External Digital Communication of Employer Branding Inclusivity : A Multiple Case Study:CGI Inc., Nexer Group & Toxic Interactive Solutions

Abstract: Background: To win the “war for talent” and recruit highly skilled candidates, employers need to distinguish themselves from their competitors by securing employer-of-choice (EOC) status. In competitive industries such as information technology (IT), companies focus on shaping unique employer branding (EB) strategies to help find or retain top talent and the indispensable edge or advantages that come along with them. At the same time, diverse IT employees are contending with different forms of prejudice and discrimination within the industry, making it essential for companies to clearly present their agendas of diversity and inclusivity through EB that communicates a “great place to work” for employees.   Purpose: While there are various bodies of EB-focused research, few studies have empirically explored how diversity and inclusion are communicated across industries. Accordingly, this study explores the use of external digital communication for promoting EB inclusivity deployed by the human resources (HR) and marketing departments of IT companies.   Method: This study uses exploratory research within a qualitative research design, along with an abductive approach, preexisting theories, and empirical data gathered from seven semi-structured interviews and digital communication materials from three IT companies: CGI, Nexer, and Toxic. The data is analyzed using the Gioia method and content analysis. Finally, a revised conceptual framework is developed.   Conclusion: The results of this study show that a range of external digital communication channels are needed to effectively communicate EB inclusivity. This can be achieved by portraying diversity and inclusion in different dimensions, in addition to successful diversity- and inclusion-driven projects, initiatives, and storytelling. It is essential to highlight different demographics within the company, for instance, from junior and senior, to male and female employees, as well as individuals from underrepresented groups. Furthermore, the results demonstrate that the IT industry is in a state of continuous innovation and evolution while also being highly competitive in terms of securing top recruits who can choose between their prospective employers. There is also a need to gain wider perspectives when creating IT solutions for diverse groups worldwide and there is a clear shortage of women in the industry. Therefore, it is important for IT companies to communicate their EB with diversity and inclusion in mind — and in practice through using the revised framework that presents relevant actors, tools, communication channels, and dimensions of D&I. On a managerial level, local and international actors are recommended to work in close collaboration, utilize modern technology, and follow up their external communication to attract potential employees who may one day become ambassadors for the company.