Strategic Positioning in Competitive Labour Markets
Employer of choice
One of the effective ways for an organisation to stand out in a competitive labor market is by becoming an employer of choice. This means that Sun Energy has to cultivate and sustain an organisational culture that embraces productive, innovative, responsible, sustainable, and personal development. It is also crucial to introduce fair wages, guarantee great benefits, and provide opportunities for career growth. For instance, Ørsted, the leading global offshore wind energy firm, now aims to be an employer of choice, focusing on creating a sustainable culture and providing its employees an opportunity to participate in awarded renewable energy projects (Rana et al., 2021). Such a project has seen it secure a competent and innovative employee pool that has been key in driving up its performance and productivity.
In today’s job market, especially with the young generation of employees, many individuals are seeking more than just good pay from an organisation. Factors like organisational culture, benefits, career growth opportunities and even job flexibility are becoming key factors that attract an employee to a given organisation. For Sun Energy, emphasis on its commitment to green energy is a key move that will attract individuals who prioritize environmental sustainability and seek employment opportunities where their skills and efforts can contribute to reducing carbon emissions. Other than that, Sun Energy must also seek to create a positive employee environment, competent numeration, attractive benefits and a strong organisation culture to not only attract but also retain top employees.
Competitive Terms and Conditions
Competitive terms and conditions entails the basics of providing competitive wages and remunerations among other employment conditions that are at per with the industry or slightly above to stand out (Taylor & Woodhams, 2022). These aspects of job characteristics can improve job appeal: medical cover, pension contributions, flexible working hours, and the opportunity to work from home, among others (Taylor & Woodhams, 2022). Further, setting monetary incentives based on the employee’s performance or considering offering suitable job promotions will encourage employees and attract more competitive people. Employees are attracted to organisations with favourable terms and conditions which motivate them to work while also encouraging them to look after their wellbeing.
Employer Branding
A familiar model that has to be maintained is the employer brand. Employer branding entails initiatives that influence how an organisation’s employees and the entire workforce views an organisation as an employer. Parcelcare should enhance its employer brand by fostering a culture that both employees and outsiders perceive as positive and attractive. Parcelcare should highlight its people policies that support employee health, promote career advancement, and foster a friendly environment. The company should also present a positive image to the public through its website and social media. For example, DHL is recognized for its commitment to employee development, offering structured training programs that enhance retention and satisfaction (Ilyas, 2024). Employer branding not only helps attract talent but also helps in employee retention.
Competitor Analysis
Analysing key competitors becomes necessary. Organisations need to assess the strengths and weaknesses of competitors’ employee experiences. They should understand why employees choose to leave or stay within the organisation. For example, examining rivals’ employee benefits, opportunities for remote work, and promotion channels is valuable. Considering how talented employees view the organisation and their work environment can reveal organisational strengths and weaknesses (CIPD, 2021). This information helps organisations take advantage of competitor gaps and better position themselves in a competitive labour market.
