the paradox of hiring newly graduates: employer branding ... · the paradox of hiring newly...
Post on 26-Jun-2020
6 Views
Preview:
TRANSCRIPT
TheParadoxofHiringNewlyGraduates:
EmployerBrandingUpside-Down
-acasestudyofsmallerDanishorganizations’attractionofnewly
graduates
MACulture,Communication,andGlobalisation
AalborgUniversity
MASTERTHESIS
2018
BY:
CAMILLARAVNOVERBYNIELSEN
20162703
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
i
Tobefilledinbythestudent(s).Pleaseusecapitalletters.
Studyprogram: MACulture,CommunicationandGlobalization–MarketCommunication&Consumption
Semester: 10
ExamTitle: Master’sThesis
Nameanddateofbirth/Namesanddatesofbirthofgroupmembers:
Name(s) Date(s)ofbirth
CamillaRavnOverbyNielsen(StudentNumber:20162703) 15-01-1991
Handindate: 15-09-2018
ProjectTitle/SynopsisTitle/ThesisTitle: TheParadoxofHiringNewlyGraduates:EmployerBrandingUpside-Down
Accordingtothestudyregulations,themaximumnumberofkeystrokesofthepaperis: 192.000
Numberofkeystrokes:(onestandardpage=2400keystrokes,includingspaces)(tableofcontents,bibliographyandappendixdonotcount)*
174.476
Supervisor(project/synopsis/thesis): VibekeThøisMadsen
I/weherebydeclarethattheworksubmittedismy/ourownwork.I/weunderstandthatplagiarismisdefinedaspresentingsomeoneelse'sworkasone'sownwithoutcreditingtheoriginalsource.I/weareawarethatplagiarismisaseriousoffense,andthatanyonecommittingitisliabletoacademicsanctions.RulesregardingDisciplinaryMeasurestowardsStudentsatAalborgUniversity(PDF):http://plagiat.aau.dk/GetAsset.action?contentId=4117331&assetId=4171389
Dateandsignature(s):
15thSeptember,2018
CamillaRavnOverbyNielsen
*Pleasenotethatyouarenotallowedtohandinthepaperifitexceedsthemaximumnumberofkey-strokesindicatedinthestudyregulations.Handinginthepapermeansusinganexamattempt.
STANDARDFRONTPAGE
FOR
EXAMINATIONPAPERS
Subjects:(tickbox)Project: Synopsis: Portfolio: Thesis:X WrittenAssignment:
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
ii
Abstract
Purpose:Theoverallaimofthisthesisistogenerateanunderstandingofhowtheutilization
ofemployerbrandingcanbenefitsmallerDanishorganizationsinthe(previouslyanticipated)
intensifiedglobalcompetitionfornewlygraduates.Furthermore,itaimstogiveatrustworthy
pictureofthe(actual)competitionfornewlygraduates,andtheirworkvaluepreferences.
ProblemFormulation:Thisthesisisfocusingonnewlygraduates’workvaluepreferences,if
graduateprogramsareaffectingtheirpreferencestowardsaspecificsizeoforganization,as
wellashowsmallerDanishorganizationsarehandlingtheintensifiedglobalcompetitionfor
newtalents,andiftheycanbenefitfromusingemployerbrandingtoattractnewlygraduates.
ThecoretheoreticalconceptutilizedforthisresearchhasbeenEmployerBranding,whichin
recentyearshasbeenexperiencingmoreimportance,particularlywiththe‘warfortalent’.
ResearchDesign:Toanswertheresearchquestionapredominatingqualitativeresearchde-
sign,composedbyacasestudyapproach,utilizingamixed-methodsresearchdesigncarried
outbytwodifferentmethods,anonlinesocialwebsurveyalongwithsemi-structuredinter-
views.
Findings:Theinitialfocusofthisresearchwastoidentifyexternalemployerbrandingvalue
propositionframeworkfornewlygraduates,inorderforsmallerDanishorganizationstouse
itasabrandingstrategy intheglobalcompetitionfornewtalents.However,aparadoxwas
found, since the smallerorganizationsonlywant experiencedemployees – leading towards
employerbrandingupside-down.
Researchlimitations/implications:Theresultsofthisresearchstartanewsetofquestions,
whichneed further research.Even though this thesisoffersnew insightsonsmallerDanish
organizationsand thenewlygraduatesanno2018, itdoesmeetsome limitations.However,
forsimilar,smallerDanishorganizations,thisresearchcanbeusedasaninspirationorfoun-
dationforanewframeworkrelatedtonewemployerbrandingstrategies.
Keywords:Employerbranding,organizationalawareness,talentattraction,recruitment,newly
graduates,workvaluepreferences,graduateprograms,‘warfortalent’
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
iii
Tableofcontents1.INTRODUCTION.....................................................................................................................................................2
1.1.RESEARCHPURPOSE...............................................................................................................................................................4
1.1.1.ProblemFormulation....................................................................................................................................................4
2.PHILOSOPHYOFSCIENCEANDMETHODOLOGY........................................................................................7
2.1.RESEARCHPARADIGM............................................................................................................................................................7
2.1.1.ReflexiveMethodology...............................................................................................................................................10
2.2.RESEARCHDESIGN..............................................................................................................................................................11
2.2.1.CaseStudy.......................................................................................................................................................................13
2.2.2.MixedMethods..............................................................................................................................................................15
2.3.DATACOLLECTIONANDPROCESSING..............................................................................................................................16
2.3.1.OnlineSocialWebSurvey.........................................................................................................................................17
2.3.2.Semi-StructuredInterviews.....................................................................................................................................22
2.4.TRUSTWORTHINESS............................................................................................................................................................27
3.THEORETICALFRAMEWORK..........................................................................................................................31
3.1.EMPLOYERBRANDING........................................................................................................................................................31
3.1.1.Definition.........................................................................................................................................................................31
3.1.2.ResearchDevelopmentsoftheConcept..............................................................................................................33
3.1.3.EmployerBrandingValuePropositions.............................................................................................................36
3.2.ATTRACTIONANDCOMMITMENT.....................................................................................................................................40
3.2.1.WorkValuePreferences............................................................................................................................................40
3.2.2.GenerationY–Millennials.......................................................................................................................................42
4.FINDINGS...............................................................................................................................................................46
4.1.WHOARETHENEWLYGRADUATESANDWHAT’SINTHEIRTELESCOPE?................................................................46
4.1.1.TheInfluenceofGraduatePrograms..................................................................................................................53
4.2.ORGANIZATIONALFOCUSOFSMALLERDANISHORGANIZATIONS.............................................................................59
4.2.1.HiringNewlyGraduates–Aretheysugar-coatingit?.................................................................................61
4.2.2.PersonalityWITHexperiences,please!...............................................................................................................64
4.3.ISEMPLOYERBRANDINGNECESSARY?...........................................................................................................................65
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
iv
5.DISCUSSION..........................................................................................................................................................68
5.1.THEGENERATIONOFNEWLYGRADUATES....................................................................................................................68
5.1.1.ImportanceofGraduatePrograms......................................................................................................................70
5.2.WHYSMALLERORGANIZATIONSNEEDEMPLOYERBRANDING..................................................................................71
5.2.1.RaisingAwarenesswithEmployerBrandingValuePropositions..........................................................73
5.3.DOTHEYHAVEASOCIETALRESPONSIBILITY?...............................................................................................................75
5.3.1.EmployerBrandingUpsideDown.........................................................................................................................78
6.CONCLUSION.........................................................................................................................................................81
6.1.LIMITATIONSANDFUTURERESEARCH............................................................................................................................83
7.REFERENCELIST.................................................................................................................................................86
APPENDIX....................................................................................................................................................................2
A.SURVEY.........................................................................................................................................................................................2
A.1.SurveySectionsandQuestions.....................................................................................................................................2
A.2.RawData................................................................................................................................................................................9
B.INTERVIEWGUIDE..................................................................................................................................................................16
B.1.InterviewQuestions–DanishVersion....................................................................................................................17
B.2.InterviewQuestions–EnglishVersion...................................................................................................................19
C.TRANSCRIPTIONOFINTERVIEWS.........................................................................................................................................21
C.1.BangsA/S............................................................................................................................................................................22
C.2.KonsolidatorA/S..............................................................................................................................................................33
D.INITIALCODINGTEMPLATESFORINTERVIEWS................................................................................................................49
D.1.FirstVersion......................................................................................................................................................................49
D.2.SecondVersion.................................................................................................................................................................50
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
v
Listoffiguresandtables
Figures
Figure1:SevenEmployerBrandingValuePropositions……………………………………………………….…38
Figure2:Importanceofanorganizationofferinganindustryofinterest………………………………...47
Figure3:Importanceofanorganizationofferingsocialsettings……………………………………………..47
Figure4:Importanceofanorganizationofferingeconomicvalue……………………………………………48
Figure5:Importanceofanorganizationofferingtraininganddevelopment…………………………..49
Figure6:Valuesofmostimportancetonewlygraduates…………………………………………………………49
Figure7:Valuesofleastimportancetonewlygraduates…………………………………………………………50
Figure8:Valuesindifferenttonewlygraduates………………………………………………………………………51
Figure9:Mostpreferablesizeoforganizationbyage………………………………………………………………51
Figure10:Jobpreferencesaffectedbyawareness……………………………………………………………………52
Figure11:AwarenessofGraduatePrograms…………………………………………………………………………...54
Figure12:MostAttractiveElementsofGraduatePrograms…………………………………………………….55
Figure13:LeastAttractiveElementsofGraduatePrograms……………………………………………………56
Figure14:Attractivenessofthecompetitivefieldelementofagraduateprogram………………….56
Figure15:Attractivenessofthegoingabroadelementofagraduateprogram………………………..57
Figure16:Attractivenessofthelargercompanieselementofagraduateprogram…………………57
Figure17:InterestinapplyingforaGraduateProgram…………………………………………………………..58
Figure18:Numberoffull-timeemployeesbyenterprisesize(inpercent)………………………………76
Figure19:NumberofDanishenterpriseswithemployeesbysize(innumber)……………………….76
Tables
Table1:SampleCharacteristics-Survey………...……...……………………………………………………………….21
Table2:SampleCharacteristics-Interviews………...……...……………………..…………………………………..23
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
1
CHAPTER1
INTRODUCTION
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
2
1.Introduction
Throughthepastcoupleofyearsthe‘warfortalent’hasbecomemorecritical,andthe
constant search for the best new talents has become commonplace in the corporateworld
(Lønstrup,2016;Kolesnikov,2018).Accordingtoasurvey,madebythenewsmediaBerling-
skeabouthow175largeandmedium-sizedorganizationsexperiencethecompetitionfortal-
entedemployeeshasevolvedduringthelastdecade,61%answeredthatthecompetitionhas
increased,while 15% answered that the competition has increased significantly (Lønstrup,
2016). Thismakes the ‘war for talent’ critical, since the next generation to enter the labor
force (the generation born between 1979 and 1994 – also called Millennials (Hewlett,
Sherbin, & Sumberg, 2009)) are few in numbers (CompanYoung ApS, 2015), and since the
Danishlaborforcefrom2008alreadyhasdecreasedby74,000peopleofworkingage(aged
between18and64years),whichonly increase the competition for the talentedemployees
(Seerup,2015).EventoughtheDanishlaborforcepresentlyisexperiencingthelowestunem-
ployment rate in years and the market is experiencing an economic upturn (Danmarks
Statistik,2018),thedemographicchangehasandwillfurtherresultinasignificantchallenge
for organizations to replace retiring experienced employeeswith younger and significantly
differentemployeesinformofMillennials(Napoli&Ewing,2000;Krahna&Galambosb,2014;
Queiri,Yusoff,&Dwaikat,2014;ManpowerGroup,2016),whoarearguedtomakeupformore
thanhalfofthelaborforcewithinthenext10years(MacDermott&Ortiz,2017).Inorderto
overcome this intensifying global talent shortage, organizations have initiated the develop-
mentofextensiverecruitmentstrategiestobeabletoattractandretainbothcurrentandpo-
tential qualified employees (ManpowerGroup, 2016; Theurer, Tumasjan,Welpe, & Lievens,
2018).
Notonlybusinessexecutivesbutalsoscholarlyresearcharticles,andbusinesspublica-
tionshaveallbeentalkingaboutthisongoingglobalchallengeoffindingthebestandtalented
employees,whichinparticularinvolvethenewlygraduates(universitystudentswhoareei-
ther still studying or have finished their Master’s degree within the last two years)
(MacDermott&Ortiz,2017).Previously,anumberofstudieshavebeenmadeonthecareer
experiencesofgraduatesintheirimmediateyearsofemploymentafterthegraduation,which
generallyillustratethatthenewlygraduates’experiencesonajobdonotliveuptotheiractu-
alexpectationsofparticularlytraininganddevelopment,whichtheyexpecttoreceivewhen
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
3
they start working (Keenan & Newton, 1986; Dean, Ferris, & Konstans, 1988; Graham &
McKenzie,1995;Wickramasinghe&Perera,2010),and that the intermediatestageofwork
alongwith theadjustments fromstudent toa full-timeemployeeoftenare stressfulexperi-
ences for these new talents (Graham&McKenzie, 1995; Holden& Jameson, 1999). Conse-
quently,itisarguedthatnewlygraduatesmightbetooaccustomedtoacademicmethodsand
performancefeedback,whichcanmakethemunpreparedforthelessstructuredfeedbackat
theworkplace (Holton, 1992). This induces a higher demand for developing graduate pro-
gramsamongnewlygraduates,andplacesthesenewlyeducatedinastrongcompetitionfor
suchgraduatepositionswithanabundanceofapplicationsforthepositionsavailable(Holst,
2018). Graduate programs are defined as a tailored two year career development program
withinanorganizationthatgivesupto4differentdepartmentrotationswithpossibilitiesfor
rotations abroad, fornewly finishedpostgraduates (i.e. graduates),whohave finished their
Master’s degree within the last two years prior to application (Jobindex, 2012; Aarhus
Universitet,2017;Djøf,2018).Thedevelopinggraduateprogramresemblesaninternshipbut
it targetsspecificallynewly finishedMaster’sdegreegraduates,anddiffers fromthe intern-
shipintermsofofferingthegraduateanentrypointtoalongcareerinsteadofonlyofferinga
short-termandoftenunpaidworkexperience (Clarke, 2017).The entry into suchgraduate
positionisseenasa‘fasttrack’routetoforinstancemanagement,thustheselectionprocess
isoftenmuch tougher thannormal jobpositions,as theorganizationswant toensuregreat
potential(Hayman&Lorman,2004).
Employers are increasingly looking inside the organization to train and develop their
ownemployeesinordertofillintalentgaps(ManpowerGroup,2016),whichalsoinducethe
organizations’establishmentofowngraduateprogramsthataddcontributiontogrowthand
developmentofthenewlygraduatestofitintothespecificorganization.Hence,graduatepro-
grams today appear tobe growing in attractivenessparticularlywithin large,multinational
organizationssuchasforexampleNestle´andPricewaterhouseCoopers(PwC),whobothas-
sess the attraction of newly graduates as being of great importance (Hayman & Lorman,
2004).However,thesedevelopinggraduateprogramshavealsobecomeextremelyattractive
amongthenewlygraduatesthemselves.AsanexampleØrstedA/S(previouslynamedDONG
EnergyA/S),alargeDanishorganizationandoneoftheleadingnorthEuropeanenergycon-
cerns(ØrstedA/S),received3,200applicationsforonlyonegraduateposition(Holst,2018).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
4
1.1.Researchpurpose
It isarguedthatwell-knownorganizationsaremore likely tobeassociatedwithmore
positivefeatures,hencebeingseenasanattractiveemployerandagoodplacetowork.How-
ever,thistruthalsocountsfornegativefeatures(Brooks,Highhouse,Russell,&Mohr,2003).
Subsequently,themediatodayhasanincreasingrole,asitpresentsorganizationstothepub-
licandinfluencesthepublic’sopinionoftheorganizations,whetheritispositiveornegative
(Brooksetal.,2003).However,astherelationsbetweenrecruitmentstrategiesandtheappli-
cation intentions and –decisions aremoderated by brand awareness (Collins, 2007), larger
organizationsmighthaveanadvantagewhenitcomestoemployerbrandingandtheattrac-
tionofnewtalents,astheyoftenarerepresentedbyawell-knownbrand.Hence,theymight
haveastrongerbrandawarenessamongnewlygraduates,whichconsequentlymakes them
moreattractiveemployers.ThismightnotbethecaseforsmallerDanishorganizationswith
lowerbrandawarenessamong thenewlygraduates,whichmakes it significantly important
withemployerknowledgeand–reputationinordertoattractnewlygraduates(Collins,2007).
Therefore, thismaster thesis’ objective is to explore how smallerDanish organizations are
handlingtheintensifiedglobalcompetitionfornewtalents,whatarenewlygraduates’work
valuepreferences,ifgraduateprogramsareaffectingtheirpreferencestowardsaspecificsize
of organization, and how smaller Danish organizations can benefit from using employer
brandingtoattractthesenewlygraduates.
1.1.1.ProblemFormulation
Theresearchobjective isaddressedby threeresearchquestions (RQ),whichwillpro-
videaframeforthismasterthesis:
RQ1:Whatarenewlygraduates’workvaluepreferences,andaregraduateprogramsaffecting
theirpreferencestowardsaspecificsizeoforganization?
RQ2:HowaresmallerDanishOrganizationshandlingtheintensifiedglobalcompetitionfornew
talents?
RQ3:HowistheconceptofemployerbrandingofbenefittosmallerDanishorganizationsinthe
globalcompetitionfornewlygraduates?
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
5
Theresearchwillbecomposedbyacasestudyusingmixedmethodsinordertogivein-
dicationsforthenewlygraduates’workvaluepreferences,ifgraduateprogramsareaffecting
theirpreferencestowardsaspecificsizeoforganization,aswellashowsmallerDanishorgan-
izationsarehandlingtheintensifiedglobalcompetitionfornewtalents,andiftheycanbenefit
fromusingemployerbrandingtoattractnewlygraduates.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
6
CHAPTER2
PHILOSOPHYOFSCIENCEANDMETHODOLOGY
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
7
2.PHILOSOPHYOFSCIENCEANDMETHODOLOGY
The following chapter will present this research’s methodological process. First and
foremostthissectionwilloutlinetheresearchparadigminformoftheontologicalandepis-
temologicalstanceoftheresearch,followedbyadiscussionofreflexivemethodology.Subse-
quently,theresearchdesignalongwiththedatacollectionand–processingwillbeoutlinedin
ordertogiveabetterunderstandingofhowthisresearchhasbeenmade.Finally,thechapter
willgiveareflectionontrustworthinessoftheresearch.
2.1.ResearchParadigm
Thefollowingparagraphoutlinestheontologicalandepistemologicalstancesofthere-
search,whichhavebeenselectedaccordingtotheresearcher’sperceptionofreality,aswellas
totherelevancetotheproblemarea.Thesestanceswillbeaconsistentthoughtthroughout
thisresearch,whichaimistogenerateanunderstandingofhowemployerbrandingcanbene-
fit or aid smallerDanish organizations in the competition for newly graduates. In order to
generate such understanding, the ontological stance of constructionism is particularly rele-
vantforthisresearch,alongwiththeepistemologicalstanceofinterpretivism.
Hence this research follows the ontological position constructivism.Within this para-
digmasocialobjectorphenomenaistobeconstructedbytheactorssurroundingit(Bryman,
2016, p. 29-31). By this notion it is implied that all social phenomena depend on the sur-
roundingcontextandhenceare inconstantstateofdevelopment(Bryman,2016,p.29-31).
Since aphenomenawithin the thisparadigmare shapedand influencedby current context
surroundings, it can encompass differentmeanings, all depending on the setting, time and
placeinwhichitiscontextualized,implyingnosingleobjectivereality(Bryman,2016,p.29-
31). By following this ontological stance of constructionism, itwill only be possible for the
researchertoobtainapresentknowledgeandunderstandingofhowemployerbrandingcan
benefitsmallerDanishorganizationsinthecompetitionfornewlygraduatesduetothecon-
stantstateofdevelopmentbycontextsurroundings(Gibbs,2007,p.1-9).
Lookingattheepistemologicalquestionofresearch,itconcernswhatknowledgethatis
considered acceptable within a discipline of research. When choosing the epistemological
stance,therewillbedifferentiatedbetweenresearchofnaturalandsocialsciences(Bryman,
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
8
2016,p.26-28).This research follows theepistemologicalposition interpretivism.With the
epistemologyinterpretivism,oneofthemainpointsisthatstudyofsocialsciencesisfunda-
mentally different from studying natural sciences (Bryman, 2016, p. 26-28). This stance of
interpretivism takes thehumanaspect into consideration, andallows the researcher toun-
derstandphenomenawithoutattemptingtoexplainit,buttounderstandtheresearchedtopic
it requiresengagement in thecontext inorder toget the fullperspective (Bryman,2016,p.
26-28).Whentalkingaboutinterpretivismitisoftenconcerningtheunderstandingandinter-
pretationofsocialactionsbygoingbackandforthbetweendataandtheory(Saunders,Lewis,
&Thornhill,2012,p.148-149;Bryman,2016,p.26-28).Thisindicatesanabductiveapproach,
where the researcher acknowledges some basic assumptions and goes back and forth be-
tweenthedatacollectionandtheoryinordertodrawmoreattentiontotheinterpretationin
theresearchandhenceleadingtothenecessityofreflection(Alvesson&Sköldberg,2018,p.
