Recruitment and selection practices, person–brand fit and soft skills gaps in service organizations: the benefits of institutionalized informality

Scott A. Hurrell, Dora Scholarios

Research output: Chapter in Book/Report/Conference proceedingChapter

4 Citations (Scopus)

Abstract

Brand management is usually associated with how organizations present themselves to customers or develop product brands (Aaker and Joachimsthaler, 2002), but recent interest in employer branding draws attention to employees and potential recruits as important stakeholders (Gapp and Merrilees, 2006; Lievens et al., 2007; Van Hoye and Lievens, 2005). Identity-based brand management is suggested as essential if employees are to behave in ways that are consistent with a brand philosophy and remain committed to this brand (Burmann and Zeplin, 2005). Within the HRM literature, research has shown employers’ increasing emphasis on recruitment as a vehicle for building an employer brand (CIPD, 2007) and ‘brand image’ is regarded as part of a signaling process which informs potential employees of an organization’s attributes and reputation (Cable and Turban, 2006; Lievens and Highhouse, 2003). In this chapter, we focus on the hospitality industry, which is widely accepted to suffer from high levels of skills deficits and employee turnover, especially in the ‘soft skills’ that are essential for customer service. Within this sector, businesses often distinguish themselves through the creation of service brands. Contrasting two hotel establishments with distinct brand identities and different degrees of reported soft skills deficits
LanguageEnglish
Title of host publicationBranded Lives
Subtitle of host publicationThe Production and Consumption of Identity at Work
EditorsMatthew J. Brannan, Elizabeth Parsons, Vincenza Priola
Place of PublicationCheltenham
Pages108-127
Number of pages20
Publication statusPublished - 2011

Fingerprint

Service organization
Soft skills
Informality
Recruitment and selection
Employers
Employees
Brand management
Cable
Hospitality industry
Branding
Brand image
Service brand
Hotels
Customer service
Brand identity
Employee turnover
Stakeholders

Keywords

  • recruitment
  • work organisation
  • skills
  • service organisations

Cite this

Hurrell, S. A., & Scholarios, D. (2011). Recruitment and selection practices, person–brand fit and soft skills gaps in service organizations: the benefits of institutionalized informality. In M. J. Brannan, E. Parsons, & V. Priola (Eds.), Branded Lives: The Production and Consumption of Identity at Work (pp. 108-127). Cheltenham.
Hurrell, Scott A. ; Scholarios, Dora. / Recruitment and selection practices, person–brand fit and soft skills gaps in service organizations : the benefits of institutionalized informality. Branded Lives: The Production and Consumption of Identity at Work. editor / Matthew J. Brannan ; Elizabeth Parsons ; Vincenza Priola. Cheltenham, 2011. pp. 108-127
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Hurrell, SA & Scholarios, D 2011, Recruitment and selection practices, person–brand fit and soft skills gaps in service organizations: the benefits of institutionalized informality. in MJ Brannan, E Parsons & V Priola (eds), Branded Lives: The Production and Consumption of Identity at Work. Cheltenham, pp. 108-127.

Recruitment and selection practices, person–brand fit and soft skills gaps in service organizations : the benefits of institutionalized informality. / Hurrell, Scott A.; Scholarios, Dora.

Branded Lives: The Production and Consumption of Identity at Work. ed. / Matthew J. Brannan; Elizabeth Parsons; Vincenza Priola. Cheltenham, 2011. p. 108-127.

Research output: Chapter in Book/Report/Conference proceedingChapter

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Hurrell SA, Scholarios D. Recruitment and selection practices, person–brand fit and soft skills gaps in service organizations: the benefits of institutionalized informality. In Brannan MJ, Parsons E, Priola V, editors, Branded Lives: The Production and Consumption of Identity at Work. Cheltenham. 2011. p. 108-127