In the article, Employer-of-Choice Characteristics in the Construction Industry, the authors Sedighi and Loosemore (2012) suggest that in the construction industry recruitment and retention of graduates is a priority, in part because there is a large lack of skilled and qualified workers. Thus, many construction organizations are seeking to be what is categorized as an “employer-of-choice” in the eyes of recent graduates. What can a construction company do to qualify as such? According to Sedighi and Loosemore (2012) an employer may define an EOC by citing Herman and Gioia (2001) who define an EOC as any entity that is recognized for various qualities that include leadership, culture, and best practices to not only attract and retain talent but use this talent to achieve corporate objectives. The employee, using the same research philosophy, may define the EOC as the employer the candidate will choose to work with when presented with alternatives.
The researchers bring about many important points, including research suggesting that EOC’s will offer employees more economic incentives, and a better work-life balance. Sedighi & Loosemore (2012) note that competitive organizations are likely to be those that engage employees, and offer positive effects by recognizing the need for employees to balance work and home life, as well as offering other benefits. Although this argument is strong, there is not enough support for this argument in the article provided for Sedighi & Loosemore (2012). Kossek, Lewis & Hammer (2010) note that there is a need for organizational adaptation in response to changing needs and relationships within organizations; these relationships include work relationships, family and personal relationships. However, the researchers also note that it is important to understand the need for this in the way not just of formal policies, but also in the way of understanding culture, and the norms that may exist from one culture to the next, particularly as organizations continue to expand and interpret work-life balance in a more global context. This is an important point, because the very definition of an EOC may change as organizations continue to embrace diversity and as graduate students reframe their definition and interpretation of what balance and family mean looking at employers of the future.
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Sedighi & Loosemore (2012) also suggest that EOC may not consider benefits seriously enough, which can result in a diminished odd of appearing as a lucrative company to individuals that could be prospective job candidates. This idea according to the researchers is supported by research suggesting that more important than benefits were concepts including corporate culture, the chances for advancement, the type of work an individual was engaged in, and other opportunities which may include training, salary and other financial incentives (p. 943). However, one must look at financial incentives from the perspective of benefits, which many view in terms of salary, as benefits often add significant weight to the total compensation an employee considers when signing on with a company or organization. This may be particularly true of employees requiring health benefits, stock options, or employees looking for similar benefits. In the construction industry, the needs for employees may be different than in other industries; Sedighi & Loosemore (2012) suggest that the criteria that were most important included training, career opportunities, the content of work, job security and how well respected or known the company was (p. 943). But as Kossek, Lewis, and Hammer (2010) note, the dynamics of people and organizations are constantly evolving and changing, thus these top five criteria are subject to change, and thus these features may change at any given time. Thus, it is important for any organization to gauge employees routinely and gain continuous feedback in order to understand what an EOC really constitutes. This information may not stay constant, or may be rapidly evolving just as the economy and the organization as a whole dynamically changes in the future. The EOC very well may be the organization that continues to survey graduates and remains innovative, open-minded and flexible, catering to a dynamic workforce more so than anything else.
- Kossek, E.E., Lewis, S. & Hammer, L.B. (2010). Mixed Messages to Move from the Margin to the Mainstream. Human Relations. 63(1):3-19.
- Sedighi, F. & Loosemore, M. (2012). Employer-of-Choice Characteristics in the Construction Industry. Construction Management and Economics. 30:941-42.