1-18).ThisleadstotheclaimofAlvessonandSköldberg(2018)thatthesocialrealityisnot
completelyexternalandunknownto theconsciousnessof theresearcher,as theresearcher
andotherpeopleingeneralareallmembersofsuchsociety(Alvesson&Sköldberg,2018,p.
3-4).
Considering this research, it intents to illustrate different meanings and implications
among people (newly graduates) that are constructed within social actions. Thus, the re-
searcherexaminesthesocialphenomenafromdifferentviewpointstobuildanunderstanding
andpotentiallyconnections(Gibbs,2007,p.1-9).Basedontheabovementionedontologyand
epistemology theresearchdesignwillemerge,whichmakes itessential that theresearched
phenomenonofemployerbrandingis investigatedwithinasocialcontextwherethereisno
definitetruth,asitisinconstantdevelopment.Thisiscoherentwiththenatureofthethesis
butalsowiththeconstraintforfoundingtheresultsonasurveyandtwosemi-structuredin-
terviews(seeSection2.2.),whichmakes itparticularly importanttoemphasizethatthisre-
searchisrepresentingoneversionofasocialconstructedrealitybasedonindividualinterpre-
tation.Duetotheepistemologyinterpretivismtheresearchprocesshasbeenabductive,and
theresearcherhasstudieddifferenttheoriesofemployerbrandingbeforestartingthecollec-
tionofprimarydatainordertogetabetterpictureofhowtoconstructtheresearch.Thisis
primarilyexplainedasthestanceofinterpretivismwithfocusoninterpretationandcreation
of understanding, leads the researcher to see organizational communication, thus also the
concept of employer branding, as social interactions and creation of relations (Kolstrup,
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
9
Agger, Jauert,&Schrøder,2014,p.611-613).Meaningthat there is less focusonwhatcom-
municational channels to choose and more focus on the communicational contribution to
‘sense-making’andcreationofunderstanding(Kolstrupetal.,2014,p.611-613).Hence,this
research ispartofknowledgecreation,and the researcherhas functionedasamediumbe-
tween theoretical concepts and a social phenomenon. Additionally, the research presents a
particularversionof the investigatedcontextofemployerbranding,whichmightreflect the
researcher’ssocialreality.
Contrary to theepistemological stanceofpositivism, this researchwillnotnecessarily
beseenasonerealitybutratherasasocialconstruction,whichaccordingtoBryman(2016)
will lead toacontinuallystateofdevelopment (Bryman,2016,p.29-31).This signifies that
thenewly graduates’workvaluepreferenceswillmeet continually (re)developmentby the
graduates themselves,as it is closelyconnected to theirsocial reality,and thus itwill influ-
encetheimpactofemployerbrandingandhowitcanbebeneficialtosmallerDanishorgani-
zationsintheglobalcompetitionfornewtalents.Hence,thenewlygraduates’valuesandmo-
tivations for theiractionscompriseadequateknowledge for this research.However, the in-
terpretativenatureofthisresearchmakesitcrucialfortheresearchertobecontinuouslyre-
flective(Alvesson&Sköldberg,2018,p.1-18).
Therefore,theresearchwillbeconductedasacasestudyusingmixedmethodsinorder
toachieveanunderstandingof thephenomenon(Bryman,2016,p.637).Suchapproachal-
lowstheresearchertomakesenseoftheacademicconceptofemployerbrandinginconnec-
tiontonewlygraduatesandhowsmallerDanishorganizationscanbenefitfromit,asitwillbe
investigatedinareallifesituation(Creswell,2013,p.97;Bryman,2016,p.66).Theresearch
collects its data from newly graduates themselves via an online survey, along with semi-
structuredinterviewsoftwosmallerDanishorganizationsinordertoachieveabroaderper-
spective of how employer branding can benefit or aid smaller Danish organizations in the
competitionfornewtalentsinformofnewlygraduates.
The research design, data collection and data processing, along with a reflection on
trustworthinesswillbeelaboratedinthefollowingsections.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
10
2.1.1.ReflexiveMethodology
Inorderfortheresearchertobecontinuouslyreflective,thusensuringmoreattentionto
theinterpretationandhenceleadingtoadeeperresearch,thethesiswillfollowAlvessonand
Sköldberg’s (2018)definitionand suggestion for reflexivemethodology.Accordingly,Alves-
sonandSköldberg(2018)seereflexiveresearchasaconceptofthoughtfulattentiontodiffer-
entelementsoflanguage,political,socialandtheoreticalaspectsthatareallweavedtogether
inordertodevelopknowledge,andtherebythroughouttheprocesstheempiricalmaterialis
both constructed, interpretedandwritten (Alvesson&Sköldberg, 2018,p. 10-11). Further-
more,theyarguethatsuchresearch“[...]startsfromaskepticalapproachtowhatappearata
superficialglanceasunproblematicreplicasofthewayrealityfunctions,whileatthesametime
maintainingthebeliefthatthestudyofsuitable(well-thought-out)excerptsfromthisrealitycan
provideanimportantbasisforagenerationofknowledgethatopensupratherthancloses,and
furnishes opportunities for understanding rather than establishes ‘truths’” (Alvesson &
Sköldberg, 2018, p. 11). Consequently, Alvesson and Sköldberg (2018) define reflexive re-
search as containing of “two basic characteristics: careful interpretation and reflection”
(Alvesson&Sköldberg,2018,p.11).
The interpretationhas anessential role, as all references to empiricalmaterial that is
collectedforaspecificresearchisseenasresultsoftheresearcher’sowninterpretation, in-
cluding preconceptions, cultural background, and theoretical assumptions (Alvesson &
Sköldberg,2018,p.11).Therefore,tobeabletocarefullyinterpretingthematerial,itinvolves
theresearcher’sacknowledgementthat“therearenoself-evident,simpleorunambiguousrules
orprocedures,andthatcrucial ingredientsaretheresearcher’s judgment, intuitionandability
to‘seeandpointsomethingout’,aswellastheconsiderationofamoreorlessexplicitdialogue”
between both the research subject, the researcher, and the reader (Alvesson & Sköldberg,
2018,p.329).
Byreflectionit ismeant“thinkingabouttheconditionsforwhatoneisdoing,investigat-
ingthewayinwhichthetheoretical,culturalandpoliticalcontextofindividualandintellectual
involvementaffects interactionwithwhatever isbeingresearched[...]”(Alvesson& Sköldberg,
2018, p. 326). In this research context, reflexivitymeans to pay attention to these features
without one dominating the others. Therefore, it is descibed as interpreting own
interpretation,by confrontingprospectiveproblemsduring the research inorder toensure
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
11
differentlevelsofinterpretationgetting”playedoffagainsteachother”(Alvesson&Sköldberg,
2018,p.330).
Consequently, reflexive interpretationneeds tobeapplied throughout theresearchby
theavoidanceof focusingonsolelyonespecific themeor level, thusgeneratingmultiple in-
terpretationsthatareevaluatedagainsteachother.Hence,theapplicationofreflexivemeth-
odologyisconsideredtoberatherchallenging,requiringtheresearchertohaveanexhaustive
overviewofboththeempiricalandtheoreticalmaterial,andsimultaneouslygeneratemulti-
layeredinterpretations,remainingsensitivetofeedback,andstayingself-awareofweakness-
es(Alvesson&Sköldberg,2018).Accordingly,theyarguethatasuccesfullreflectiveresearch,
is expected to be filled with problems, however, this should not keep one from doing the
research, as it is stongly perceived that a reflexive–interpretive approachwill improve the
research outcome, andmake it possible tomake qualified, original comments (Alvesson &
Sköldberg,2018,p.394-395).Thus,researchfocusedonminimizingtherisksisoftenseento
bemeaningless.However,thisresearchdidnotgoforminimizingtherisks,andittooksome
unexpected turnsalong theway,making itdifficult tokeepoverviewasaresearcheracting
alone.
AlvessonandSköldberg(2018)furtherexplain,“[...]thedecisivequalityinqualitativere-
searchisnotthewayitsdifferentcomponentsaremanaged.Rather,whatprimarilydetermines
itsvalue isanawarenessof thevarious interpretivedimensionsatseveraldifferent levels,and
theabilitytohandlethesereflexively”(Alvesson&Sköldberg,2018,p.396).
Furtherexplanationsonhowreflexivityhasbeenimplementedthroughoutthisresearch
willbeoutlinedinthefollowingsections.
2.2.ResearchDesign
TheresearchdesignisaccordingtoTeddlie&Tashakkori(2010)naturallyconstructed
bytheresearchquestionsandtherebytheresearch’soverallobjective(Teddlie&Tashakkori,
2010),whichinthiscaseistoexaminetheworkvaluepreferencesofnewlygraduates, ifor
how graduate programs are affecting their preferences, and how smaller Danish organiza-
tionscanbenefitfromusingemployerbrandingtoattractthesenewlygraduates.Therefore,
inalignmentwiththeresearchparadigmandtheobjectiveoftheresearch,thisresearchde-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
12
sign is set as a predominately qualitative research. However, due to complexity of the re-
searchedtopic,aswellastheidentifiedknowledgegapofnewlygraduates’expectationsand
workvaluepreferences,alongwiththesmallerDanishorganizations’abilitytoattractthese
newlygraduates,andwhetherornot thesesmallerDanishorganizationscanbenefit froma
strongerfocusonemployerbranding,theresearcherdecidedtoconductacasestudy(further
explainedinSection2.2.1.)usingmixedmethodsresearch(furtherexplainedinSection2.2.2).
Thisstudyhasbeenmadebyanabductiveapproach,wheretheresearcheracknowledg-
essomebasicassumptionsandgoesbackand forthbetweenthedatacollectionandtheory
(Saunders,Lewis,&Thornhill,2012,p.143-148).Itcanseemlikeacombinationofboththe
inductiveand thedeductiveapproach,however, abduction isnot seenasa ‘mix’of the two
methods(i.e.theinductiveanddeductiveapproach),asitisarguedtohaveadeeperfocuson
underlying patterns and thereby adding new elements to the research during the process,
henceitincorporatestheunderstandingandthusitenablesboththeempiricalandtheoretical
areatobeadjustedandrefined(Alvesson&Sköldberg,2018,p.4-8).Whiletheinductiveap-
proachtakes itspointofdeparture in theempiricaldataset,andthedeductiveapproach in
thetheory,theabductiveapproachtakesitspointofdepartureonanempiricalbasis(i.e.like
theinductiveapproach),butcontrarytoinductionitacknowledgesthetheoreticalpreconcep-
tions,whichinthatrespectmakesitclosertothedeductiveapproach(Alvesson&Sköldberg,
2018,p.4-8).Thismeansthattheresearchprocesswillbealternatingbetweenbothempirical
realities that canbe seenas clues, and theory that also includeprevious theory,whichwill
entail a deeper research as they both will gradually reinterpret in the view of each other
(Alvesson&Sköldberg,2018,p.4-8).Hence,thisresearchdesignisperceivedasasystematic,
repetitive, and recursive process,which is contributing to flexibility in the analysis of data
(Saunders,Lewis,&Thornhill,2012,p.147-148).Thisdesignfitsverywelltoresearchedtop-
ic,asthereisawealthofinformationonemployerbrandinginothercontextsbutlessinthe
context this research takesplace,and thus italignswith theoverallexploratoryaimof this
research (Saunders, Lewis, & Thornhill, 2012, p. 148-149). Most exploratory research are
seenasratherbroad,onlynarrowdownwiththedatacollection,whichallowstheresearcher
moreflexibilityinordertoadapttoregularlychanges,indicatedbyinsightsandnewresults
(Saunders,Lewis,&Thornhill,2012,p.148-149;Gibbs,2015,p.3-6).Thisalignswiththisre-
search,asitinitiallybeganwithabroadinterestinnewlygraduates’valuecriteriaandwork
preferencesaspartofemployerbrandingandhowinconsequencesmallerDanishorganiza-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
13
tionscanbenefit in thecompetition fornew talents,whichhasbeennarroweddownonan
ongoingbasisasnewempiricalandtheoreticalmaterialhaveappeared.
2.2.1.CaseStudy
Thepurposeofthisresearchistogiveindicationsforthenewlygraduates’workvalue
preferences,andhowsmallerDanishorganizationscanbenefitfromusingemployerbranding
to attract these newly graduates, which make this case study about newly graduates and
smallerDanishorganizations.Byusing case studies, thiswayof exploring thephenomenon
gives rise tomoredetailed insights andunderstandingsof thenewlygraduates’ values and
workpreferencesalongwiththesmallerDanishorganizations’viewontheirpositioninthe
competitionfornewtalents(Bryman,2016,p.66).
Meaning,byfollowingacasestudyapproachitbecomespossiblefortheresearcherto
investigateandunderstandaphenomenoninthecontextinwhichitispresent,whichgoesin
linewith the ontological stance of this research, as a case study focus on relationships be-
tween a contemporary phenomenon and its real life context (Yin, 1981). Bymaking a case
study the researcher can conduct a detailed and intensive research (Bryman, 2016, p. 66),
examiningauniquecaseincombinationwithlimitedpreviousconductedstudieswithinthat
specificcontext,makingitpossibletocapturethephenomenonunderinvestigationinamore
detailedway(Yin,2003,p.13;Creswell,2013,p.97;Gibbs,2015,p.5-6).Consequently, the
findings are often seen as smaller snapshots of the reality, and thus cannot be generalized
(Flyvbjerg,2003;Bryman,2016,p.64),astherewithintheconstructivistpositionisnosimple
orabsolutereality/truth,butrathermultipleinterpretations(Gibbs,2015,p.91).Though,itis
arguedthatthesuggestionpresentedislimitedduetorestrictedexternalvalidity,itwasnev-
er the purpose of this research design to generalize beyond this specific case (Flyvbjerg,
2003).However,inordertoconductatrustworthycasestudy,itisarguedbyCreswell(2013)
tobeessential topresentan in-depthunderstandingof thespecificcase (Creswell,2013,p.
98).Therefore,theresearcherhasutilizedbothonlinesources,interviewsandasocialsurvey,
whichhavemadetheresearchergainknowledgeaboutthecasefrommultipleperspectives.
On a general level, the case studies have been criticized for the problem of generalization
(Gibbs,2015,p.91),whichaccording toCreswell (2013)have ledmoreresearchers tocon-
ductmultiplecasestudies inorder to increase thepossibilitiesofgeneralizabilityof there-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
14
search(Creswell,2013,p.101;Bryman,2016,p.67).Additionally, it isarguedbyFlyvbjerg
(2006)thatthestrategicchoiceoftheselectedcasewillincreasethepossibilitiesofgenerali-
zability(FlyvbjergB.,2006).Flyvbjerg(2006)furthersuggestthatsuchchoiceofcasecanbe
seenasacritical case,as itwillhavea stategicpositionrelated to theresearchofa certain
problem/phenomenon(FlyvbjergB.,2006).Thus,Flyvbjerg(2006)arguethatsuchstrategi-
callyselectedcasesentailthepossibilityofgeneralizinginformof“Ifitisvalidforthiscase,it
isvalidforall(ormany)cases.”andinamorenegativeform“Ifitisnotvalidforthiscase,then
itisnotvalidforany(oronlyfew)cases.”(FlyvbjergB.,2006,p.230).
This researchcanbeseenas conductinganexemplifyingcase (or typical case), as the
goalistoinvestigatecircumstancesandconditionsforatypicalsituation,andasitallowsthe
researcher to investigate key social processes (Bryman, 2016, p. 62). In this case, the re-
searcherseekstogiverisetomoredetailedinsightsandunderstandingsofthenewlygradu-
ates’ values andwork preferences, as well as the researcher seeks access to two different
typesofsmallerDanishorganizationsinformofrespectivelyanolder(andinsometermsa
moretraditionalandwellestablished)organization(i.e.BangsA/S)andanewer(andinsome
termsamoreinnovative)organization(i.e.KonsolidatorA/S) inordertomakeunderstand-
ingsofhowsmallerDanishorganizationsareactingregardingthecompetitionofnewtalents
andhowtheycanbenefitfromusingemployerbrandingtoattractthesenewlygraduates.The
strategicallyselectedcasesforthisresearcharerepresentingabroadertypeofsmaller(i.e.1-
50employees),private,Danishorganizations,operatingontheB2Bmarket.Hence,itcanbe
arguedthatthisresearchconductsamultiplecasestudy,whichisreferringtoacomparative
designasanextensionofacasestudydesignthatallowsdistinguishingcharacteristicsoftwo
(ormore) cases to give theoretical reflections of the findings,which according to Creswell
(2013)increasesthepossibilitiesofgeneralizability(Creswell,2013,p.101;Bryman,2016,p.
68).TheselectedcasesarearguedtorepresentothersimilarorganizationsontheDanishB2B
market.Therefore,thisresearchisconsideredtofollowFlyvbjerg’s(2006)suggestionofgen-
eralizationinformof“Ifitisvalidforthiscase,itisvalidforall(ormany)cases.”(FlyvbjergB.,
2006,p.230).
The case study design is often associatedwith an abductive approach but it does not
necessarilyhavetobe(Bryman,2016,p.64),justasitaccordingtoYin(2006)ispossibleto
use not only qualitative andquantitativemethods in a single research but also in different
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
15
typologies(Yin,2006),whichhefurhterarguestobeparticularlylikelytoimprovethevalidi-
tyofacasestudy(Yin,2013).
2.2.2.MixedMethods
Oftenwhenstudyingmeaningitisassociatedwithqualitativeresearchandtheabilityto
studytheworldthroughtheeyesofthepeoplewhoarestudied(Bryman,2016,p.624).How-
ever,thishasbeenquestionedandevaluatedtobeatoddsduetowidespreadstudiesofatti-
tudeinsocialsurveysbasedonbothinterviewsandquestionnaires(Platt,1981,p.87).Con-
sequently, quantitative research frequently addressmeanings, and by designing attitudinal
questionstheresearchmightstrengthenitsabilitytoobtainaccesstomeaning,whichindicate
that thegapbetweenquantitativeandqualitative research isnotas largeas sometimesas-
sumed, and that the two methods often are employed together, called mixed methods
(Bryman,2016,p.624).Combiningquantitativeandqualitativemethodsinamixedmethods
researchmakesitpossiblefortheresearchertoobtaingreaterprominencetostrengthenthe
datacollectionandanalysis(Bryman,2016,p.637).
Mixedmethodsresearchinasingleproject,havepreviouslybeenthetargetofcriticism,
buthavenowevolved tobecomemoreusedandrespectedwithin theontological stanceof
constructionism (Bryman, 2016, p. 636-637). One of the arguments advocating the mixed
methodsapproachisthetriangulation(diversificationofperceptions)thatisthecombination
ofquantitativeandqualitativedata,whichcanleadtohighercredibilityandtransferabilityof
the findings (Bryman, 2016, p. 643-646), and thus providing increased confidence in these
(Yin,2013).AccordingtoTeddlieandTashakkori(2010)thecomplexityoftriangulationand
thediversificationofperceptionshave leadsome to thesuggestionofneed forprespecified
designs,howeveritisclaimedthatsuchdesignsareimpossibletoframeduetotheabductive
natureofmixedmethodsresearch,asnewelementsmightbeaddedduringtheresearchpro-
cess(Teddlie&Tashakkori,2010).Thus,theuseofmixedmethodsleadstheresearchertobe
continuouslyreflectiveandmakes itpossiblewithalterations to thedesignanddatacollec-
tionprocessaccordingly(Teddlie&Tashakkori,2010),whichiscoherentwithAlvessonand
Sköldberg’sthoughtsaboutreflexivemethodology(Alvesson&Sköldberg,2018).
Consequently, this thesisusesamixedmethodsresearchconsistingofanonlinesocial
websurvey,includingattitudinalquestions,thusprovidingabroaderperspectivetotheprob-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
16
lemarea,alongwithqualitativesemi-structured interviewsof twosmallerDanishorganiza-
tions.Thesemi-structured interviewshaveanunderlying focuson theconceptofemployer
brandingfromtheorganizations’perspective,whereastheonlinesocialsurveyisprovidinga
contextfortheconceptofemployerbrandingfromthenewlygraduates’perspective,interms
ofwhattheirworkvaluepreferencesareandhowthesepreferencescanbeaccommodatein
thebestpossibleway.Thetwomethodscontributetoamoreholisticoverviewoftheemploy-
er branding concept – however, focused on the organizational perspective in form of how
smallerDanishorganizationcanbenefitfromtheconceptofemployerbrandinginthecompe-
titionfornewtalents.Nevertheless, theresearcherconsidersthatthisapproachwillhelpto
improve the understanding and meaning of the phenomena, and hence the aim by using
mixedmethodsistoobtainmorecredibilityandamoretrustworthypictureofthecompeti-
tion fornewlygraduates, andhowemployerbrandingcanbenefit smallerDanishorganiza-
tions, than if the researchwhere solely based on qualitative research. By combining semi-
structuredinterviewsoftwosmallerDanishorganizationswithanonlinesocialwebsurveyof
thenewlygraduates’expectationsandworkvaluepreferences,itwillbepossibletoobtaina
broaderreachofrespondents,whichwillstrengthentheabilitytoobtainaccesstomeaning
andunderstanding(Bryman,2016,p.624).
