Examining how preferences for employer branding attributes differ from entry to exit and how they relate to commitment, satisfaction, and retention

Purpose – The aim of this paper is to address three broad questions: Are preferences for branding attributes similar for entry and for retention? Are there generational and career stage differences in one's entry and exit priorities? How is current satisfaction with brand image attributes related to overall commitment, satisfaction and retention? Design/methodology/approach – This paper reports on the results of a survey of 144 workers employed at 37 day care centers in a medium sized Canadian city. Findings – Although the level of respondents' priorities for entry and exit differed, most priorities remained in the same order. However, their perspectives were more disaggregated for entry than for exit, where branding attributes were more strongly correlated. Consistent with the exploration stage of career development, younger people planned to stay a shorter length of time with a particular center. Research limitations/implications – This study includes only child care workers in a small geographic region. Future research should be undertaken in larger scale firms that also offer greater heterogeneity in professions as well as career options. Also, a longitudinal study that follows new entrants for several years, using both instrumental and symbolic measures, would provide information on what attracted individuals and what influenced their intention to leave. Practical implications – Although there were few differences by age or career stage, the variation within each factor suggests that a brand image may need to be relatively broad to accommodate diversity. HR practitioners can use the practice symbolic pattern to build and maintain a culture that is attractive to present and prospective employees. The opposite symbolic practice pattern may help current employees understand reasons for new practices. Originality/value – Organizations face significant challenges in designing programs for recruitment and retention. This study considers how employees' to two questions – “why do people enter the organization” and “why do people remain?” – may differ.