近年來，產業競爭加劇，加上知識經濟的來臨，人才的關鍵性與價值也大幅提升，越來越多企業意識到經營雇主品牌的重要性，本研究以某跨國化妝品企業在台子公司為單一個案，訪談了五位員工，欲探討其雇主品牌發展之關鍵成功因素，首先從品牌識別的角度切入，探討其雇主品牌的構成要素，再分別從雇主品牌外部行銷及內部行銷角度，深入研究個案公司之人力資源實作經驗及成效。
研究結果發現，個案公司雇主品牌發展之關鍵成功因素包含以下，首先是在外部潛在員工的品牌認知階段，經由長期經營校園招募計畫，尤其是校園競賽的部分，建立了鮮明的雇主品牌形象以及鎖定其目標對象；再者在品牌理解評價階段，提供符合內部員工和外部潛在員工的需求之誘因，使其對於公司有重視人才的評價；最後在品牌認同的階段，透過人力資源的實作將企業文化內化到工作場域，本研究發現「言行一致」為留才的關鍵，員工會將雇主品牌個性與自身所擁有或期待的形象作連結，因而產生雇主品牌忠誠度。
最後本研究根據個案公司之成功經驗，推論出雇主品牌的建議發展步驟，首先建構一個具有明確核心價值的「品牌識別要素蜂窩模型」；第二步，了解目標對象不同層次的認知目標，及其對於工作的期待與需求。最後則是，根據不同層次的認知目標，發展人力資源實務。

In recent years, industries competition has become increasingly fierce. Besides, with the advent of knowledge-based economy, the key and value of talent has increased greatly. As a result, more and more companies realized the importance of employer branding. The research use a case study to explore and summarize a conceptual framework for analyzing employer branding. By selecting a multinational cosmetics corporation’s subsidiary in Taiwan, and conducting interviews with their five employees, the key successful factors for developing employer branding are identified. First of all, in terms of brand identity, these elements for building the employer brand were discussed. Then, the research explored the human resource practices and work effectiveness of the case company from external and internal branding aspects.
The findings of the case study suggest three stages are important for the development of the employer branding. Firstly, in the stage of brand identity from external potential employees aspect, the company developed a distinctive brand image and targeted the right employees through the long-term management in campus recruitment project, especially campus competition. Secondly, the company provided some incentives based on the need of both external potential employees and internal employees in the understanding and evaluation stage. So they would regard it as a talent-oriented company. Lastly, in the brand identification stage, the company internalized its corporate culture into workplace through the human resource practices. The research found that the key to retain talents was to “ match word to deed ”. Employees would link the employer brand personality with the image they own or expect, then developed their loyalty toward their company.
Based on the findings from the case study, a conceptual framework is proposed which is comprised of three processes: building a “Brand Identity Factors Honeycomb Model” with a distinctive core value; understanding the brand awareness stage and the demand for work of your target audiences; and developing the human resource practices based on the different awareness stage of your target audiences. This framework might have the potential to be applied to other firms in the FMCG as well as other industries.

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