2.3.DataCollectionandProcessing
Aspreviouslymentioned,thisthesisispredominatedbyaqualitativeresearch(seeSec-
tion 2.2.), which traditionally utilizes a series of differentmethods that allow comparisons
acrossdifferentempiricalmaterialsinordertodecidewhatcanbeseenastrue(Alvesson&
Sköldberg,2018).However, this research isnot focusingonanyverification,but rather the
explorationandunderstandingofhowindividualsportraythesamephenomenaindifferent
ways.As theresearchunderpins that this thesis is conductedutilizingamixed-methodsre-
search design consisting of both quantitative andqualitative data, this research’s empirical
materialhasbeencarriedoutbytwodifferentmethods,namelytheonlinesocialwebsurvey
alongwiththesemi-structuredinterviews.Bothmethodswillbefurtherexplainedinthefol-
lowingsections.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
17
2.3.1.OnlineSocialWebSurvey
Forthisthesistheresearcherdecidedtoconductanonlinesocialwebsurvey,whichac-
cordingtoBryman(2016)isunderstoodtobesimilartoaself-completedquestionnaire,asit
istherespondentswhocompletethesurveythemselves,howeverinthissettingthesurveyis
administeredonline(Bryman,2016,p.229-232).Thismeansthattherespondentsgetaccess
tothesurveyviaanonlinelink,whichthenwilldirectthemtoawebsitewheretheyareable
toanswer thequestionsof the survey themselves.Today, therearea largenumberof soft-
wareapplicationsavailable,suchasforexampleSurveyMonkey,GoogleDocsandSurveyXact,
whichcanbeutilizedinordertodevelopthesurvey,administeringandcollectingdata,andto
constructlimiteddataanalysisinformofreportingwithbothfrequencytablesanddiagrams
(Faarup&Hansen,2010,p.59-60).Regardingthisthesistheresearcherhaschosentousethe
softwareapplicationSurveyXact,which is anapplicationdesignedbyRambollManagement
ConsultingA/S,andfurthermoreanapplicationthatisprovidedaccessbyAalborgUniversity
(AAU). According toManfreda et al. (2008) someof the advantages of thismethod involve
thatitdoesnotrequireaninterviewertoasktheintervieweethequestions,nordoesthein-
terviewneedtobeadministeredface-to-face,whichotherwisewouldbebothtimeandcost
consuming (Manfreda, Berzelak, Vehovar, Bosnjak, & Haas, 2008). Contrarily, some disad-
vantagesof themethodareargued tocontain for instanceasix to fifteenpercent lowerre-
sponseratethanothersurveytypes,suchasforexampleemailsurveys,asitmightbeeasier
tocompleteasurveyrequestedviaemailcomparedtotheprocessofswitchingfromemailto
theInternet(Manfredaetal.,2008).
When it comes to surveys, the sampling can generally be categorized into two broad
groups, the probability-based sampling (also called ‘random sampling') and the non-
probability sampling (also called ‘convenience sampling’) (Fricker, 2017).With probability
samplingthechancesofeachcasegettingselectedfromthepopulationisknownandthereby
usuallyequalforallcases,whichmeansthatitwillbepossibletoachieveobjectivesthatre-
quire statistically characteristics of the sampled population (Saunders et al., 2012, p. 261-
262).Therefore,surveysareoftenassociatedwithprobabilitysamples.Onthecontrary, the
chancesof each case getting selected from thepopulationwithnon-probability sampling is
notknown,anditwillbedifficulttoaddressobjectivesrequiringstatisticallycharacteristics
ofthesampledpopulation(Saundersetal.,2012,p.261-262).However,itisarguedthatbya
non-probabilitysampleitwillstillbepossibletomakegeneralizationsaboutthepopulation,
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
18
justnotonstatisticalgrounds(Saundersetal.,2012,p.261-262).Asthemainpurposeofus-
ing thismethod is toexploreandmakeunderstandingsof thenewlygraduates’workvalue
preferences,andifgraduateprogramsareaffectingtheirpreferencestowardsaspecificsize
oforganization,andsincethisresearchhasaconstructivistviewpointwithaninterpretation-
alstancetherearenoneedforstatistical inferencesmadefromthesample(Saundersetal.,
2012,p.262-272).However,whenworkingwithsmallersamplesas in thisresearchwitha
casestudy, the researcherneeds to select the respondents thatareparticularly informative
forthisspecificresearch,thustherespondentsneedtobeofaspecificcategoryinordertouse
themforansweringtheresearchquestions(Saundersetal.,2012,p.287-289).Therefore, it
hasbeenchosentouseanon-probability-basedsamplinginformofapurposivesamplethat
allow theresearcher to ‘judge’ relevant interestgroupsbasedondecisionsmadeby there-
searcher,hencethistypeofsamplingiscommonlyknownas‘judgmentalsampling’(Saunders
et al., 2012, p. 287). Accordingly, the population selected for this research is consisting of
newly graduates, closer defined as: “Danish and international university students (bothmen
andwomen), livingor intendingto liveandwork inDenmark,whoareeitherstill studyingor
havefinishedaMaster’sdegreewithinthelasttwoyears(finishedin2016atthelatest)”.
Inordertoobtainrespondentsfromdifferentstudyprogramsanduniversities,aswell
asthosewhohavefinishedtheirstudiesfrom2016onwards,thesurveywasdistributedpri-
marilyonsocialmediaviaalinkpostedindifferentgroupsassociatedwithwholeuniversities,
groupsofspecificstudyprograms,groupsforinternationalstudents,andgroupsforjobseek-
ers on Facebook and LinkedIn respectively. The socialmedia sites Facebook and LinkedIn
werechosenastheresearcherdeemthesesocialmediasitesasaneasyaccesstotheinterest
group,astheinterestgroupareconsideredtobelongtothegenerationofMillennials,whoare
particularly attending socialmedia sites (Knight-McCord, et al., 2016;Monalisa& Salamah,
2018).Theresearchersalsousedownnetworktosharethelink,asshealsoispartofthespe-
cificgroupofinterestherself.Additionally,theresearchergotincontactwithvariousDanish
jobcenters,aswellasdifferentunemploymentfunds,andlastlytheresearchercontactedthe
SecretariatofCulture,CommunicationandGlobalStudiesatAalborgUniversity,whosentout
arequestforparticipationinthesurveytoallenrolledstudents.Thesejobcentersandunem-
ploymentfundswereselected,astheyprovidesaccesstoalargeamountofbothnewlygradu-
atedmasterstudentsandjobseekersofseveralbackgrounds,whiletheSecretariatatAalborg
Universityprovidesaccesstoalargepoolofpresentstudentsofdifferentbackgrounds.How-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
19
ever,somejobcentersandunemploymentfundsreturnedwithananswerthattheywerenot
legallyabletohelpoutandsharethelinkwiththeirclients,whileothersrespondedthatthey
wouldhighlyencourage their clients toparticipate, andsomeevenshared the linkon their
individualcompanyprofilesonsocialmedia(i.e.Facebook).
Thesurveyconsistsof13questions(seeAppendixA.1.),ofwhich6areattitudinalques-
tionsinordertoexploreandmakeunderstandingsofthenewlygraduates’workvaluepref-
erences, and if graduateprogramsare affecting theirpreferences towards a specific sizeof
organization.AsBryman(2016)arguethatawebsurveyhastobeparticularlyeasytofollow,
and likewise the questions need to be especially easy to answer because respondents are
completingthesurveythemselves(Bryman,2016,p.221-232),theresearcherhaschosento
makethequestionsasclosed-endedandeasy toansweraspossible(Bryman,2016,p.246-
250).However,theresearcherstillneedsomeopinionsfromtherespondentsinordertoex-
ploreandmakeunderstandings,ofwhichtheresearchercannotpredictoranticipate,hence
theresearcherneedsomeopen-endedquestionsaswell(Bryman,2016,p.244-246).There-
fore, the researcher is aware of adding an ‘other’-optionwhenmaking closed-ended ques-
tions, as the researcher acknowledges that the respondents might have different opinions
thantheresearcherself,hencebeingconsistentwiththeconstructiviststanceofthisresearch.
Also,theresearcherhasmadean‘anythingyouwanttoadd’-optionavailabletwotimes,dur-
ingthesurvey,inthemiddleandintheendrespectively.Thiswasmadeinformofafreetext-
box, making it possible for the respondents to add anything on their mind when going
through the survey and answering the questions. Furthermore, when making open-ended
questionstheresearcherempowervariousrealities,whichwillhelpinthesearchforexplora-
tionandunderstandingsofthephenomena.Hence,theresearcherattemptstoprovideasur-
veythatcancontributetowhatAlvessonandSköldberg(2018)explainas“richnessinpoints”
(Alvesson&Sköldberg,2018,p.372),bydeveloping insights that canchallengeestablished
waysofthinking,andthus“provideinspirationandargumentsforinterpretations”(Alvesson&
Sköldberg,2018,p.372).Theyfurtherarguethatsuchinterpretations(i.e.‘richinpoints’)will
appear soundandwell founded in connectionwith theempiricalmaterial, butdonotneed
muchsupport(i.e.proof)fromit(Alvesson&Sköldberg,2018,p.372).
Whendoingresearchonattitudes,oneofthemostfrequentlyappliedtypesofquestions
isthelikert-scale,whereabatteryofquestionscantobeasked(Bryman,2016,p.250-251),
whichhasbeenusedinthisresearchaswell.Oneoftheadvantagesofthiskindofquestioning
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
20
isthatthequestionscanbepre-coded,asforexamplewiththisquestion‘Howimportantare
the following factors for you in relation to a futurework place?’ where the respondents are
askedtoindicatehowimportantaseriesofdifferentfactorsareforthemonascaleof1-5,of
which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important,
4=partly important, 5=Very important, which is argued to ease the processing of data for
computeranalysis (Bryman,2016,p.227-228).With these typesofquestions it isoftenar-
gued that such amiddle alternative as ‘neither unimportant nor important’might give the
respondentsanoptionthatdoesnotrequirethemtogiveanythoughtstothespecificques-
tionortheiranswertoit(Bryman,2016,p.256-258).However,theresearcherchosetoadd
suchmiddle alternative, asBryman (2016) also argue that a questionwithout suchmiddle
alternativemight in fact leadsomerespondents toselecta response that theydonotagree
with,orevenresultinalargernon-responserateandleadtomissingdata(Bryman,2016,p.
256-258).
Inthefirstsection(seeAppendixA.1.)therespondentsareaskedforsocio-demographic
detailsandwhetherornottheyarestudyingaMaster’sdegreeorhavecompletedaMaster’s
degreewithinthelast2years(completedin2016atthelatest),inordertosetthesceneand
identifywho the respondents are. Subsequently, the followingquestions include attitudinal
questions on the respondents’work value preferences and the importance of an organiza-
tion’s image.The last set of questions are about graduateprogramsand include attitudinal
questions on how attractive the respondents find such program. The survey is finished, by
askingtherespondentsiftheresearchercouldhavetheiremailaddressandcontactthemfor
furtherinformationontheiranswersifneeded.Outofthe124respondents36answeredyes,
whichenabledtheresearchertocollectadditionaldataifneeded,whichgenerallyisnotvery
commonwhenconductingasurvey(Bryman,2016,p.224).
ThesurveywasonlymadeinEnglish(seeAppendixA.1.),astheresearcherdeemedthat
itwouldbesensible,sincetheresearchisappointedbothDanishandinternationalgraduates
atanacademiclevel,whotherebyshouldbeabletounderstandEnglishtoagreatextent.The
surveywasopenforresponsein42days,fromthe10thofJuly2018untilthe20thofAugust
2018,andwasaccessed185times,ofwhich52defected,thustherewere133completedre-
sponses.Additionally,thoserespondentswithoutafinishedMaster’sdegree(from2016atthe
latest)andthosethatarenotpresentlystudyingataMasterdegreeprogramwereexcluded,
hencetherewereintotal124usable,completedresponses,whichresultedinaresponserate
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
21
of67percent.As illustratedbelow inTable1, therespondentswereprimarilyconsistingof
NorthEuropean,femaleswitharesponserateon82,3and67,7percentrespectively.Theyare
mainlycomingfromaneducationalbackgroundinHumanities,whilethepredominantageis
24-27years,countingfor58percent.
Table1:SampleCharacteristics-Survey.
Inordertoadministeringandanalyzeontherespondentsanswers,theresearcherhas
beenusingSurveyXactasreportingapplicationwithbothfrequencytablesanddiagrams,and
therawdatahavebeentransferredtoanexceldocument(seeAppendixA.2.),aswell.Howev-
er,itismostlikelyonlyreadablebyzoominginonthedocumentinthisthesis.Consequently,
theresearchermadeitpossibletoaccesstherawdataonlineviaalink:http://www.survey-
xact.dk/report/shared/5ea02396-a588-47b6-9bce-c0906f5c3460.
As this method (i.e. survey) generally leans towards the positivistic stance, which is
characterizedbythecollectionofdatainregardstoevidentreality,andasearchforregularity
andcausalrelationsinordertomake‘law-like’generalizations(Saundersetal.,2012,p.134),
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
22
the researcher has been particularly careful in the configuration of the survey, and
acknowledge thatby suchconfiguration the researcher ispartofa creationofa social con-
struction, hence the researcher is aware that there is no unambiguous or precise accom-
plishedfactsaboutthenewlygraduates’opinions(Saundersetal.,2012,p.131-135).Howev-
er,basedon the124accomplishedrespondents, the researcherwillbeable toobtainsome
indicationsofthenewlygraduates’opinions,whichwillbeusedintheinterpretationtomake
understandingsofthenewlygraduates’workvaluepreferences,andifgraduateprogramsare
affectingtheirpreferencestowardsaspecificsizeoforganization.
2.3.2.Semi-StructuredInterviews
Theresearcherchosetoapplyasemi-structured interviewapproachthat ischaracter-
izedasfocusingonaspecifictopicwithsomepreparedquestions,whichallowtheresearcher
toshiftbetweenthepreparedquestions(i.e.aninterviewguide)andpossibletopicsofinter-
estexpressedbytheinterviewee,ofwhichtheresearcherdidnotexpectbeforehand(Bryman,
2016,p.201).Hence,thismethodisselectedinorderfortheresearchtoachievemoreinsight
into the smaller Danish organizations and thus the interviewee’s frame of understanding
(Johnson&Rowlands,2012).Theselectedinterviewees’perceptionandconceptualizationof
arespectiveorganizationasanemployeringlobalcompetitionfornewtalents,isaccredited
asessentialinordertounderstandthedynamicsofthecompetitionfornewlygraduatesand
the possible achievements of using employer branding. Thus, these semi-structured inter-
viewsareseentobealignedwiththisthesis’sconstructiviststance,astheyseektoemphasize
theCEO’sof twosmallerDanishorganization’ssociallyconstructedconceptualizationof the
respectiveorganizationsasanemployeringlobalcompetitionfornewlygraduatesandtheir
utilizationofemployerbranding.
Aswiththepreviousmethod,theseinterviewparticipantsweresampledbytheusageof
anon-probability-basedsamplinginformofapurposivesampleaswell.Thisischosenasthis
typeofsamplingallowtheresearchertodeemrelevantparticipantsbasedondecisionsmade
by the researcher, and thereby the researcher can selectparticipants thatwill facilitate the
answeringofrelevantRQs(Saundersetal.,2012,p.287). Initially, theresearcher identified
sevensmaller(i.e.1-50employees),private,Danishorganizations,operatingontheB2Bmar-
ketviaan intensiveonlinesearchachieveprimarilyonLinkedIn.Thesesevenorganizations
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
23
werecontactedviaemailregardingparticipationinaninterviewforthisthesis.Consequently,
threeofthosedidnotreply,onewasdirectlyuninterestedinparticipating,andonefoundthe
project interestingbutdefined the specific organization asunable toparticipate asmost of
theiremployeeswereemployedintheirsubsidiarycompanyinSarajevo(thecapitalofBosnia
andHerzegovina),implyingthattheydonotneednewlygraduatesinDenmark.However,out
of these seven organizations, two respondedwith a positive answer of participating in the
interview.
The firstof the twopositive responds came fromCarlGustavLehmann,CEOatBangs
A/S,whowasinterestedintheprojectandwantedafurtherexplanationoverthephone.The
researcher called Carl Gustav Lehmann, explaining the project in detail after which they
scheduledameetingwheretheresearcherwasablevisittheorganizationandtheinterview
could be accomplish. The second of the two positive responds came from Claus Finderup
Grove,CEOatKonsolidatorA/S,whowasveryinterestedintheprojectaswellandwouldlike
toparticipateintheinterview,butatthepresenthewasonvacation,whichhewouldbeback
frominthemiddleofAugust.Therefore, itwasagreed-uponthattheresearcherwouldcon-
tactClausFinderupGroveagainafterhisvacationandtheycouldscheduleameeting.Hence,a
meetingwasscheduledinlateaugustandtheresearcherwenttovisittheorganizationwhere
theinterviewwasaccomplish.Consequently,thestrategicallyselectedcasesforthisresearch
representabroadertypeofsmaller(i.e.1-50employees),private,Danishorganizations,op-
eratingontheB2Bmarket,ofwhichtheresearcherobtainedaccesstotwodifferenttypesof
smallerDanishorganizationsinformofrespectivelyanolder(andinsometermsamoretra-
ditionalandwellestablished)organization(i.e.BangsA/S)andanewer(andinsometermsa
moreinnovative)organization(i.e.KonsolidatorA/S).Inordertogiveanoverviewofthetwo
selectedorganizations,theyhavebeenexemplifiedbelowinTable2.
Table2:SampleCharacteristics–Interviews.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
24
Theinterviewquestions(i.e.theinterviewguideasswell)weredeterminatebytheex-
ploratoryRQsinordertoemphasizethetwoCEOsperceptionsandperspectives(Johnson&
Rowlands,2012).Consequently,theinterviewguidewasprepared(seeAppendixB.1.)asgo-
ingfromaboarderspectrumofquestionstonarrowerquestions,separatedinthreesections.
Thefirstsectionincludesmoregeneralquestionsabouttheorganizationsandtheiremploy-
mentof newly graduates if any.The second section is about the ‘increased competition for
talents’, and how the organizations see the employment of newly graduates. The third and
finalsection isabout theawarenessof theorganization,howtheorganizationsdifferentiate
themselvesfromlargerorganizations,andhowtheypossiblyuseemployerbranding.
Aspreviouslymentioned,theinterviewswereconductedatface-to-facemeetingsatthe
respectiveorganizations,whichproceededforaround30-40minuteseach.Duringtheinter-
views,theresearcheractedastheinterviewerwitharoleasmoderatorandobserver,howev-
erwithoutinterruptions,influence,corrections,oranyopiniongiving.Onlyiftheinterviewees
neededitandthuswhereitwasappropriate,theinterviewercouldclarifyorgiveanyaddi-
tional information to the interviewees. Since the intervieweeswerebothDanesandas it is
assumed to generate a deeper insightwhen talking inmother tongue, the interviewswere
accomplished in Danish, but the interview guide (i.e. the prepared questions) have been
translated into an English version in order to clarify the interview process (see Appendix
B.2.).Inordertofacilitatethetranscriptionsandanalysisofthematerial,theinterviewswere
both audio recordedwith permission from both participants. Subsequently, the researcher
transcribedthetwointerviews(seeAppendixC.1.–C.2.)inasimpleform,astheprimaryfo-
cuswasonthecontentofthetwointerviews,ratherthanthediscourse.Thus,interruptions,
overlap in talk etc. arenot comprised in the transcriptions.However, sometimeswhatwas
saidintherecordingswasuncleartounderstandfortheresearcher,henceithasbeenmarked
as [inaudible] in the transcriptions.Additionally, aneditornotehasbeenadded in inserted
bracketswhereitmightnotbeobviouslywhattheintervieweeisreferringto.Furthermore,
allnamesexceptoftheintervieweeandtheparticularorganizationhavebeenanonymized.
After the two interviews were carried out, the outcome was discussed with the re-
searcher’s supervisor as Alvesson and Sköldberg (2018) argue that feedback enhances the
reflexivity. In order for the researcher to process the obtained dataset from the two inter-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
25
views,athematicanalysiswasutilized,whichwillbefurtherexplainedinthefollowingsub-
section.
ThematicAnalysis
Thisresearchutilizesathematicanalysisinordertoanalyzethegatheredempiricaldata
from the semi-structured interviews. Such analysis is referring to “formsofqualitativedata
analysisthatprincipallyfocusonidentifying,organisingandinterpretingthemesintextualda-
ta”(King&Brooks,2018,p.220).KingandBrooks(2018)arguethatathemerecursaschar-
acteristicorsomethingdistinctiveinforexampleaninterviewtranscript,howevertheyfur-
thersuggestathemetobeasfollows;“Aone-offcommentcouldnotconstituteatheme,butwe
havenoproblem in principle in identifyinga theme that is unique to a single case – in other
words, themesdonotnecessarilyhave tobe identifiedacrosscases” (King&Brooks, 2018, p.
220).Generally,thematicanalysisisusedtoidentify,highlightandmakesenseofkeythemes
in qualitative data, in order to understand the researched phenomena, however there are
manydifferentwaysitcanbecarriedout.Thisresearchutilizesthegenericformofthematic
analysis,informofatemplateanalysisstyle.
