations becomes significant. However, it should be noted that, in general, all elements of the organization, from founders and owners to department managers, play a role in shaping the employer brand and can portray the company’s overall policy and culture through its activities.
The Role of Managers in Building Employer Branding
He continues, ‘The mentioned factors are the operational responsibilities of various departments within the organization, but overall, all individuals within a collective, especially the managers, play a role in building the employer branding., Each and every manager within an organization can be considered as ambassador of the organization’s employer branding. These individuals impact the employer brand through their performance and behavior within and outside the organization. Therefore, they must see themselves as representatives of the organization and understand that the higher their managerial level within the organization, the greater their responsibility in this regard.’
Hamed Hosseininejad discusses common mistakes in the human resources field, saying, ‘One common mistake is attempting to present an unrealistic image of the organization, and another mistake is neglecting the organizational culture when recruiting individuals. There are individuals who, despite having high expertise and abilities, harm the company because they are not aligned with the organizational culture. Another issue is not paying sufficient attention to the development of managerial skills of managers, which can have expensive consequences for the organization in the short, medium, and long term.’
Income is not the sole factor in migration
In response to the question of whether offering payments in dollars could be considered a solution to reduce migration, the Human Capital Development Manager at Datin responds, ‘A company needs to have dollar income to offer payments in dollars, and there aren’t many companies with such capability. On the other hand, we must accept the reality that income is not the sole factor for individuals’ decision to migrate; other factors are involved in this decision that are beyond companies’ control. Many individuals we see migrating had good and acceptable income and living conditions. Therefore, offering payments in dollars, apart from not being widely feasible, will not have a significant impact on reducing migration rates.
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