AccordingtoKing&Brooks(2018)thetemplateanalysisstyleiscenteredbetweenthe
inductivegroundedtheoryontheonesideanddeductivecontentanalysisontheotherside,
thus it canbeuseful to variousmethodologies, and consequently they suggest that “Rather
thaninsistingoncodingusingeithera‘bottomup’approach(inwhichthemesarederivedinduc-
tivelyfromthedata)ora‘topdown’approach(inwhichthemesareinformedbypreviouslyde-
terminedconcerns–eithertheoreticalorpractical),TemplateAnalysisallowstheuseofeither
orboth”(King&Brooks,2018,p.225).Thus,templateanalysiscanbeseenasatechniquethat
impliesdevelopingacoding templateona subsetof thegathereddataset, subsequentlyap-
plied to a larger part of the dataset, then revised, and lastly applied to the entire dataset,
henceencouragingacontinuallyabductiveprocess inorder tosummarizeandorganize im-
portantthemes(King&Brooks,2018,p.225).Inordertodoso,KingandBrooks(2018)sug-
gestdividingthetemplateanalysisinsixsteps:1)becomingfamiliarwiththegathereddata
thatneedstobeanalyzed–inthisresearchachievedbytranscriptionsofthetwointerviews;
2) doing preliminary coding by highlighting relevant data and possible priori themes (i.e.
themesdefined inadvance that correspondwith theRQs);3) cluster thepreliminarycodes
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
26
and priori themes inmeaningful groups; 4) developing the initial template by establishing
hierarchical relations between the themes; 5) applying the initial template to further data,
continuallymodifyingandrevisingthetemplate;6)applyingthetemplatetothefulldataset,
oncetheresearcheragreeswithafinalconstructedtemplateversion(King&Brooks,2018,p.
224-227).
Regarding this thesis and the implementationof the template analysis, the researcher
hasbeenutilizingparallelcoding(i.e.codingcertainpartsoftextundermorethanonecode)
andhierarchicalcoding(i.e.clusteringsimilarandrelatedcodesinmeaningfulgroups,nesting
narrower themes under broader themes), in order to enhance the opportunity ofmultiple
interpretations(King&Brooks,2018,p.224-227).Consequently,thisstyleofthematicanaly-
sisisseenasanapproachinalignmentwiththeoverallabductiveapproachofthisresearch.
Practicallyspeaking,aftertheresearchermadethetranscriptionsofthetwointerviews,
theonetranscriptionwasgoneovertoidentifyandhighlightrelevantdata,developingcodes
basedontheinterviewguide,asittakesitpointofdepartureintheRQs(i.e.referringtopriori
themes).Subsequently,thesecodeswereclusteredbyrelatedcodesandnestedunderbroad-
erthemes,developingtheinitialcodingtemplate(seeAppendixD.1.).Thisinitialcodingtem-
platewas then applied to one interview transcription,where it underwentmodifications if
newcodeswerenecessaryorifcurrentcodeswereunnecessary,leadingtoasecondversion
thatwasappliedtothesametranscriptionagain.Sincethereare‘just’twointerview,thispro-
cessofmodificationswasadaptedtothesecondinterviewaswell(seeAppendixD.2.),before
thefinaltemplatewasachieved,byensuringthattherelevantRQswereaddressed,andthus
beappliedtothefulldataset.
Thethematicanalysisapproachescanbeutilizedwithvaryingdatasets insizeandre-
search interest, however is it most often associated with large, detailed datasets (King &
Brooks,2018),whichmightquestiontheuseofitinthisthesis,astheresearchisconducting
‘just’twointerviews.Nevertheless,thisanalysiswasmadeinordertocontributetothe“rich-
ness in points” (Alvesson & Sköldberg, 2018, p. 372), as previously described (see Section
2.3.1.),bydevelopinginsightsandthereby“provideinspirationandargumentsforinterpreta-
tions”(Alvesson&Sköldberg,2018,p.372).Likewise,as they furtherarguethatsuch inter-
pretations (i.e. ‘rich in points’)will appear sound andwell founded in connectionwith the
empiricaldataset,butdonotneedmuchsupport (i.e.proof) from it (Alvesson&Sköldberg,
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
27
2018,p.372), thus it isassessedasrelevant for thisresearch.However, inordertoachieve
this ‘richness inpoints’, this thesiswillcontainasection fordiscussion(seeSection5)with
thepurposesofdiscussinginterpretationsoftheanalyzedempiricaldatasetwiththeinsights
fromthetheoreticalframework,andthusachievingdeeperinterpretationandunderstanding
ofthedataandphenomenonrespectively.
2.4.TrustworthinessBesides the application of reflexive methodology, this research additionally employ
parts of Guba and Lincoln’s (1985) four criteria for trustworthiness in a research, namely
credibility, transferability, dependability and confirmability (Guba&Lincoln, 2016, p. 384).
Thiswasdecidedbasedon thedifferencesbetweena researchofnaturalisticobjects anda
researchofsocialactors,whichiscommonlyacknowledgedwithinresearchofsocialscience,
andalsoanessentialparttotheinterpretativenatureofaresearch(Saundersetal.,2012,p.
131-135).Hence,applicationsofthepositivisticnotionsofvalidity,reliabilityandgeneraliza-
bilityhavebeencriticized.
Thecriteriaofcredibilityprimarilyrelatestothequalityof thegathereddata(Guba&
Lincoln,2016,p.384)Here it isessential tonote that theresearcherdesignedan interview
guidetobesemi-structured,allowingtheintervieweestopresentanyperceptionsofthetop-
ics discussed. Furthermore, the researcher interviewed two CEO’s of two different smaller
organizationsatface-to-facemeetingsattherespectiveorganizations,withanaimtocreatea
more accustomed settingwhere the interviewees could express their opinionsmore confi-
dently. Consequently, this was also the reason for conducting the interviews in Danish, as
bothintervieweeswereDanes,andthusitwasassumedpossibletogenerateadeeperinsight
when talking in mother tongue. As previously mentioned the use of mixed methods have
evolvedtobecomemoreusedandrespectedwithintheontologicalstanceofconstructionism
(Bryman,2016,p.636-637),asitbyatriangulationaddsdiversificationofperceptions,thus
utilizationofthesurveyisseenascontributingtohighercredibilityandtransferabilityofthe
findings (Guba&Lincoln,2016,p.384), andhenceproviding increasedconfidence in these
(Yin,2013).Itispossiblethatasimilarresearchwillleadtootherconstructionsofknowledge
andunderstanding,astheresultsfromthesemi-structuredinterviewswiththetwoorganiza-
tions are conditional to the relationsmade between the organizations and the researcher.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
28
However, this isnotconsideredasproblematic,sincethepurposeofthethesis istogainan
understanding,andthusthisresearchisnotseenasoneunambiguousrealitybutratherasa
socialconstructionthatisunderacontinuallystateofdevelopment(Bryman,2016,p.29-31).
Consequently, this thesis’ use of mixed methods are seen as an asset, as the quantitative
method more frequently sees to address meanings by designing attitudinal questions,
strengthentheresearch’sabilitytoobtainaccesstomeaningbyawiderrangeofrespondents
(Bryman,2016,p.624).
The criteria of transferability primarily focus on amore in-depth investigation and is
thereby oftenmore oriented towards the particular context of a research (Guba& Lincoln,
2016,p.384).Theresearcherhaveaccommodatethisbyconductingacasestudy,whichallow
theresearchertogathermorerichdataandhenceincreasetheresearcher’sabilitytounder-
standthecontextofthecompetitionandattractionofnewlygraduatestosmallerDanishor-
ganizations.Astheresearchwasconductedwitharelativelysmallsample,itlimitsthegener-
alizability.However,asformanyqualitativeresearches,thisthesis’smainobjectiveisnotto
generalize,butrathertoproduceimplicationsthatcanbetransferredtoother,similar,social
contexts.Therefore,despitethefindingsnotbeingdirectlygeneralizable,theresearcherwill
beabletoobtainsomeindicationsofthenewlygraduates’opinions,whichwillbeusedinthe
interpretationtomakeunderstandingsofthenewlygraduates’workvaluepreferences,andif
graduate programs are affecting their preferences towards a specific size of organization,
basedonthe124accomplishedrespondents.Furthermore,theselectedorganizationsforthe
twointerviewsarearguedtorepresentother,similarorganizationsontheDanishB2Bmar-
ket,whicharefurtherdiscussedinsectionaboutcasestudy(seeSection2.2.1).Thecriteriaof
dependabilityandconfirmabilityprimarilyrelates toaccountabilityandcriticalreflectionof
theresearch(Guba&Lincoln,2016,p.384-386).HereitisessentialtonotetheAppendixes,
whichmake itpossible forthereadertoobtainanoverviewandaclearerunderstandingof
theresearchprocessandhowpossibleconclusionswereachieved,addingtransparencytothe
thesis.Furthermore,thetranscriptionoftheinterviewsandtherelatedtemplateanalysisalso
allowstheresearchertobemorefamiliarwiththegatheredmaterial,improvingtheabilityto
developmultipleinterpretations(Alvesson&Sköldberg,2018).
Regarding any ethical considerations, both the intervieweeswere informed about the
recordingof the interviewbefore the starting, aswell as their right toobjectionduring the
interview.Furthermore,theresearchermadethetranscriptionsasclosetotheoriginalphras-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
29
ing as possible, however ensuring anonymity to names and places presented by the inter-
vieweesexceptfromthenameoftheorganizationandtheintervieweesownnames.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
30
CHAPTER3
THEORETICALFRAMEWORK
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
31
3.THEORETICALFRAMEWORK
The following chapter will propound a theoretical framework of employer branding,
alongwiththeemployerbrandingvaluepropositioninordertounderstandtheconceptand
how it can benefit or aid smallerDanish organizations in the global competition for newly
graduates. The aim of this theoretical framework is to synthesize areas of conceptual
knowledge about employer branding and organizational commitment,whichwill provide a
better and overall perspective of how to attract potential employees and especially newly
graduates.Hence,lastlytheframeworkwillcontributetothisstudybyexaminingfactorsthat
determinenewlygraduates’ (GenerationY’s) initialattractionandcommitment to the labor
market,astheybybeingthenewestenteringthelaborforcehavea‘reputation’amongtheo-
reticianstobesomewhatdifferentfromearliergenerations.
3.1.EmployerBranding
Inordertocreateconceptualknowledgeandamoreholisticunderstandingofemployer
branding,thissectionwill lookatthedefinitionofemployerbranding,aswellashowithas
beenusedanddeveloped.
3.1.1.Definition
Talentsandtheorganization’scorporatebrandarecrucialfortheearningofacompeti-
tiveadvantage,whichledAmblerandBarrow(1996)tocreatetheterm‘employerbranding’
by integratingthetwoconcepts(Ambler&Barrow,1996).Sincetheturnof themillennium
theconceptofcorporatebrandinghasevolvedfroma‘firstwavewhereitwasconsideredasa
marketing-dominateddisciplinethatwascampaign-drivenandoftenfocusedonvisualidenti-
ty,toa‘secondwave’whereitwasconsideredtobeastrategicandcontinuousorganizational
adaptation process that required integration across disciplines (Schultz, Antorini, & Csaba,
2005, p. 220-231).Today, as theboundariesbetween internal and external communication
havedegraded,corporatecommunicationandthedevelopmentofemployerbrandingisseen
asanewerandbroaderperspective,whereallcommunicationthattakesplacefromanorgan-
ization to its external stakeholders also gets receivedby its internal stakeholders, and vice
versa (Dutton&Dukerich,1991;Eiberget al., 2013,p.11-25;Kolstrupet al., 2014,p. 611-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
32
613). Thus, according to Hatch & Schultz (2009), the field of corporate branding and the
evolvementofemployerbrandingisheadingforits ‘thirdwave’,whichincorporatenetwork
relationswithalltheorganization’sstakeholders(Hatch&Schultz,2009,p.249-280).There-
fore,ithasevolvedtobeunderstoodasamorestrategicandholisticapproachwheretheoc-
currenceofanorganization’scommunicationhappenswithallitsinternalandexternalstake-
holders(Kolstrup,Agger,Jauert,&Schrøder,2014,p.83-85).
AmblerandBarrow(1996)arguedthattheorganization(i.e.theemployer)canbeseen
asabrand,whichcanleadtheemployeestodevelopacloserrelationshipwiththeorganiza-
tion,astheemployeeperformanceisinfluencedbyawareness,positiveattitudestowardsthe
brand, aswell as loyalty and the trust that the brand is there for the employee (Ambler&
Barrow,1996).Equally,theyarguedthatmarketingismovingtowardsgreaterrecognitionof
peopleorientationandlessfocusontheshort-termtransactionaleconomics,whichmakesit
botheasier,cheaperandmoreprofitableinordertokeepexistingcustomersthanrecruiting
new customers (Ambler & Barrow, 1996). Fundamentally, marketing has the function to
achievethecorporateobjectives,suchasprofitbymeetingthecustomers’objectives–bysub-
stitutingthe‘customers’with‘employees’,wegetthefirstthoughtsaboutemployerbranding
(Ambler&Barrow,1996).AmblerandBarrow(1996)definetheconceptofemployerbrand-
ing as: “The package of functional, economic and psychological benefits provided by employ-
ment,andidentifiedwiththeemployingcompany”(Ambler&Barrow,1996).
Meaningthattheongoingrelationshiptotheorganizationwillprovideexchangesofmu-
tualbenefit,andisseenasanintegralpartoftheorganization’snetwork,whichwillofferem-
ployees the benefits that are parallel towhat the conventional (product) brand offers con-
sumers; functionalbenefits(suchasdevelopmentalandusefulactivities),economicbenefits
(suchasmaterialorfinancialrewards),andpsychologicalbenefits(suchasfeelings, likebe-
longing,directionandpurpose)(Ambler&Barrow,1996).Thishighlightsemployerbranding
asawaytorecruittherightemployeesinordertoensureadeliveryofthebrandpromiseto
theexternalstakeholders.Additionally,thevalueoftheemployerbranddependsontheim-
portancetheemployeesareassigningtothebenefitsthattheorganizationisabletodeliver
anddifferentiatefromcompetitors(Ambler&Barrow,1996).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
33
3.1.2.ResearchDevelopmentsoftheConcept
Inthewakeofglobalization,organizationsareincreasinglyencouragedtofocusmoreon
ethicalandsocialresponsibility,aswellascontributingtoasustainabledevelopment,which
meansthatorganizationsincreasinglyareintegratingthesemattersaspartoftheirbranding
asithashighlyinfluentialimplicationsfortheemployer-employeerelationship,meaningthe
relationship between the organization and its current and potential employees (Porter &
Kramer,2006;Carroll&Shabana,2010).Consequently,organizationstodayaremoredepend-
ingonemployeecommitmenttotheirbrand, forexample inorderto ‘livethebrand’,acting
somekindof‘organizationalambassador’andattractingnewemployees,buttheyalsoexpect
higheremployeecommitmentasaresultofthe ‘moralbrand’,becauseethicalandsocialre-
sponsibilityhavebecomeofhigherinteresttotheemployees(Morsing,2006).Additionally,it
iscommittingfortheemployees,asitisaboutselectingbetween‘good’or‘bad’,whichtiesthe
employees’ personal moral to the organization and make them identifying with their job
(Gossett&Kilker,2006).Hence,organizationshaveincreasinglyrecognizedthatthestrength-
ening of an employer-employee relationship, the organization’s attractiveness to new em-
ployees,aswellastheorganization’sfutureprofitabilityaredependingontheorganization’s
ownwillingnessandabilitytorecognizetheemployeesandalsopotentialemployeesas im-
portant stakeholders that can contribute to the corporate brand (Preuss, Haunschild, &
Matten,2009).
Therefore,Aggerholmetal.(2011)arguethattheconceptofemployerbrandinghasex-
pandedfromAmblerandBarrow’s(1996)conceptualizationofapplyingbrandmanagement
tothehumanresourcemanagement(HRM)function,toamoredynamicapproachthatnow
includeawiderrangeofstrategicHRMandcorporatesocialresponsibility(CSR)aspects,asit
needs to apply more stakeholder and relationship thinking (Aggerholm, Andersen, &
Thomsen,2011).Thisexpansionoftheconceptsupportsthemorepragmaticunderstanding
ofemployerbranding,withamoreconstructivistapproach,asitisshiftingfromamorefunc-
tionalisticreasoningtowardstheparadigmaticunderstandingwheremoresocialinteractions
asdialogueandco-creationareseentobebothproducedandlimitedbydiscursivesurround-
ings(Gibbs,2007,p.6-7).Aggerholmetal.(2011)arguethatthiswiderunderstandingofem-
ployerbrandingmanifestsitselfwithinareassuchasforexample;theworklifebalance,asit
is no longer limited to the physical presence in the organization and the amount of work
hours,butisratherseenasaresourcetoconstructionofindividuals’ identity;organizations
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
34
areno longerseenasstaticcorporateentities,butareratherseenasdynamicandevolving
co-constructionsdevelopedbyalltheorganization’sstakeholders;theemployeesthatareno
longerrecognizedasrawmaterial,butareratherseenasaresourcetomeaning-makingand
corporatecitizens;andcommunicationthatisnolongerpurelyseenasatooltosolveprob-
lems, but is increasingly recognized as fundamental and sustainable to the organization in
terms of interpretations of meaning among stakeholders and ongoing dialogical processes
(Aggerholmetal.,2011).
The expansion and new evolved understanding of the concept of employer branding
made Aggerholm et al. (2011) re-conceptualize employer branding as: “Strategic branding
processeswhichcreates,negotiatesandenactssustainablerelationshipsbetweenanorganiza-
tionanditspotentialandexistingemployeesundertheinfluenceofthevaryingcorporatecon-
textswiththepurposeofco-creatingsustainablevaluesfortheindividual,theorganizationand
societyasawhole”(Aggerholmetal.,2011,p.113).MeaningthatAggerholmetal.(2001)have
transformedandevolvedtheconceptofemployerbrandingtoamoreco-creativeapproach,
including a sustainable andvalue-creatingprocesses,with an increased focuson the stake-
holder relationship (Aggerholm, Andersen, & Thomsen, 2011), which goes in linewith the
‘thirdwave’andthemoreholisticapproachsuggestedbyHatchandSchultz(2009)(Hatch&
Schultz,2009,p.249-280).
Itisarguedthattherearethreeaspectsofthesustainablepart,whichincludeeconomic
(i.e.arequiredpart), legal (i.e.arequiredpart),andethical (i.e.anexpectedpart),andthat
fulfillmentoftheseresponsibilitiesatthesametimewillleadtoadesiredphilanthropicposi-
tionwheretheorganizationwillbeseenas ‘thegoodcorporatecitizen’(Schwartz&Carroll,
2003).Hence, the integrationof sustainability isnotmandatory,but since ishasbecomeof
increasing interest toall stakeholders, itpressures thenormandexpectationsof todaysor-
ganizations,andbyintegratingsustainabilityitwillcreatevaluenotonlytotheorganization
butalsotoitsstakeholdersincludingitsemployees(Haugh&Talwar,2010;Aggerholmetal.,
2011). According to Aggerholm et al. (2011) the redefined concept of employer branding
highlightsthreedistinctivefeatures(Aggerholmetal.,2011,p.114-115):
• Itisastrategicbrandingdiscipline,asitisanchoredinandsupportingtheoverall
corporatestrategy;
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
35
• Itisaprocessofcontinuousco-creationofvalueswiththeorganization’sstake-
holdersdependentontheirstakesandexpectations;and
• It isanestablishmentof sustainablerelationsbetween theorganizationand its
employees,revolvedaroundacontinuousreflectionontheirmutualneedsandexpectations.
Groundedinthenotionofcorporatebrandinganditsintegrationofvision,cultureand
image (Hatch& Schultz, 2003), Aggerholm et al. (2011) argue that the employer branding
processes will become a more holistic and integrated part of the organization, which will
ensure a contionous attention towards the organizational departments and their primary
stakeholders(Aggerholmetat.,2011).Aslinkedtotheoverallorganizationalvision,mission
and its strategicgoals,whicharticulateexpectationsof theorganization’s stakeholders,and
which is translated into the organization’s corporate brand values, the employer branding
processeswill continuouslybenegotiated in stakeholderdialogues (Hatch&Schultz, 2003;
Morsing,2006).Byfollowingthisapproach,theemployerbrandingwillnolongerpurelybea
one-way tool forrecruitmentandretentionofemployees, itwillalso facilitate thestrategic,
communicative processes for supporting a sustainable development and an organizational
value creation, by inviting its employees to partake in corporate branding and co-creating
communicativeprocesses(Edwards,2010;Aggerholmetal.,2011).Thisalsomeansthator-
ganizations todayneed to continuouslyaddress contextual challenges, as factors thatmight
seemvaluableintimesofprosperity,suchasforexamplehighersalaries,mightseemlessim-
portant in timesof a crisis,where for example job securitywill bemore relevant. Further-
more, in a context that is characterized by prosperity, low unemployment, and increased
competitionfortalentedemployees,oneofthemainreasonsofanemployerbrandingstrate-
gywillbetoattractandretainhighlyqualifiedemployeestotheorganization.Inashort-term
perspective, employerbranding initiatives canbe seenas a cost, butby seeing it in a long-
termperspective,itcanbeanessentialinvestmentthatbuildsstablereputationsandmutual-
ly beneficial relationships with the employees (Kucherov & Zamulin, 2016). Consequently,
strategic employer branding in varying contexts emphasizes the importance of continuous
stakeholder negotiation and co-construction of the employer brand (Edwards, 2010;
Aggerholm et al., 2011), and thus indicate the importance of staying updated on the
employees’values(Glazer,Daniel,&Short,2004).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
36
3.1.3.EmployerBrandingValuePropositions
Thissectionwilllookfurtherintohowemployerbrandingcanbeutilizedasastrategic
toolinthecompetitionforandattractionofnewpotentialemployees,whichcanenhancethe
understandingoftheconcept’svaluetoanorganization,andlaterberelatedtoifitcanbenefit
inthecompetitionforthenewlygraduates.
According toSenguptaetal. (2015)employerbrandingcanbeseenasastrategic tool
thatmakesitpossiblefororganizationstomarkettheiruniqueemploymentofferingsorvalue
propositionstoboththeircurrentandpotentialemployees(Sengupta,Bamel,&Singh,2015).
Closelyrelatedtotheconcept‘employerbranding’isthenotionof‘employerattractiveness’.
Inordertobothretainthegoodemployeesandattractnewtalents,itisarguedthatanorgan-
izationneedstoestablishtheirexternalperceived imageandreputationas ‘agreatplace to
work’oras‘anemployerofchoice’,bycreatingbothconvincinganddistinctiveemployeeval-
uepropositions (EVPs) (Jiang& Iles,2011).Here itwillbeessential todistinguishbetween
internal(i.e.currentemployees)andexternal(potentialemployees)employerbranding,asit
isarguedtohavetwodifferentperspectives,respectivelytheretentionofcurrentemployees
viainternalemployerbranding(IEB)andtheattractionofpotentialnewtalentsviaexternal
employerbranding(EEB)(Backhaus&Tikoo,2004).Thisresearchwillbefocusingonexter-
nalemployerbranding(EEB),astheaimistounderstandhowsmallerDanishorganizations
canbenefitfromtheconceptofemployerbrandinginordertoparticipateintheglobalcom-
petitionfornewlygraduates.
Borrowedfromthefieldofmarketing,theconceptofvaluepropositionisdescribed,as
the promise a sellermakes,which by value-in-exchange is linked to value-in-use.Meaning,
when a customer exchangesmoneywith a seller, the customer implicitly assumes that the
value-in-exchange will result in value-in-use that meets or exceeds the value-in-exchange
(Lusch, Vargo, & O’Brien, 2007). Similarly, exchange-relationship exists between employer
andemployeesassuggestedbythetheoryofpsychologicalcontract(Millward&Brewerton,
1999).Additionally, it isarguedthatthepsychologicalcontractandits influenceontheem-
ployee-employerrelationshipprovidestheconceptofemployerbrandingwithanotherfoun-
dation, since; in the traditional notion of the psychological contract between the employee
andtheemployer,theemployeepromisedloyaltytotheorganizationinexchangeforjobse-
curity;whereasthelatestorganizationaltrendsregardingdownsizing,outsourcing,andmore
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
37
flexibility have imposed a newnotion of the psychological contract, inwhich the employer
nowprovidetheemployeewithskillsthroughtraininganddevelopmentinexchangeforwork
effortandflexibility(Backhaus&Tikoo,2004).
According toGlazer et al. (2004) the right valuepropositionare argued to attract the
right talents to anorganization,bymatchingemployeevalueswithorganizationalofferings
(promises),whichalsomightleadtogreaterjobsatisfactionandorganizationalcommitment
(Glazeretal.,2004).Consequently, themore the individualscanassociate theirvalueswith
the offered organizational values, the more attracted they will feel to the organization
(Senguptaetal.,2015).Therefore,theemployerbrandisreferringtoanorganization’srepu-
tationasanemployerand theorganization’svalueproposition to its employees (Barrow&
Mosley,2011).Overtimethevaluepropositionframeworkhasbeenregardedinterchangea-
bly as factorsoforganizational- or employerattractiveness, andBerthonet al. (2005)have
identifiedfivefactorsofemployerattractiveness;interestvalue,socialvalue,economicvalue,
andapplicationvalue(Berthon,Ewing,&LianHah,2005).
Thefirstfactor(1)‘Interestvalue’,apprizestheextenttowhichtheindividualisattract-
ed to an organization that provides innovativeworkpractices, have an excitingwork envi-
ronment, andmakes use of the employee’s creativity in order to produce innovative, high-
qualityproductsandservices(Berthonetal.,2005).Thesecondfactor(2) ‘Socialvalue’,ap-
prizestheextenttowhichtheindividualisattractedtoanorganizationthatoffersaworking
environmentthatisbothfun,cheerful,andprovidesgoodcollegialrelations,aswellasateam
spiritatmosphere(Berthonetal.,2005).The third factor (3) ‘Economicvalue’,apprizes the
extenttowhichtheindividualisattractedtoanorganizationthatofferspromotionaloppor-
tunities, job security, and an above-average salary compensation package (Berthon et al.,
2005).Thefourthfactor(4)‘Developmentvalue’,apprizestheextenttowhichtheindividual
isattractedtoanorganizationthatisabletoproviderecognition,confidenceandself-esteem,
along with career-enhancing experiences that can be used as a springboard to future em-
ployment(Berthonetal.,2005).Thefifthandfinalfactor(5)‘Applicationvalue’,apprizesthe
extenttowhichtheindividualisattractedtoanorganizationthatcanofferitsemployeesan
opportunitytoapplywhattheyhavelearnedaswellasteachingothers,inahumanitarianand
customer oriented environment (Berthon et al., 2005). These five factors of Berthon et al.
(2005) are primarily amodification and extension of the three dimensions, the functional,
economicandpsychologicalbenefits,suggestedbyAmblerandBarrow(1996).Accordingly,
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
38
the first two factors, the ‘Interest value’ and ‘Social value’ respectively by Berthon et al.
(2005),arecapturingthe ‘psychologicalbenefits’byAmblerandBarrow(1996).The fourth
andfifthfactors,the‘Developmentvalue’and‘Applicationvalue’respectivelybyBerthonetal.
(2005),areexpandingthe‘functionalbenefits’byAmblerandBarrow(1996).Sinceboththe
conceptualizationshaveaneconomicdimension,Berthonetal.(2005)developedtheirthird
factor‘Economicvalue’(Berthonetal.2005).
Asthetermimplies,anorganizationwillbenefitfromtheemployerbrandingprocesses
whenitisperceivedas‘agreatplacetowork’(Minchington,2010).Today,employeesgeten-
couragedtocommitthemselvestoanorganizationwithgoalsthatoftenareaccomplishedby
healthy work communities, meaningful work tasks, inspiring encouragement and rewards,
whichmakethesefactorsessentialinordertogettheemployeesto‘livethebrand’andthere-
bycreateareputation in theireveryday interactionsalongwithasocial influenceonstake-
holders (Gotsi &Wilson, 2001). When contemplating whether a specific organization is ‘a
great place towork’ or not, the five factors of Berthon et al. (2005) have been further re-
searchedandre-conceptualized,anditisnowarguedthatemployeesusuallyconsiderseven
employerbrandingvaluepropositions(Berthon,Ewing,&LianHah,2005),asshowedinfig-
ure1(Dabirian,Kietzmann,&Diba,2017).
Figure1:SevenEmployerBrandingValuePropositions(Dabirian,et.al.,2017).
These value propositions illustratewhat people usually care about when it comes to
evaluatingdifferentorganizationsasaworkplace,andwillbefurtherelaboratedinthefollow-
ingsevensteps.Thesocialvalueproposition(1)ishighlyemotional.Inthisvalueproposition
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
39
peopledocareabouttheachievedenjoymentfromapositiveworkatmosphere;thefriendly
andfuncolleagues,thepeoplewhosharesamevalues;theproblemsolvingteamspirit;and
theorganizationalculturewithafocusonitspeople.Thisvaluepropositionisoftenseenas
theproposition thatattractsnewpeopleandmakes them loyalemployees (Dabirian,et. al.,
2017).Theinterestvalueproposition(2)isaboutpeoplewhofinditimportanttohaveajob
wheretheworktheydoneedstobeinteresting.Inordertohaveaninterestingjobtoday,the
workneedstobebasedonalevelwherethereisrequirednovelworkpracticeandaninnova-
tivemind,whicharemakingthetaskschallengingbutstillachievable(Dabirian,et.al.,2017).
Theapplicationvalueproposition(3)isaboutpeople,whofinditdesirableandinspirational
toputtheirknow-howandskillsintomeaningfuluse.Asanexample,thiscouldincludeteach-
ingopportunitiesortheopportunitytoprovidebenefitstocustomers(Dabirian,et.al.,2017).
Thedevelopmentvalueproposition(4)isabouttheemployees,whofinditimportantthatthe
employer is able to see and recognize the employees’ efforts, which often gets favored by
providing the employeewithnewopportunities, likeprofessional development and further
career advancement (Dabirian, et. al., 2017). The economic value proposition (5) ismostly
aboutallowancesandtheemployees’salaries.Itdoesnotonlycoverthespecificpaymentbut
alsobenefits,likejobsecurity,healthcareandpension,whichtheemployeesfindparticularly
important(Dabirian,et.al.,2017).Themanagementvalueproposition(6)isabouttheorgani-
zation’s management and how it is affecting the employees to either leave or stay at the
workplace,astheinfluenceofanexecutiveisenormous,anditisarguedtohaveaneffecton
theemployees’sparetime,asitaffectstheirrelationshipwithbothfamilyandfriends.Arethis
management value proposition notmeeting the employees’ expectations, it is often amain
reasonforemployeestoleaveanorganization(Dabirian,et.al.,2017).Thework/lifebalance
valueproposition(7)isaboutpeople,whonotonlyhaveadesiretoidentifywiththeorgani-
zationtheyworkfor,butalsohaveadesiretobeidentifiedasmorethanjustanemployee.It
isarguedthataproperwork/lifebalancewillallowtheemployeestohavemoreharmonious
lives,whichwillbemoresuitable toall their identities, suchas forexample tobeaparent,
friendoremployee,asitwillleadtolessconflicts(Dabirian,et.al.,2017).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
40
3.2.AttractionandCommitment
Inorderfortoday’sorganizationstoattractpotentialemployees,itisarguedthatorgan-
izations need to understand thework value preferences of the employees,which often are
varyingacrosstimeandculture(Sengupta,etal.,2015).Therefore,thissectionwillexamine
the concept ofwork value preferences, aswell as itwill be looking deeper into the newly
graduatesaspartofGenerationY,anddeterminetheir initialattractionandcommitmentto
thelabormarket,asitwillbehelpfulinordertounderstandtheirbehaviorandhowtoattract
themtowardssmallerDanishorganizations.
3.2.1.WorkValuePreferences
Researchershavearguedthatworkvaluesareseenasaperceptionofemployees’pref-
erences (Dose,1997),which influence theirbehavior,attitudeandeventually theircommit-
menttotheworkplaceaccordingtotheirorientation,whichcanbeseenaseitherintrinsicor
extrinsic (Vansteenkiste, Neyrinck, Niemiec, Soenens, De Witte, & Van den Broeck, 2007).
Basedontheself-determinationtheory(SDT),which isseenasasolid theoryofmotivation
thathasbeenwellusedto investigatehowaspecifichumanbehavior is induced(DeciE.L.,
1972;Deci,Koestner,&Ryan,1999),itisarguedthatindividualscanbemotivatedtoaspecif-
icbehaviorbybothextrinsic(alsocalledexternally)inducedincentives(i.e.controlledmoti-
vation)andintrinsic(alsocalledinternally)inducedincentives(i.e.autonomousmotivation)
(Wang&Hou,2015).
Tobeinternally(i.e.intrinsically)motivated,itisarguedthatapersonwillperforman
activity or behavior for no obvious reward except the specific activity or behavior itself,
whereas theexternally(i.e.extrinsically)motivationarereferring toanactivityorbehavior
thatisperformedbecauseitisleadingtoanexternalreward(e.g.approval,orstatus)(DeciE.
L.,1972).AccordingtoDeci(1972)therearetwofacetsofanexternalreward;1)thecontrol-
lingpart,and2)theinformativepart.Thecontrollingpartisarguedtomakeadecreaseinthe
intrinsic motivation, meaning that a person will become less likely to perform an activi-
ty/behavior for no obvious reward,whereas the informative part is argued tomake an in-
crease in the intrinsicmotivation, leading toan increase the individual’sself-determination,
whichmakes the informative part of an external rewardmore desirable (Deci E. L., 1972).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
41
Additionally,WangandHou (2015)argue thatbehaviorsencouragedbycontrolledmotiva-
tion(i.e.externalincentives)areconsideredtobeoflowerquality,ifthereceiversexperience
it as an attempt to control their behavior, and thus behaviors encouraged by autonomy-
orientedmotivation(i.e.internalincentives)arevaluedtobeofhigherquality(Wang&Hou,
2015).Furthermore,WangandHou(2015)arguethat theautonomy-orientedmotivation is
referringtointernalincentiveswheretheindividualbehaviordonotcontributetoselfneeds
andbenefits,givingtheindividualafeelingofindependence,whichisoftenachievedwhenthe
individualperceive self-determination in selectingownobjectivesbasedonvaluesof inter-
ests,curiosity,orcare(Wang&Hou,2015).Hence,Vansteenkisteetal.(2007)arguethatin-
trinsic-oriented individuals arepreferring values such as for example self-actualization, de-
velopmentandgrowth,harmoniousrelationships,andchallengingtasks,whereastheextrin-
sic-orientedindividualsarepreferringvaluessuchasforexamplestatus,paymentandfacili-
ties,powerandahierarchicalposition,alongwithrewardsandmotivations(Vansteenkisteet
al.,2007).
AccordingtoSullivanetal.(2001)youngergenerationsaremoreconcernedaboutful-
fillingtheirindividualvaluesastheyarelookingforpotentialemployers,whileoldergenera-
tions have stronger ethical values and commitment (Sullivan, Sullivan, & Buffton, 2001),
whichissupportedbySenguptaetal.(2015),whoarguethatthereexistsagenerationalim-
pactonthejoboutcomeaswellasonthepersonalvaluesoftheindividuals(Senguptaetal.,
2015).BackhausandTikoo(2004)arguethatoncepotentialemployeeshavebeenattracted
towardsanorganization,theywilldevelopasetofassumptionsabouttheemploymentinthat
specificorganization,whichtheywilltakewiththemintotheorganizationandtherebysup-
porttheorganization’svaluesandenhancetheirowncommitmenttotheorganization,thatis
iftheseassumptionsaremetbytheorganization(Backhaus&Tikoo,2004).AccordingtoDa-
vies (2008),whoexplored the roleof employerbrandingandhow it is influencing theem-
ployees’perceiveddifferentiation,loyalty,satisfactionandaffinitytoanorganization,“people
associatewithbrandsthatallowthemtosustainordeveloptheirownself-image”(Davies,2008,
p. 678). This goes in linewith Collins’s (2007) suggestion that job seekers view upon and
opinionsaboutanorganizationasapotentialemployer(i.e.the‘employerknowledge’),which
includethefamiliarityandreputationoftheorganization,arestronglyaffectingtheinterestin
applyingfora jobataspecificorganization(Collins,2007).Consequently,effectiverelation-
shipsbetweentheemployeesandtheorganizationwillexist iftheemployerbrandingvalue
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
42
propositionsarealignedwiththeemployees’needsforworkvalues,hence leadingtotalent
attraction(andretentionaswell)(Senguptaetal.,2015).Therefore,itisindicatedthatorgan-
izationsneedtocontinuouslydeveloptheirvalues,butinordertokeepalinkagetothesocie-
ty, Sengupta et al. (2015) further argue that the organizations need to understand the em-
ployees’expectationsandpersonalvalues,whichthenwillinfluencetheemployees’attitudes
andbehaviorstowardstheorganization,astheemployeeslookingforjobsarehighlyawareof
thevaluesofferedbytheorganization(Senguptaetal.,2015).
3.2.2.GenerationY–Millennials
ItissuggestedbyJohnson(2002)thatanindividual’sworkvaluesareinfluencedbythe
associated generation (Johnson, 2002),which in this casemake it important tounderstand
the generation of newly graduates, thus understandingGenerationY. Since this research is
focusingonyoungtalents,informofnewlygraduates(i.e.universitystudentswhoareeither
still studyingorhave finished theirMaster’sdegreewithin the last twoyears), theywillbe
categorizedandanalyzedbythetheoryofGenerationY(alsocalledMillennials).This isde-
cided, as Generation Y is the latest generation entering the labour force, thusmost newly
graduatesareconsideredtobelongwithinthisgeneration(Krahna&Galambosb,2014;Queiri
etal.,2014),andsincethisgenerationisestimatedtocountformorethanhalfofthelabour
force within the next ten years, it is a particularly important generation (Tulgan, 2011;
MacDermott&Ortiz,2017).
AccordingtoEgriandRalston(2004),agenerationisdefinedbysubculturesthatreflect
theprevailing valuesof a historical period,which is determinedby cultural, economic, and
political developments, and thereby affecting the individual’s worldview (Egri & Ralston,
2004).Previously,severalresearchesanddefinitionsonGenerationYhavebeenmade,how-
everthisresearchfollowsthenewerdefinitionofferedbyHewlettetal.(2009),whereGener-
ationYisperceivedtobebornbetween1979and1994(Hewlettetal.,2009).Nevertheless,
theresearcheracknowledgetheterm‘NetGeneration’,introducedbyTapscott(1998),which
isargued toexistofpeoplebornbetween1977and1997,andperceivedas technologically
sophisticated people, who readily adapt new innovations into their daily environment
(Tapscott,1998).Additionally,Hansen(2013)define the ‘DigitalGeneration’,as thegenera-
tionbornfrom1994,asitisthefirstgenerationthathasbeendigitalalllife(Hansen,2013,p.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
43
6-27).Consequently,thisthesisperceivestheMillennials(i.e.GenerationY)asadigitalsavvy
generationbornbetween1979 and1994, thus agedbetween24 years and39 years at the
momentofthisstudy(Hewlettetal.,2009),whichisconsistentwiththepredominatingageof
therespondentsofthesurveywith82,3percentofthembeingagedbetween24yearsand31
years(seeAppendixA.2.)
Millennialsarearguedtobemostaffectedbyawarenessoftheorganizationasanem-
ployer,theperceptionsofhowfellowstudentsandfriendsperceivetheorganization’sreputa-
tion and their opinions regarding aspects of the specific job, such as for example payment,
development, and the interest in thework tasks itself (Jiang& Iles, 2011).Thismeans that
careeropportunities,includingchallengingandmeaningfultasksarecrucialtotheMillennials
(Shaw&Fairhurst,2008),andthatorganizationsneedtofostertheskilldevelopmentofthis
generationinordertokeepthemsatisfied(Özcelik,2015).Henceitisarguedthattheappli-
cantbehaviorofnewlygraduatesisbothinfluencedbythejobattributesaswellastheorgan-
izationalcharacteristics(Jiang&Iles,2011).InordertobuildrelationshipswiththeMillenni-
alsandencouragetoloyalty,NapoliandEwing(2000)suggestthatorganizationsneedtouse
thedigitalmedia,andattach theirbrands to thegeneration’svalues,whichwill require the
organizationstoobtainathoroughunderstandingoftheMillennialspsychographiccharacter-
istics(Napoli&Ewing,2000).
Today’sinteractivemediahaveprovidedthegenerationwithtoolstoreadilyaccessin-
formation,whichenablethemtobecriticalthinkersandprovidethemwithasenseofinde-
pendenceandautonomy(Tapscott,1998).Thusthegenerationisperceivedas intellectually
expressive, innovative, assertive and self-reliant (Tapscott, 1998; Hansen, 2013). Further-
more,theMillennials’areperceivedascollaborativeindividuals,whoarelesshierarchicaland
more unselfish, aswell as honest in their communications (Crutsinger, et al., 2009),which
make themmoreattracted toanorganizationwithamissionandvalues thatprovide them
with ameaning for the actualwork (Queiri et al., 2014). They areprimarilywell-educated,
creative,visualthinkersthatemphasizefunandexcitement,andwhowantinstantgratifica-
tion,whichtheyarenotshytotellothersabout(Crutsinger,etal.,2009).Generally,theyare
seen to have an aggressive approach to payment, and high expectations of a balanced
work/familylife,whiletheyatthesametimearequicktoriseupthecorporateladder,which
makethemlessemployer-loyal(Crutsinger,etal.,2009).Generally,theyhavehighambitions
aswellasexpectationstowardsanenjoyablejobwithfairnessandopportunities,whichmake
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
44
them confident an unafraid to move for the job and spread their knowledge (Kucherov &
Zamulin,2016).Millennialsareseenasglobalists,astheyknowalotaboutwhatisgoingonin
theworld,andtheyactuallyseemtocareaboutit(Kucherov&Zamulin,2016).
AccordingtoJohnsonandMortimer(2011)Millennials’careerchoicesandoutcomesare
shapedbytheirworkvaluesandtheperceivedimportanceofthespecificjobcharacteristics
(Johnson&Mortimer,2011),buttheseworkvaluesareclaimedtochangeconsiderablyasthe
Millennialscompleteeducations(Johnson&ElderJR.,2002)andexperiencethelabourmar-
ket(Johnson&Monserud,2010),whichaccordingtoJinandRounds(2012)willinducethem
to takeonnew ‘roles’ (Jin&Rounds, 2012).According to Johnson&Mortimer (2011), this
means that the intrinsic and extrinsicwork values, such as the preferences for interesting
workorforrewardslikepayment,canhavedifferentoriginsandoutcomes(Johnson&Mor-
timer,2011).Anemphasison theextrinsicworkvalues (i.e. externally inducedmotivation)
canbeexplainedbytheindividualisticandmorenarcissisticfeaturesdevelopedbyMillenni-
als,whichcanbeexpressedintheeligibilityattheworkplacewithconnectionbetweenper-
formanceandrewards(Queirietal.,2014).However,HajduandSik(2018)suggestthatthe
probability of choosing an interesting jobwith a goodpayment solution and goodworking
hours as the important factors decreaseswith age; the job security is perceived as equally
importantinallages;whereastheprobabilityofchoosingausefuljobastheimportantfactor
willincreasewithage(Hajdu&Sik,2018).Consequently,itisarguedthattheindividualistic
andmorenarcissisticworkvalueswillbecomeless important,andthemoreholisticandal-
truisticworkvalueswillbecomemoreimportantwithage(Hajdu&Sik,2018).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
45
CHAPTER4
FINDINGS
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
46
4.Findings
Thissectionwillpresentandanalyzethefindingsofthecollectedempiricaldataforthis
research.ToensureanswerstothepropoundedRQs,theanalysishasbeendividedintothree
overall sections, containing relevant subparts in order to focus on todays newly graduates’
workvaluepreferencesandtheinfluenceofgraduateprograms,thesmallerDanishorganiza-
tions’handlingoftheintensifiedglobalcompetitionfornewtalents,andhowtheseorganiza-
tionscanbenefitfromusingtheconceptofemployerbranding.
4.1.WhoaretheNewlyGraduatesandwhat’sintheirTelescope?
Thefirstpartofthisanalysisfocusmoregenerallyonthenewlygraduates’workvalue
preferences,andwillfurthercontainasubsectionfocusingontheinfluenceofagraduatepro-
graminrelationtothenewlygraduates’workvaluepreferences.
As previously mentioned the respondents of the survey are primarily consisting of
NorthEuropean,femalesintheageof24to31years,withapredominatingeducationalback-
groundinHumanities,followedbyeducationalbackgroundsinSocialSciences,Business,and
EngineeringandNaturalScience.Commontoalmostallrespondents,by97,6percentisthat
theychosetheirspecificMaster’sdegreebasedonainterestinthechosenfield,howeverfor
nearly5percentitdidhaveaninfluencewhetheryouwerewellpaidaftergraduating.
Whenaskingthenewlygraduatesabout4specificfactorsandhowimportanttheyarein
relationtoafutureworkplace,theywereallratedinthehigherendofimportance.Whenask-
ingabouttheimportanceofanorganizationworkingwithinanindustryofthenewlygradu-
ates’interestandofferingtheminnovativeworkpractices,around90percentoftherespond-
entsfindthisofinterest,whichisshowninfigure2.However,byatakingcloserlookitisil-
lustratedthataround5percentofthenewlygraduatesfinditunimportant,ofwhommostly
respondentsare28+years.Additionally,tworespondentstatesinthefreetextbox,“Itmeansa
lottometoworkinanexcitingindustry”and“Thereishighunemploymentamongbiologists,so
Idonot feel that I canbe toopickyabout theworkplace I'mgoing towork for.Themost im-
portantthingformeisthatI'mgoingtoworkinanareaI'minterestedin”(seeAppendixA.2.).
Another respondent states, “It is preferable that thework I door the companyvaluesare in
somewayalignedwithmyownpersonalvaluesoraspirations.Thejobneedstobemeaningful”
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
47
(seeAppendixA.2.),indicatingthatthe‘right’organizationisofhighimportancetothenewly
graduates.
Figure2:Importanceofanorganizationofferinganindustryofinterest.
Whenasking about the importanceof anorganizationoffering social settings, such as
funworkingenvironmentorgoodcollegial relations,around87percentof therespondents
findthisofinterest,asillustratedinfigure3.Again,byatakingcloserlookitisillustratedthat
around3percentoftheoldernewlygraduatesfinditunimportant,asmostoftheseare32+
years,andmostofthesecomewithaneducationalbackgroundinbusiness.
Figure3:Importanceofanorganizationofferingsocialsettings.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
48
Whenaskingabouttheimportanceofanorganizationofferingeconomicvalueinterms
ofjobsecurity,promotionalopportunities,andaboveaveragesalary,thenewlygraduatesare
moreseparatedintheiranswersasillustratedinfigure4,witharound69percentofthere-
spondentsfindingitimportant,while23percentoftherespondentsarebeingindifferenton
theimportance.However,only7percentoftherespondentsindicatethatthisfactorisunim-
portant,ofwhommostlycomewithaneducationalbackgroundinBusiness,whichcanseem
kindofodd,henceitisevaluatedthatitdohavesomeinfluenceonthenewlygraduatesbutit
mightbeafactorthatisseenpoorlyuponasitcharacterizesthepersonwithaspecificimage.
Figure4:Importanceofanorganizationofferingeconomicvalue.
When asking about the importance of an organization offering training and develop-
ment, providing the newly graduates withmore confidence and enhance their experience,
whichcanbeusedasaspringboardtofuturejobpositions,around86percentoftherespond-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
49
0% 20% 40% 60% 80% 100%
DevelopmentChallengingtasks
ResponsibilityofowntasksSocialworkenvironment
Self-actualizationAcknowledgementandrewards
GrowthpotentialAboveaveragepayment
BigCitylocationHierarchicalposition
Awell-knownorganization
entsfindthisofinterest,asshowninfigure5.Though,thereareapartialnumber,withnearly
13percentofrespondentsfeelingunsureabouttheimportanceofthisfactor,orevenfindit
partlyunimportant,ofwhommostrespondentsarefemalesbeing32+years.
Figure5:Importanceofanorganizationofferingtraininganddevelopment.
Nevertheless,whenaskingthenewlygraduatesonmoredirect,single, isolatedvalues,
andhowimportanttheyare,thereseemtobealittlemorediversityintheanswers.Theval-
ues evaluated ofmost importance to the newly graduates, are the ones rated as ‘very im-
portant’ and ‘partly important’ by most respondents, which is illustrated in figure 6 and
shows that ‘Development, ‘Challenging tasks’, ‘Responsibilityofown tasks’and ‘Socialwork
environment’ are thevaluesevaluatedasmost importantvalues, of thosepresented in this
research,whenrelatedtonewlygraduates.
Figure6:Valuesofmostimportancetonewlygraduates.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
50
Onthecontrarythefourvaluesoflessimportancetothenewlygraduated,theonesrat-
edas‘veryunimportantand‘partlyunimportant’bymostrespondents,areillustratedinfig-
ure7andshows that ‘Awell-knownorganization’, ‘Hierarchicalposition’, ‘BigCity location’
and‘Growthpotential’,areevaluatedastheleastimportantvalues,ofthosepresentedinthis
research,whenrelatedtonewlygraduates.However,itisevaluatedthatthecommunication
topotentialemployeesandtheawarenessofanorganizationareofimportancetothenewly
graduates,as it impactsthenewlygraduates jobpreferencestosomeextend,which is illus-
tratedinfigure10laterinthissection.Therefore,thevalue‘Awell-knoworganization’should
notbeseenascompletelyunimportant.
.
Figure7:Valuesofleastimportancetonewlygraduates.
Additionally, the4values thataremost ratedas ‘Neitherunimportantnor important’,
includethevalues:‘Aboveaveragepayment’, ‘Companygrowthpotential’, ‘Hierarchicalposi-
tion’,and‘Self-actualization’,whichareillustratedinfigure8,indicatingthateithertheseval-
uesactuallyareindifferenttothenewlygraduates,oritispossiblethattherespondentsdid
notunderstandwhatwasmeantbythespecificvalues.However,thevaluerelatedtopayment
might indicate that newly graduates actually find this value of less importance, since this
questionreceivedahigherpercentageof ‘Neitherunimportantnor important’ thanthe first
question related to payment. Nevertheless, as one respondent state in the free textbox, “I
wouldonlytakethesegraduatepositionsifthesalarywouldbeashighasmynormalposition”
0%
10%
20%
30%
40%
50%
60%
70%
80%
Awell-knownorganization
Hierarchicalposition
BigCitylocation
Growthpotential
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
51
(seeAppendixA.2.), indicating that the payment still do have some influence on thenewly
graduates’jobpreferences.
Figure8:Valuesindifferenttonewlygraduates.
Whenaskingtherespondentswhatsizeoforganizationthatismostpreferabletothem,
theanswersvary,asillustratedinfigure9nearly6percentsaythatthelargerorganizations
aremostpreferable,ofwhommostrespondentsare32+yearsofage.Around21percentsay
that themedium-sizedorganizationsaremostpreferable,whilearound19percent say it is
thesmallerorganizationsthataremostpreferable,andwhole53percentoftherespondents
saidthatitdoesnotmatterwiththesizeoftheorganization.
Figure9:Mostpreferablesizeoforganizationbyage.
0%10%20%30%40%50%60%
Aboveaveragepayment
Companygrowthpotential
Hierarchicalposition
Self-actualization
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
52
Additionally, thenewlygraduateswereaskedhowanorganizationsabilitytopromote
it,affectstheirjobpreferences.Heremostoftherespondent’sanswersarecenteredto ‘Nei-
therlownorhighdegree’with45percent,andnearly26percentoftherespondent’sanswer
thatitaffectstheirjobpreferencestoalowerdegree.However29percent,ofwhomaremost-
lyagedbetween24-31years,dofeelthattheorganizations’abilitytopromotethemselvesare
affectingtheirjobpreferencestoahigherdegree,asshowninfigure10,whichindicatethat
thecommunicationtopotentialemployees,inthiscasenewlygraduates,andtheawarenessof
anorganizationareofimportance.
Figure10:Jobpreferencesaffectedbyawareness.
Therefore,generallywhenlookingatwhatworkvaluepreferencesthenewlygraduates
haveandwhethertheyareaffectedbythesizeorimageofanorganization,itcanbesaidthat
themostimportantvaluestonewlygraduates,accordingtothiscase,are‘Development,‘Chal-
lengingtasks’, ‘Responsibilityofowntasks’and ‘Socialworkenvironment’,whereastheval-
uesoflessimportance,andtherebyvaluesthatshouldnotbepaidasmuchattentiontobythe
organizations,are‘Hierarchicalposition’,‘BigCitylocation’and‘Growthpotential’.According
tothesefinding,mostnewlygraduatesdonotreallycareaboutthesizeoftheorganization,
however19percentofthemdofindsmallerorganizations,liketheonesinthisthesisofhigh-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
53
erpreference.Lastly,whenitcomestohowanorganizationsabilitytopromoteitaffectsthe
newly graduates jobpreferences,most of thenewly graduates in this research state that it
doesnotreallyhaveeninfluenceontheirjobpreferences.However,29percentstillthinkthat
theirjobpreferencesareinfluencedtoahigherdegreebytheorganizations’awareness.Addi-
tionally, as one respondent stated in the free textbox, “Howdosmallcompaniesshowthem-
selvesandthejobpositionstheyhaveavailable.Ihaveprimarilyfoundjobsuggestionsthrough
jobnet.dkasanexample”(seeAppendixA.2.),indicatingthatthenewlygraduatesarelooking
for thesmallerorganizations,howeversince theyarenotawareofwhotheyare, thenewly
graduatesdonotknowwheretolookforthemotherthanviaonlinejobsites.Hence,itbecame
clearthatthenewlygraduatesweremostlygettingawareofnewjobpositionsviatheinternet
intermsofforexampleonlinejobsites,whichmakestheinternetacentralpartoftheattrac-
tionofnewlygraduates.
4.1.1.TheInfluenceofGraduatePrograms
Basedonthesurveyitbecameclearthatmostnewlygraduates,by92percentofthere-
spondentsinthisresearch,wereawareofgraduateprograms,however,nearly47percentof
thoserespondentswerenotcompletelysureaboutwhatitactuallyis,andabout8percentof
thenewlygraduatesinthisresearchhaveneverheardoftheconceptbeforenow,asshownin
figure11.Those45percentof therespondents,ofwhomtheconcept iswellknow,arepri-
marilybelongingtotheagegroupbetween24and31yearsandpredominatedbyfollowing
threeeducationalbackgrounds:Business,IT&Design,andEngineeringandNaturalScience.
Thosewhohaveneverheardof theconceptofgraduateprogramsbefore,areprimarilybe-
long to the age group 32+ years and do mostly come with en educational background in
HealthandMedicalSciences.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
54
Figure11:AwarenessofGraduatePrograms.
Therespondentsweregiven this shortdescriptionofwhatgraduateprogramsare; “A
newway inwhichcompanies today try toattractnewgraduates, isbyofferinggraduatepro-
grams,which isakindof traineepositionwithamentorsystemforgraduateswhohavecom-
pletedaMaster’s degree. It is definedas a tailored1 to4-years career developmentprogram
withinanorganizationthatgivesupto4differentdepartmentrotations(oftenabroad)fornew-
lygraduates,whohavefinishedtheirMaster'sdegreewithinthelasttwoyearspriortoapplica-
tion” (seeAppendixA.1.), inorder forallof themtounderstand theconceptandbeable to
answerthequestionsofhowattractivetheyfindeightspecificelementsofsuchprograms.
So,whenaskingthenewlygraduatesabouttheattractivenessoftheseeightelements:1)
not much work experience is needed; 2) rotating in the company and try out different
tasks/departments; 3) getting a support system by having amentor; 4) possibilities to go
abroad; 5) most commonly offered in larger and well-known companies; 6) chances for a
permanentpositionafterwards;7)mostcommonlyacompetitivefield;and8)looksgoodto
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
55
haveontheresume,theelementsevaluatedtobethethreemostattractive,wasasillustrated
infigure12:chancesforapermanentpositionafterwards,gettingasupportsystembyhaving
amentor,androtatinginthecompanyandtryoutdifferenttasks/departments.
Figure12:MostAttractiveElementsofGraduatePrograms.
Thisillustratesthatthenewlygraduatesinthiscase,aremostattractedtotheelement
thatagraduateprogramenhancestheirchancesofapermanentpositioninanorganization
afterfinishingapotentialprogram,as93percentofalltherespondentsinthisresearchfind
thiselementattractive.Furthermore,itindicatesthatnewlygraduatesarehighlyfocusedon
theirpossibilitiesforpermanentpositions.Thesecondmostattractiveelementofagraduate
programthatnewlygraduatesofthisresearchfindattractive,by90percentoftherespond-
entsisthatagraduateprogramprovidesasupportsystembyhavingamentor.Thisindicates
thatthenewlygraduatesarevaluingthesupportandguidanceofhavingamentor.Thethird
most attractive element that the newly graduates find attractive, by 80 percent of the re-
spondents, is the rotationwithin anorganization,which allow them to try fordifferentde-
partmentsandtasks.Thus,itcanbesaidthatnewlygraduatesarehighlyattractedtotraining
anddevelopment,whichalsowasevaluatedtobethevalueofmostimportancetothenewly
graduatesasillustratedpreviouslyinfigure6.
Additionally, threeelementsof a graduateprogram thathasbeenmostoften ratedas
‘Veryunattractive’and‘Partlyunattractive’,includetheelements:Mostcommonlyacompeti-
0% 10%20%30%40%50%60%70%80%90%100%
Chancesforapermanentpositionafterwards
Gettingasupportsystembyhavingamentor
Rotatinginthecompanyandtryoutdifferenttasks/departments
Notmuchworkexperienceisneeded
Looksgoodtohaveontheresume
Possibilitiestogoabroad
Mostcommonlyofferedinlargerandwell-knowncompanies
Mostcommonlyacompetitivefield
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
56
0%10%20%30%40%
Mostcommonlyacompetitivefield
Possibilitiestogoabroad
Mostcommonlyofferedinlargerand
well-knowncompanies
tive field, Possibilities to go abroad, andMost commonly offered in larger andwell known
companies,asshowninfigure13.
Figure13:LeastAttractiveElementsofGraduatePrograms.
Thisillustrates,notsurprisingly,thatthenewlygraduates,byaround31percent,evalu-
atethehighlycompetitivefieldofapplicantsapplyingforgraduateprogramsastheleastat-
tractiveelementofagraduateprogram,indicatingthatmostnewlygraduatesofthisresearch
do not find such competitive environment attractive. As one respondent states in the free
textbox,“Inthisperiodtherearenotsomanygraduateprograms”(seeAppendixA.2.),indicat-
ingthatbynothavingenoughgraduateprogramsoffereditleadstostrongcompetition.How-
ever,asillustratedinfigure14around20percentoftherespondents,whohaveaneducation-
al background in Engineering and Natural Science find this competitive environment very
attractive.
Figure14:Attractivenessofthecompetitivefieldelementofagraduateprogram.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
57
Thesecondleastattractiveelementofagraduateprogramthatnewlygraduatesevalu-
atedby23percentistheelementofthepossibilitiesofgoingabroad,whichasillustratedin
figure15indicatesthattheattractivenessfornewlygraduatesofgoingabroaddecreaseswith
age.Asonerespondentstates,“Idon'tknowmuchabouttheprograms.Butiftheywerepossible
todowhilestayinghome,itwouldbeveryattractive.Withafamilyitisnotanoptiontotravel”
(seeAppendixA.2.).Thus,theolderthenewlygraduatesget,thelessattractiveitisforthem
togoabroad.
Figure15:Attractivenessofthegoingabroadelementofagraduateprogram.
The third least attractiveelementof a graduateprogram is theelement that graduate
programsmostcommonlyareofferedbylargerandwell-knownorganizations,with19per-
centoftherespondentsfindingthiselementunattractive.However,asillustratedinthefigure
16,mostrespondentscenteronanagreementofthiselementbeingmoreorlessunimportant.
Figure16:Attractivenessofthelargercompanieselementofagraduateprogram.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
58
Consequently,asillustratedinfigure17whenaskingthenewlygraduatesiftheywould
beinterestedinapplyingforsuchpositioninagraduateprogram,mostoftherespondents,by
nearly77percentanswerthattheywouldbeinterested,whilearound12percentofthere-
spondentswouldbeuninterested,andaround11percenthavenotmadeuptheirmind,thus
answering‘neitheruninterestednorinterested’.
Figure17:InterestinapplyingforaGraduateProgram.
Sincesuchalargenumberoftherespondentsfindthesegraduateprogramsofinterest,
itindicatesthattheperceivedvalueoftheelements:chancesforapermanentpositionafter-
wards,gettingasupportsystembyhavingamentor,androtatinginthecompanyandtryout
different tasks/departments, are of high importance to the newly graduates, and count for
more than the value of the unattractiveness of the least attractive elements, such as:most
commonlyacompetitivefield,possibilitiestogoabroad,andmostcommonlyofferedinlarger
andwellknowncompanies.Furthermore,tworespondentsstateinthefreetextbox,“Gradu-
ateprogramsareveryuncommoninmyacademic field(psychology),althoughIdothinkthat
theyareagoodidea”and“Graduateprogramsandpositionsshouldnotonlybeofferedbylarge
companies. I'm sure smaller businesses could arrange their own graduate programs without
havinglargebudgetsorwhateveritseemstotake.It'sagreatopportunityforcompanies,large
orsmall,toreallyshapeandtraintheiremployeestofittheirbusinessandneeds”(seeAppendix
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
59
A.2.),advocatingtheelementoftraininganddevelopmentishighlyattractive,notonlytoall
thenewlygraduatesbutalsofortheorganizations,largeorsmall.However,thelargenumber
ofrespondentsfindingtheseprogramsofinterestmightalsoindicatethatalotofnewlygrad-
uatesjustwantto‘getoutthere’andgetstartedontheircareerpath,asanotherrespondent
states, “Iamambivalentwithgraduateprograms - I justwant toenter the labormarketand
workhardtotoilmyselfforward,notintoanewhalf-educationcourse”(seeAppendixA.2.).
Consequently,onerespondentstatesinthefreetextbox,“Idon'tthinkgraduatesareun-
employedbecausetheydon'twantthejobsavailable.We'vejustbeenthroughalongperiodof
highunemployment,andthecompanieshavehadtheirchoiceofthelitter,becausesomanywell
oroverqualifiedpeoplehavebeenoutofwork.Nowthatthetimeshavechanged,andlesspeople
areoutofwork, it seemsthatthecompanieshaven'treally followedthetimes.Theystill think
theycanfindthesameoverqualifiedcandidatesandsotheywon'tsettleforanythingless.Inmy
areaofworkit'snearlyimpossibletofindanyjobopeningthatdoesn'tDEMAND3+yearsofex-
perience.THATiswhygraduatescan'tfindwork.Companiesarearrogantanddon'tthinkthey
shouldbetheonespayingbacksocietybyopeningupfor"lesser"qualifiedcandidates.Graduates
areawesomeandcompaniesshouldgiveusachancetogetstarted.I'vegottentiredofthede-
mandsaftertwoyearsandtwojobswheretheythoughtI'dbemuchbetterandmuchfasterat
everything,notgivingmeachancetoadjustandlearn(gotfiredbothtimesafter2-3months).In
short;morecompaniesshouldhiregraduatesandgivethemthesupportandtimetheyneedto
get started“ (see Appendix A.2.). Another respondent states, “IwishmyUniversity (Aarhus)
tookmoreinterestinourjobpossibilities” (seeAppendixA.2.).Thesestatementshighly indi-
catesthatthenewlygraduatesarehavingahardtimewhenitcomestojobsearch,andalmost
sounddesperateinordertogetajob,whichmightleavethemwithfallingdemandsandwork
valuepreferencesforafutureemployer.
4.2.OrganizationalFocusofSmallerDanishOrganizations
ThissecondpartoftheanalysiswillhaveitsfocusonthesmallerDanishorganizations’
handlingofthecompetitionfornewtalentbylookingattheirattitudesandexpectationsto-
wardsnewemployees.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
60
Basedonthetwoconductedinterviews,itbecameclearthateventhoughthetwoorgan-
izationswerethoughttobedifferent,intermsofoneorganizationbeinganoldfamilyowned
organization (BangsA/S) thatwas imagined to bemore traditional and old fashioned, and
anotherorganization(KonsolidatorA/S)beinganewlyestablishedtechorganizationthatwas
imaginedtobemoreboldandinnovative,theyweresurprisinglynotthatdifferentfromone
another. Both organizations have between five and eight employees and consist of a team
predominatedbypeoplewithaMaster’sdegreebehindthem,astheystate,“Mybigbrotheris
acandidate,Iamacandidatemyfatherisacandidate,[anonymized]isacandidate,[...][anon-
ymized]whoisourexportmanagerhealsohasacandidate”(seeAppendixC.1.line61-65)and
“[...]soit'scand.merc.aud’sasaccountantsandI'macand.polit.andcomesfromtheUniversityof
Copenhagen”(seeAppendixC.2. line.22-23).However, thebackgroundof thetwoorganiza-
tions’employeesvariesabit,sinceBangsA/Sisafamilyownedbusinessandthemajorityof
theemployeesarefamilymembers,asillustratedinthefirststatement,whereasthemajority
ofemployeesinKonsolidatorA/Sconsistofonlyhighlyexperiencedemployeesandaddition-
allystudentworkers,asstated“[...]fullyfledged,somearewithmanyyearsofprofessionalex-
perience,wheretheyoungestisintheearly40's.Soit'sallsomewithatleast20yearsofexperi-
ence”(seeAppendixC.2.line9-11).Furthermore,thetwoorganizationsvaryfromeachother
asBangsA/ShasplentyofyearsbehinditandKonsolidatorA/Sisanewlyestablishorganiza-
tion.
Ageneral thingbothorganizationshave incommonthough, is that theyarehighly fo-
cusedon thecustomerperspective, in termsofgettingmorecustomers,whichcanbe illus-
tratedinthesestatements,“[...]wespendalotofmoneyonit,butwedonotdothatbecausewe
wanttoattractnewemployees,becausewewanttoattractnewconsumers”(seeAppendixC.1.
line231-234)and “[...]wewouldverymuchliketohaveaveryhighbrandrecognitionwithin
ourtargetgroup[...]”(seeAppendixC.2.line264-265).Morespecifically,BangsA/Shasbeen
focusinga lotonreorganizing thecompany'sstructure, includingresourcesavingsandout-
sourcingofforexamplesalesstaff(seeAppendixC.1.line3-4and14).WhileKonsolidatorA/S
hasstartedtolookatglobalexpansionplans(seeAppendixC.2.line296).Thereforeitcanbe
evaluatedthatbothorganizationspaymoreattentiontotheircustomers, thantotheattrac-
tionofnewpotentialemployees.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
61
4.2.1.HiringNewlyGraduates–Aretheysugar-coatingit?
When it comes to the newly graduates, both organizations in this research talk well
aboutthesenewtalents,whoareperceivedtobea‘breathoffreshair’andgenerallyseento
beinnovative,open-mindedandeagertogetstartedontheircareer.Thisisexpressedbythe
CEOofBangsA/S in following twostatements, “[...]oftennewlyeducatedareveryhookedto
getoutandworkandtry itbecause theyhavebeen inschool for so longand it's like [...] they
havebeenwaiting for themomentwhentheycanenterthe labormarket” (seeAppendixC.1.
line84-87)and“It'sabigredemptionforthem.Sotheywouldverymuchliketolearn,theyare
veryopenandtheyarenotsoafraidofnewtasksandsomethinglikethat.So,theyhavethean-
tennasoutandthat'sreallypositive”(seeAppendixC.1. line89-91).WhenaskingtheCEOof
KonsolidatorA/S,heexpressitasfollowing,“Ilikeworkingwithyoungpeople.Definitely.Ilike
theyoungpeople;theycomewithanotheronecansay ‘freshness’,astheyhavefewerbarriers.
They come a lotmorewith 'that’s how I've always done, that's how it’s like being young', so
there'sanotherenergyandanotherwayofseethings”(seeAppendixC.2.line76-79).TheCEO
ofKonsolidatorA/Sfurtherexplainthatthenewlygraduatesaretechnologicallysavvycom-
paredtotheoldergenerationslikehimself,ashesay,“[...]wearen’tbetterourselves”(seeAp-
pendixC.2.line136-137)and,“Ifyouareabitolderlikeme,yousimplyhavetorecognizethat
therearemuchwedonotknowandthenyousimplyhaveto ‘walkoutonthethinice’andtry
somethings,andseewhatthehellishappening”(seeAppendixC.2.line142-144).Subsequent-
ly,theCEOofKonsolidatorA/Scontinuesbyexplaininghowtheygivetheirstudentworkersa
lotofresponsibilitybygivingthemmoreorlessfreereintodowhattheythinkisbestforthe
organization,astherearenooneelseintheorganizationwithexperiencewithintheirfieldof
study,towhichhestates,“Whenastudentcomesandsays,‘Ithinkweshoulddothis’.Firstly,I
havenoargument,nottodothat”(seeAppendixC.2.line129-130)and“Theydonotevenhave
toarguetheircase.Theyjusthavetocomeupwithanideaandtheywilltryitout”(seeAppen-
dixC.2. line133-134).Consequently,heargues, “even if it turnedoutnot tobeagood idea,
thenwehavelearnedfromit,youcansay”(seeAppendixC.2.line136-137).
Anotherthingtopointoutaboutthesmallerorganizations’viewonnewlygraduates,is
the potential of ‘shaping’ these new talents to fit into the organization and also that these
newlygraduatesareseentobe lessexpensive insalarycomparedto ‘normal’,moreexperi-
encedemployees.ThiscanbeseenastheCEOofBangsA/Sstatesthefollowing,“Onewhois
experienced,hashisroutinesand thatmeans thatyoucannotshapehimthesamewayyou
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
62
can with a new graduate” (see Appendix C.1. line 91-92) and “I think the interesting thing
aboutnewlygraduatesis,firstly,theyarecheaper.It'sabigfactorforasmallcompanylikeus
[...]. So it is amajor factor that one should not override. And that you can shape them, that
soundssobrutal,but[...]theydonotcomewithanypreconceptionsabouthowthingsaretobe
done.[...]youcantellthemwhatfitsinyourway,orthestructurethatalreadyexistsinthecom-
pany.Theyadaptmorethanpeoplewhomayhavebeenintheindustryforalongtime”(seeAp-
pendixC.1.line142-148).Alternatively,thehiringofnewlygraduatescanalsoleadto,asthe
CEOofKonsolidatorA/Sexplains,diversityattheworkplacewherethemajorityofemployees
are middle-aged. Hence, he argues, “There is no doubt that the next wewill employwill be
younger, iftheywanttobewithus. It'salwayshardtogetthefirstyounger,becausewe'reall
over40,theyneedtoagreewiththat.[...]wewanttheyoungpeople,inordertogetthiswide[...]
andthisdiversity”(seeAppendixC.2.line80-91).
Eventhoughthe twoorganizations talksowellabout thenewlygraduates,one theme
seemtoremaincrucial,namelythe levelofexperienceofthenewlygraduates,andthusthe
elements of the newly graduates being resource- and time-consuming in terms of training.
TheCEOofBangsA/SarguesthatthosewhohavefinishedaMaster’sdegreemightbemorein
controlandthereby“daretotryalittle.So,theyareindependentenough”(seeAppendix178-
179).However,regardingstudentsandtrainees,healsostates,“Itisalotmoretimeconsum-
ingyes.Theyarenotsoself-propelled,right?Theyoungertheyare,themoreyouneedtobeover
them, themore they comewith questions, they don’t dare somuch” (see Appendix C.1. 176-
178).Hence,itmakesitdifficulttogetaclearpictureofwhatBangsA/Sactuallymeanwhen
talkingabouthiringnewlygraduates,however,whenaskingwhotheyhirethemost,experi-
encedemployeesornewlygraduates,theanswerisclear,andtheCEOsays,“Ifwearetolook
backinourcase,wehavebeengoingmoreafterpeoplewithexperience”(seeAppendixC.1.line
126).TheCEOfurtherarguesthatthereasonforthisisbecausetheyareasmallorganization
anddonothavetheresources,ashestates,”weareasmallcompanysowehavealotunderthe
wings,thepeoplehave,theyhavemanytasksunderthewings,andthereforeitisimportantthat
youcanlandcontinuously,andthatwedonothavetheresourcesforsomeonetolookoveryour
neck”(seeAppendixC.1.line128-131).
This ‘thing’ with experience and resources seems to recur several times in the inter-
viewswithbothorganizations.When talkingwith theCEOofKonsolidatorA/S,heexplains
theimportanceofresourcesrelatedtohiringnewlygraduatesasfollowing;“Forsmallercom-
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
63
panies, trainingpositions [i.e. trainee or graduate positions] donotworkbecause youget as-
signedaverylargeresponsibility.Therearenoneofus,whohavethetimeortheabilitytobea
mentorforatrainee,ortoserve,soifyouwantsomethinglikethatthenyouneedtoworkina
bigcompany.So,insmallbusinessesyougetoutandthenyoumightgetaquarter'sintroduction,
andthenyoujustgetstarted”(seeAppendixC.2.line156-160).Hence,thereseemtobesome
kindof ‘agreement’ among thesmallerDanishorganizationson thismatter, and thatnewly
graduatesrathershouldbeemployedbylargerorganizations.LikewisetheCEOofBangsA/S
statesthefollowing,“wejustdon’thavetheresourcesandthestructuretosupportit.Itneedsto
beasomewhatlargercompany”(seeAppendixC.1.line165-166).Inthisrelation,theCEOof
KonsolidatorA/Sadvocatesthatnewlygraduatesshouldstarttheircareerinalargerorgani-
zation, as he states, “Imean,andthat'swhatIsaytoourstudentsaswell.Theperfectcareer
path,whetheryouwantthebigorthesmall,thatis,startinabigcompany.It'shardtogothe
otherwayaround.Startinabigcompany,becauseyougetsometoolsinadditiontoyourmas-
ter'sdegree[...]” (seeAppendixC.2. line180-184),andgoing further theCEOalmostunder-
mine the smallerorganizations, by stating, “It's justhardwhenyoustartsmall,youdon’tget
thesetools,youwillnotgetonthisfastexchangecourse,youdon’tgettheEnglishcourseandall
thesedifferentcourses.Thisisjustnothowitworksinthesesmallcompanies[...]”(seeAppendix
C.2.line190-193).
Thesamesituationor‘agreement’seemstobeapplyingwhentalkingmorespecifically
about graduate programs or the opening of a graduate position. In general there are not
enoughresources,however,whentheresearcheraskedtheCEOofBangsA/Smorespecifical-
ly,hestatedthefollowing,“well,wehavenotactuallydivedmoreintoit,ifitcanbedoneornot,
buttherearesomephysicalframestohinderit.Itdoesmeanthatyouneedsomemoreemploy-
ees,right.[...].SoIdonotthinkI'maloneaboutthis”(seeAppendixC.1.line170-174).Howev-
er,bothorganizationsfromthisresearchhaveorhavehademployedstudentworkerswitha
lotofresponsibility,andasstatedbytheCEOofKonsolidatorA/S,“Ithinkourstudentshave
beenveryhappytobehere,becausetheyasstudentshavebeengivenverymuchresponsibility,
becauseweareasmallcompany.So,thosecand.ling.merc’sthatwe'vebeenemployedwhilethey
arestillstudents;they'veactuallybeenactingmarketingmanagers”(seeAppendixC.2.line97-
100).ConsideredwithoneoftheCEO’spreviousstatements,“Ifyouareabitolderlikeme,you
simplyhavetorecognizethattherearemuchwedonotknowandthenyousimplyhaveto‘walk
outonthethinice’andtrysomethings,andseewhatthehellishappening”(seeAppendixC.2.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
64
line 142-144), this indicate that the organizations need or at least want some of the
knowledgefromtheMaster’sdegreestudentsorgraduated,buthowever,asstudentworkers,
asthenewlygraduatesareinlackofexperience,andthusthenewlygraduatesarebeingtoo
resource-andtime-consumingintermsoftrainingandguidingforafirstjobposition.
4.2.2.PersonalityWITHexperiences,please!
AccordingtobothCEO’sinthisresearch,thesmallerorganizationscanofferajobwith
plentyofdifferentworktasks,andalotofresponsibilityintermsofmoreleadingroles,ina
funanddynamicenvironment,however,forthe‘right’employeewithexperience.TheCEOof
BangsA/Sindicatesthis,ashestates,“Itwaslikearequirementtogetintothepositionthatyou
couldworkinthisprogram”(seeAppendixC.1.line119-121).WhereastheCEOofKonsolida-
torA/Sstatesitasfollowing,“[...]forthecompletelynewlyeducated,Iwouldrecommendmost
tosearchinthelargercompanies,asyougetsomeprettygoodtoolsatthelargercompanies.[...]
butotherwise thenhereagain three to five yearsof experience,which iswhat I'm looking for
rightnow.Well,wecanoffersomethingcompletelydifferentandasignificantlymoreinteresting
jobtotherightprofile”(seeAppendixC.2.line382-286).
Whenaskingmoreaboutwheretheyfindthese’right’candidates,itbecomesclearthat
manyofthesesmallerorganizations’recruitmentishappeningthroughownnetwork,forin-
stancetheCEOofBangsA/Sstatesthefollowing,“often,well,Ihaverecruitedthroughmyown
network”(seeAppendixC.1.line138)and“[...]initiallywetalktonetwork,andthenwepostit
onJobnetandLinkedIn.It'ssteptwo,becausethereusuallycomesalot”(seeAppendixC.1.line
207-208).Furtherheargues thata lotofsmallerorganizationsuse theirnetwork in there-
cruitmentofnewemployees,ashesays, “[...]manyofthesmallercompaniesemploythrough
networks.AndIthinktheydothatfortworeasons:that'sone,tosavemoney;andtwo,because
youfeellikeyoucantrustmoreonyournetwork,well,thenthereferenceisalreadytaken”(see
AppendixC.1.line218-220).Thisindicatesthatmuchrecruitmentinsmallerorganizationsis
happeninginsomewhat‘closed’circleswithintheirownnetwork,makingitdifficulttoknow
about theorganizationand itspossible jobpositions.However, it ispossible toget through
theeyeof theneedle,whichcanbe illustratedbyanexampleofBangsA/S,as theyhireda
newlygraduate,straightoutofschool,basedonnetwork(seeAppendixC.1.line132-134).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
65
More focus andattentionhavebeengiven to socialmedia andonline jobsites aswell.
Thedifferentoptionsareusedindifferentwas,justastheCEOofBangsA/Sindicatedbyus-
ingownnetworkas firstpriorityandthenfollowedbyLinkedInandonline jobsites,he fur-
therargues,“LinkedInitismoreheavierprofiles,Jobindexitis,well,alittlemoreaverage”(see
AppendixC.1.line254).Nevertheless,insomesenseitmightopenupthemore‘closed’circle
ofrecruitmentinthesmallerorganizations.
4.3.IsEmployerBrandingNecessary?
Thisthird,andfinalpartoftheanalysiswillhaveitsfocusonthesmallerDanishorgani-
zationsandhowidentifiedareasfromtheconductedinterviews,canbenefitmoregenerally
fromusingtheconceptofemployerbranding.
Bothorganizationsinthisresearchseemtohavegoodjoboffers,however,onlyavaila-
ble for the ‘right’ candidate, as stated by the CEO of Konsolidator A/S, “Well,we can offer
somethingcompletelydifferentandasignificantlymoreinterestingjobtotherightprofile”(see
AppendixC.2.line382-286).Thismakesitcrucialtobeabletoattractthese‘right’candidates.
Especially, asa smallerorganizationwith lessawareness, as indicatedby theCEOofBangs
A/S,“[...]mostcertainlyachallengethere,thattheydon’tknowustothesameextent.[...]some
studieshavebeenmadeshowingthatstudentsprefertoenterintothecompaniestheyknow,and
well,that’swhatyousufferunderasasmallercompany,andsomethingonejustmustrecognize
andthen‘runfaster’togettherightemployees”(seeAppendixC.1.line194-198).However,for
somesmallerorganizations it canseemtobeadifficult ‘mission’ to find these ‘right’ candi-
dates,whichiswhytheyappreciatehonestyandvaluetheiremployees,astheCEOofKonsol-
idatorA/Sargue,“WhatIcan’tuseforanythingisifpeoplesaytheycandosomethingthatthey
reallycan’t.Andifyoudon’tsay, ‘Idon’treallyknowanythingabout[...],butI'mgoodat[...],I
havenotworkedwith[...]before,sothatIdon’tknowanythingabout’.Thiscanbereliedon,and
thenwemustjustfindoutofit.[...]ifweshoulduseanexternalagencytohelpyou[...],andten
calmlyyou'lllearnsomethingfromit.That'sfine”(seeAppendixC.2.line397-402).
Nevertheless, as both organizations in this research have indicated that they have a
somewhatlowgeneralawareness,especiallyasanemployeramongnewpotentialemployees,
andastheCEOofKonsolidatorA/Sstates,“wewouldverymuchliketohaveaveryhighbrand
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
66
recognition[...]”(seeAppendixC.2.line264-265),itwouldbeessentialtolookattheorganiza-
tionalawarenessviatheconceptofEmployerBranding,asitcanbeusedasastrategictoolin
ordertoattractthe‘right’employeesandbeperceivedas‘agreatplacetowork’,regardlessif
itsnewlygraduatesormoreexperiencesemployees(Minchington,2010).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
67
CHAPTER5
DISCUSSION
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
68
5.DISCUSSION
This sectionwilldiscuss the findingspreviouslypresentedwith the theoretical frame-
work of the research, in order to reflect different interpretations critically, and thereby be
abletoanswerthepropoundRQsofthisthesis.Consequently,thediscussionwillbedivided
intothreeoverallparts,coveringtheaspectsof:firstly,thenewlygraduates’workvaluepref-
erences, and if graduateprogramsare affecting theirpreferences towards a specific sizeof
organization; secondly, how smallerDanish organizations can benefit fromusing employer
branding to attractnewlygraduates; and lastly, howsmallerDanishorganizationsarehan-
dlingtheintensifiedglobalcompetitionfornewtalents.
5.1.TheGenerationofNewlyGraduates
One aspect of this thesis seeks to examine newly graduates’ work value preferences
when looking for an employer, andhowor if graduateprogramsare affecting theirprefer-
ences towards a specific size of organization. As previously mentioned in the theoretical
framework(seeSection3),workvaluesareseenasaperceptionofemployees’preferences
(Dose,1997),influencingtheirbehavior,attitudeandeventuallytheircommitmenttoanor-
ganization based on either intrinsic or extrinsic values (Vansteenkiste, Neyrinck, Niemiec,
Soenens, DeWitte, & Van den Broeck, 2007). Based on the theory of motivation (i.e. self-
determination theory) thathasbeenwellused to investigatehowbehavior is induced, it is
arguedthatnewlygraduatescanbemotivatedtoaspecificbehavior,suchasattractingthem
toaspecificorganizationandapplyingfora job,bybothexternally inducedvalues(i.e.con-
trolledmotivation) and internally induced values (i.e. autonomousmotivation) (Deci E. L.,
1972;Deci,Koestner,&Ryan,1999;Wang&Hou,2015),whichmakesitimportanttoknow
thesenewlygraduates’workvaluepreferencesinordertoattractthemasnewpotentialem-
ployees.
Asmentionedinthefindings(seeSection4)thefourmostimportantvaluesofthenewly
graduates’relatedtotheirchoiceofemployerare:Development,Challengingtasks,Responsi-
bilityofowntasks,andaSocialworkenvironment.Accordingtothefindingsofthesurveyit
wasfurtherevaluatedthattwobasicvalues,suchas‘interest’and‘meaning’,werehighlyim-
portant,whichwasseeninseveralstatements.Thissignifiesthatthe‘right’organizationisof
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
69
highimportancetothenewlygraduates,eventhoughsomeofthemmighthaveahardtime
findinga job.These findingssupport theclaimsofSullivanetal. (2001)andSenguptaetal.
(2015),arguingthatyoungergenerationsareconcernedabout fulfillingtheir individualval-
ues when looking for potential employers. Therefore, as claimed by Shaw and Fairhurst
(2008)andÖzcelik(2015),thefindingsofthesurveymadeforthisresearchalsosupportthat
careeropportunities,whichincludechallengingandmeaningfultasksarecrucialtothenewly
graduates,andthatorganizationsneedtofosterskilldevelopmentinordertokeepthemsat-
isfied.Accordingly,thesefindinggoinlinewithJiangandIles(2011),astheapplicantbehav-
iorofnewlygraduatesisbothinfluencedbyjobattributesaswellastheorganizationalchar-
acteristics.
Thenewlygraduatesareseenasintrinsic-orientedindividuals,whohaveahighfocuson
internally inducedvalues, thus theyareevaluated tobemostmotivatedbyautonomous in-
centiveswheretheydonotfeel‘controlled’.Therefore,thisresearchfollowsVansteenkisteet
al.’s (2007) suggestion that the newly graduates prefer values, such as development and
growth, challenging tasks,andharmoniousrelationships.BasedonDeci’s (1972)claim, this
meansthat thenewlygraduateswillperformanactivityorbehavior,suchasapplying fora
job inaspecificorganization, fornoobviousrewardexcept thespecificactivityorbehavior
itself.Accordingly,ifanorganizationrewardsnewlygraduatesitshouldbedoneby‘informa-
tiverewards’,as isarguedtomakean increase in the intrinsicmotivation, leading toan in-
creasetheindividual’sself-determination.Onthecontrary,ifanorganizationmakes‘control-
lingrewards’it isarguedtomakeadecreaseintheintrinsicmotivationofthenewlygradu-
ates,whichmeansthattheywillbecomelesslikelytoforexampleapplyforajobinthatspe-
cificorganization.Therefore,thisresearchsupportstheclaimsofWangandHou(2015)that
behaviorsencouragedbyautonomy-orientedmotivationareevaluatedtobeofhigherquality,
andthatsuchbehaviordonotcontributetoselfneedsandbenefits,whichgivestheindividual
a feeling of independence, and thus often achieved when the individual perceive self-
determinationinselectingownobjectivesbasedonvaluesof interests,curiosity,orcare.As
previouslymentioned in the theoretical framework, theMillennials’ careerchoicesandout-
comes,arearguedtobeshapedbyworkvaluesandtheperceivedimportanceofthespecific
jobcharacteristics,whichareclaimedtochangeconsiderablywithage,whichthisthesissup-
ports,as itwasfoundthatnewlygraduatesbecamelessinterestedinthegraduateprogram
elementofgoingabroadastheyturnolder.Consequently,thetheoreticalframeworksuggest
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
70
thatanyindividualisticandmorenarcissisticworkvalueswillbecomelessimportant,andthe
moreholisticandaltruisticworkvalueswillbecomemoreimportantwithage(Hajdu&Sik,
2018).
5.1.1.ImportanceofGraduatePrograms
Aspreviouslymentioned in the findings (see Section 4), a large number of the newly
graduatesinthisresearch,nearly77percentfindgraduateprogramsofinterest,withhighest
attractiontowardstheelements:chancesforapermanentpositionafterwards,gettingasup-
port system by having a mentor, and rotating in the company and try out different
tasks/departments. This can be seen as an effect ofmost newly graduates generally being
highlyattractedtothetraininganddevelopment,whichisperceivedtobepartoftheirmost
important values as explained above in section5.1. This is evaluated to go in linewith the
theoreticalassumptions,asexplainedaboveinsection5.1.,sincetheseelementscanbeper-
ceivedasvaluesrelatedtodevelopmentandgrowth,challengingtasks,andharmoniousrela-
tionships,whichagainsupporttheclaimsbyVansteenkisteetal.’s(2007).Hence,thenewly
graduatesareevaluated toperformanactivityorbehavior, suchasapplying foragraduate
position,fornoobviousrewardexceptthespecificactivityorbehavioritself.
Thehighattractiontowardsvalues,suchastraininganddevelopment,mightalsobethe
reasonwhy somenewly graduates advocates these graduateprogramsashighly attractive,
notonlytothemselvesbutalsototheorganizations,astheygetto‘shapeandform’thenewly
graduatestofitrightintothespecificorganization.However,thelargenumberofnewlygrad-
uatesinterestedintheprogramsmightalsoindicatethatmanynewlygraduatesarehavinga
hardtimefindingajob,andjustwanttogetstartedontheircareerpath.
Consequently, as severalnewlygraduatespointout that theywish formore trustand
guidance fromtheorganizations,andalmostsounddesperate inorder togeta job, itmight
leave themwith fallingdemandsandworkvaluepreferences fora futureemployer.There-
fore, itcanbeevaluatedthatagraduateprogramorat leastsomeelementsofone,suchas:
chances forapermanentpositionafterwards,gettingasupportsystembyhavingamentor,
androtatinginthecompanyandtryoutdifferenttasks/departments,willhaveapositivein-
fluenceonthenewlygraduatesintermsofattraction.Onthecontrary,elementsuchas:most
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
71
commonlyacompetitivefield,possibilitiestogoabroad,andmostcommonlyofferedinlarger
andwellknowncompanies,areevaluatednottobeinfluencingthenewlygraduates.
5.2.WhySmallerOrganizationsneedEmployerBranding
Anotheraspectof this thesis seeks toexaminehowtheconceptofemployerbranding
canbeofbenefittosmallerDanishorganizationsinthecompetitionfornewlygraduates.As
previouslymentionedinthefindings(seeSection4),itisevaluatedthatthecommunicationto
potentialemployeesandtheawarenessofanorganizationareimportanttothenewlygradu-
ates,asitimpactsthenewlygraduatesjobpreferences,thusthevalueof‘Awell-knoworgani-
zation’shouldnotbeseenasunimportant.Thishavealsobeenindicatedby29percentofthe
newly graduates, feeling that the organizations’ ability to promote themselves are affecting
theirjobpreferencestoahigherdegree.However,itseemslikethenewlygraduatesarehav-
ingtroublefindingthesmallerorganizations,sincetheyarenotawareoftheirexistentsnor
wheretofindthem,otherthanviaonlinejobsites.
Thiscanseemkindofodd,asthesmallerorganizationsinthisresearcharguethatthey
arefacinglowawarenesschallengesofbeingasmallorganizationduetograduatespreferring
largerwell-knownorganizations,asindicatedbytheCEOofBangsA/S,“[...]mostcertainlya
challenge there, that theydon’tknowus to thesameextent. [...] somestudieshavebeenmade
showingthatstudentsprefertoenter intothecompaniestheyknow,andwell, that’swhatyou
sufferunderasa smallercompany” (seeAppendix C.1. line 194-198). Nevertheless, the two
smaller organizations in this research both indicate that theydonot have the recourses to
hirenewlyeducated,andthustheyadvocatethatthenewlygraduatesshouldstarttheirca-
reer in a largerorganization,where they canget the trainingandguidance theyneed.Fur-
thermore,accordingtothefindings(seeSection4),bothorganizationsinthisresearchseem
tohavegoodjoboffers,however,onlyavailableforthe‘right’candidates,whichinthiscasedo
not include newly graduates as they needmore experience, and in addition the candidates
willberecruitedbythesomewhat‘closed’circlewithintheirownnetworkatfirst,makingit
difficultfornewlygraduatestoknowabouttheorganizationsandanypossiblejobpositions.
Then,ifitbecomesnecessarysocialmediaandonlinejobsiteswillbeusedasasecondoption
inordertoattractnewemployeesofmore‘normal’character,asitisnotastrustedaswhen
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
72
usingnetwork.However,evenifthesmallerorganizationsarenotactuallyinterestedinem-
ployingnewlygraduates,itwillstillbecrucialtobeabletoattractthese‘right’candidates.
Aspreviouslymentionedinthetheoreticalframework(seeSection3),inordertoearna
competitiveadvantagetheconceptofemployerbrandingcanbeutilized,seeingtheorganiza-
tionasabrand that leadsemployees todevelopa closer relationshipwith it, influencedby
awareness,positiveattitudes,aswellasloyaltyandtrust.Thishighlightsemployerbranding
asawaytorecruitthe‘right’employees,byensuringadeliveryofthebrandpromisetothe
externalstakeholders(Ambler&Barrow,1996).Additionally,theperceivedvalueoftheem-
ployerbrandwilldependontheimportancetheemployeesareassigningtothespecificbene-
fits that the organization is able to deliver and differentiate from competitors (Ambler &
Barrow,1996).However, today it is not as ‘black andwhite’, as it has evolved to include a
moreholisticview,meaningthatanorganization’sattractivenesstonewemployees,aswell
as theorganization’s futureprofitability are to ahigherdegreedependingon theorganiza-
tion’sownwillingnessandabilitytorecognizetheemployeesandpotentialemployeesasim-
portantstakeholders(Preuss,Haunschild,&Matten,2009).Theevolvedconceptofemployer
branding thus include a more co-creative approach, including a sustainable and value-
creating processes,with an increased focus on stakeholder relationship, hence the concept
cannotsolelybeseenasaone-waytoolforrecruitment,andretentionofemployees,asstra-
tegicandholisticcommunicationhasbecomefundamental(Edwards,2010;Aggerholmetal.,
2011).Thisthesissupportsthesesuggestions,andsuggeststhatthesmallerDanishorganiza-
tionsshouldbeutilizingtheconceptofemployerbrandinginordertoattractandretainthe
‘right’andhighlyqualifiedemployees,whichintimesofprosperity,lowunemployment,and
increased competition for talents are seen to be evenmore crucial,making it important to
stayupdatedontheemployees’values(Glazer,Daniel,&Short,2004).
Anotherfinding,asmentionedpreviously(seeSection4), isthatthetwoorganizations
inthisresearchwanttoincreasetheirawarenessintermsofgettingmorecustomers,which
indicatethatbothorganizationspaymoreattentiontotheircustomers,thantotheattraction
ofnewpotentialemployees.However,sincetheconceptcannotsolelybeseenasaone-way
toolforrecruitment,andretentionofemployees,asstrategicandholisticcommunicationhas
becomeafundamentalpart,itisimportantforsustainabledevelopmentaswell.Moreover,it
hasbecomeespeciallyimportantwithemployeesofnewlygraduatesorMillennialsingeneral,
astheyarearguedtomakeupformorethanhalfofthelaborforcewithinthenext10years
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
73
(Napoli & Ewing, 2000; Krahna&Galambosb, 2014; Queiri, Yusoff, &Dwaikat, 2014;Man-
powerGroup,2016).Hence, it is important tobuildapositionas ‘anemployerofchoice’ for
today’sorganizations,whether it is largeorsmall, inordertoget theemployeesto ‘livethe
brand’,thuscreatingareputationintheireverydayinteractionsaswellasasocialinfluence
onstakeholders.
5.2.1.RaisingAwarenesswithEmployerBrandingValuePropositions
Basedontheabovediscussionaboutwhysmallerorganizationsneedemployerbrand-
ing,itwasindicatedthattheconceptcanbeseenasastrategictool,makingitpossibleforor-
ganizationstomarkettheiruniquevaluepropositionstoboththeircurrentandpotentialem-
ployees (Sengupta et al., 2015). Therefore, this thesis supports Glazer et al. (2004) and
Senguptaetal.’s(2015),suggestionsthattherightvaluepropositionarearguedtoattractthe
righttalents,bymatchingtheemployeevalueswiththeorganizationalofferings,andconse-
quently,themoretheindividualscanassociatewiththeofferedvalues,themoreattractedto
theorganizationtheywill feel.This,however,makesitcrucialtostayupdatedonthe ‘right’
employees’values,inthiscasenewlygraduates.
In order for the smallerDanish organizations to obtain this status as ‘an employer of
choice’, seven employer branding value propositions have been (re-)conceptualized by
Dabirian, Kietzmann, & Diba (2017), illustrating what people usually care about when
evaluating organizations. However, this thesis’ finding do not support all of these value
propositions. Asmentioned previously in the theoretical framework (see Section 3), these
sevenpropositionsinclude:1)thesocialvalue;2)theinterestvalue;3)Theapplicationvalue;
4) Thedevelopment value, 5) The economic value; 6) Themanagement value; and7) The
work/lifebalancevalue.Whenitcomestoextrinsicworkvalues(i.e.externallyinducedmoti-
vation,suchasstatus,paymentetc.), it is likelythatnewlygraduateswouldnotconsideran
organizationas‘anemployerofchoice’,iftheirpreferencesforextrinsicrewardsarenotade-
quatelyprovided(Queirietal.,2014).Meaning, ifnewlygraduatesdonotseea fitbetween
theirperformanceandthereceivedrewards,theirintentiontoapplyforajobmightbeweak-
ened.However,accordingtothefinding(seeSection4)inthisresearchthenewlygraduates
areperceivedtobestrivingtowardstheachievementofameaningfuljob,whichisinteresting,
challenginganddeveloping.Hence,thesevaluesareseenas intrinsicrewardsthataremore
desirable features thanextrinsic rewards for thenewlygraduates.Basedon the theoretical
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
74
frameworkofnewlygraduatesaspartoftheMillennials,itissuggestedthatthesepreferences
forintrinsicrewardshaveledtoariseofpositiveself-viewoftheMillennials,whichhaveat-
tributed toaperceptionof self-actualization that contribute to thegenerations’desire fora
morechallenginganddevelopingjob,whichthisthesissupports.Consequently,newlygradu-
ateshaveevolvedalowtoleranceforlesschallenginganddevelopingjobs,whichmakethem
lookforjobswithhigherimpact,makingintrinsicrewardsofmoreinfluenceinordertomake
newlygraduatesperceiveanorganizationas‘anemployerofchoice’.Basedonthetheoretical
frameworkofnewlygraduates,itcanbeevaluatedthattheMillennialsarelookingforamore
balancedwork/familylife,whichisarguedtoincreasetheirdemandformoreflexibilityand
‘freedom’intermsofforexampleworkinghoursandempowermentinordertomakerespon-
sibledecisions(Hewlettetal.,2009;Queirietal.,2014).However,thefindingofthisresearch
didnotsupport this.Nevertheless,as thenewlygraduatesseekandappreciatetrainingand
guidanceaswellasmentoring, itcanbeevaluatedthatthenewlygraduatespreferencesfor
social rewardswill be leading towardshigher expectations for a thoughtful and supportive
supervisor.As the theoretical frameworkof newly graduates suggest, another emphasis on
socialrewardscanbeindicatedbythenewlygraduates’wishforajobthatisperceivedasa
funandessentialworkplace,whichwillhaveasubstantialinfluenceontheirlevelofsatisfac-
tionandtheorganizationalcitizenship(Queirietal.,2014).However,thisisonlypartlysup-
portedbythefindings.
Assuggestedbythetheoreticalframework,thisgenerationarearguedtohavemoreal-
truisticworkvalues,includingbeinghelpfultothesociety,alongwithamoremoralandethi-
calconsideration,itislikelythatnewlygraduateswillhavehigherexpectationstotheorgani-
zations in formof for instancesocial responsibilityandethicalbehavior (Ng.,Schweitzer,&
Lyons, 2010). This is supported by this research, as findings suggest newly graduates are
seekingajobofmeaning.Consequently,thenewlygraduatescanbeseenassensitivetoim-
partialandunfairpracticesofanorganization,whichwillaffecttheirperceptionsofanorgan-
izationasan‘employerofchoice’(Aggerholmetal,2011;Queirietal.,2014).Asanexampleit
isarguedthatCSRinitiativesmightbeseenasanattractivemotivationthatpotentiallycould
increasetheemployee-organizationidentification,andinturnbeinfluencingtherelationship
andtheemployees’commitmenttothespecificorganization,asitisspeakingtotheintrinsic
workvalues(i.e.internallyinducedmotivation),whichisthevaluesarguedtodrivethenewly
graduates.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
75
5.3.DotheyhaveaSocietalResponsibility?
The lastaspect tobeaddressed in thisdiscussion ishowthesmallerDanishorganiza-
tionsarehandlingtheintensifiedglobalcompetitionfornewtalents.
Asmentionedpreviously inthe findings(seeSection4) itwas foundthateventhough
theDanishlaborforceatpresentisexperiencingthelowestunemploymentrateinyearsand
themarket is experiencinganeconomicupturn (DanmarksStatistik,2018), aswell asboth
practitionersandacademialiteraturehavebeenunderlininganintensifiedglobalcompetition
for talents, often addressed as ‘war for talent’ (Seerup, 2015; ManpowerGroup, 2016;
Lønstrup,2016;Kolesnikov,2018;Theureretal.,2018;Holst,2018),thisresearchhasfounda
paradox,namelythatnewlygraduatesarenot inhighdemand,rathertheyarefacingahard
time,havingtroublerelatedtojobsearch.AssuggestedbyCollins(2007)andasfirstantici-
pated, the relations between recruitment strategies and the application intentions and –
decisions aremoderated by brand awareness (Collins, 2007), arguing that larger organiza-
tionswouldhaveanadvantagewhentalkingaboutemployerbrandingandtheattractionof
newtalents, since theywouldberepresentedbyawell-knownbrand.Thus, theywereper-
ceived tohave strongerbrandawareness amongnewly graduates that consequentlywould
makethemmoreattractiveemployers,whichwereperceivednot tobe thecase forsmaller
Danish organizations with lower brand awareness among newly graduates, and thereby it
wasseentobesignificantlyimportantwithemployerknowledgeand–reputationinorderto
attract newly graduates to the smaller Danish organizations (Collins, 2007). Consequently,
this issupportedbythisresearch,asitfoundthesmallerDanishorganizationstobeexperi-
encing lowerawarenessand, that the largerorganizations seem tobe theones that runoff
withthenewtalents.However,what is interestinghere isthatthesmallerorganizationsdo
notseemtomind.Aspreviouslymentionedinthefindings(seeSection4),thisresearchfound
indicationsforthesmallerDanishorganizationsnotwantingtohirethenewlygraduates,and
ratheradvocatingthemtostarttheircareerinthelargerorganizations.
By lookingat theunemploymentrate inDenmark, it iscurrentlyat its lowest inmany
yearssincebeforethefinancialcrisis,butifwetakeafurtherlookatit,thepercentageofun-
employment seem to be highest among the age group, of which newly graduate belong to
(Danmarks Statistik, 2018). Looking at figure 18 the number of Danish organizationswith
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
76
employees,illustratesthatitisthelargerorganizations,whichemploythemostpeople,with
62percentofallfull-timeemployedpersons(DanmarksStatistik,2016).
Figure18:Numberoffull-timeemployeesbyenterprisesize(inpercent)(DanmarksStatistik,2016).
However, it is thesmallerorganizationsthataccount forthe largestnumberofDanish
enterprises,by96percent,asshowninfigure19,ofwhich80percentareorganizationswith
1-9employees,likethetwoorganizationsinthisresearch(DanmarksStatistik,2016).
Figure19:NumberofDanishenterpriseswithemployeesbysize(innumber)(DanmarksStatistik,2016).
1-9employees
10-49employees
50-99employees
100employeesandmore
0
10.000
20.000
30.000
40.000
50.000
60.000
70.000
80.000
90.000
100.000
1-9employees 10-49employees
50-99employees
100employeesandmore
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
77
Aspreviouslymentionedinthetheoreticalframework(seeSection3),theorganizations
todayaremoredependingonemployeecommitmenttotheirbrand,inordertoforexample
‘live the brand’, and acting as a an ‘organizational ambassador’, attracting new employees,.
Thisalsomakes theorganizationsexpectahigheremployeecommitment,asaresultof the
‘moral brand’, since ethical and social responsibility have become of higher interest to the
employees (Morsing,2006).Additionally,as the theoretical frameworksuggest, this iscom-
mittingfortheemployees,asitisaboutselectingbetween‘good’or‘bad’,whichtiestheem-
ployees’personalmoraltotheorganizationandmakethemidentifyingwiththeirjob(Gossett
&Kilker, 2006). This is supported by the findings, as the newly graduates perceive values,
suchasorganizationalmeaningand interestofhigh influence.Therefore, theorganization’s
attractivenesstonewemployees,aswellastheitsfutureprofitability,aredependingonthe
organization’sownwillingnessandabilitytorecognizetheemployeesandalsopotentialem-
ployeesas importantstakeholders thatcontribute to thecorporatebrand inamoreholistic
way (Preuss, Haunschild, &Matten, 2009). Hence, employer branding and good employee-
employerrelationsarecrucial.Nevertheless, itbecomesparticularly importanttothenewly
graduates,asthedemographicchangehasandwillfurtherresultinasignificantchallenge,in
terms of organizations replacing retiring experienced employeeswith younger and signifi-
cantlydifferentemployeesinformofMillennialsamongothers(Napoli&Ewing,2000;Krah-
na&Galambosb,2014;Queiri,Yusoff,&Dwaikat,2014;ManpowerGroup,2016),whoarear-
guedtomakeupformorethanhalfofthelaborforcewithinthenext10years(MacDermott&
Ortiz,2017).Butalso,assuggestedbythetheoreticalframework,becauseMillennialsarear-
guedtobemostaffectedbyawarenessoftheorganizationasanemployer,theperceptionsof
how fellow students and friends perceive the organization’s reputation and their opinions
regardingaspectsofthespecificjob,suchasforexamplepayment,development,andthein-
terestintheworktasksitself(Jiang&Iles,2011),whichindicatetheeffectoftheholisticview.
Furthermore,asmentionedpreviously inthetheoretical framework, it issuggestedby
Aggerholmetal.,2011thattheholisticexpansionoftheconceptsupportsthemorepragmatic
understanding of employer branding,where the organization can be seen as a resource to
constructionofindividuals’identity;organizationsarenolongerseenasstaticcorporateenti-
ties,butareratherseenasdynamicandevolvingco-constructionsdevelopedbyalltheorgan-
ization’sstakeholders;theemployeesarenolongerrecognizedasrawmaterial,butarerather
seenasaresourcetomeaning-makingandcorporatecitizens;andcommunicationthatisno
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
78
longerpurelyseenasatooltosolveproblems,butisincreasinglyrecognizedasfundamental
andsustainable to theorganization(Aggerholmetal.,2011).Followingthissuggestion, it is
arguedthattherearethreeaspectsofthesustainablepart,includingeconomic(i.e.arequired
part),legal(i.e.arequiredpart),andethical(i.e.anexpectedpart).Byfulfillmentofthesere-
sponsibilities, anorganizationwill lead to adesiredphilanthropicpositionwhere itwill be
seenas‘thegoodcorporatecitizen’(Schwartz&Carroll,2003).However,asthereseemtobe
some kind of ‘agreement’ among the smaller Danish organizations on thematter of hiring
newlygraduates,andthatthey insomewayadvocatethenewlygraduatestostart theirca-
reerinlargerorganizationsinsteadofsmaller,whilethesmallerorganizations,asthetwoin
thisresearch(i.e.1-9employees),aretheonesaccountingfor80percentoftheDanishenter-
prises,andwhileatthesametime,theunemploymentrateamongtheagegroupofwhichthe
newlygraduatesbelongtoarethehighestamongallinDenmark(DanmarksStatistik,2018),
itseemsdifficultfortheorganizationstoachievetheethicalaspectofthesustainablecommu-
nication.Hence,theseorganizationsmightbeperceivedatnot takingpartofthesocietalre-
sponsibility.Accordingly,aspreviouslymentionedinthefindings(seeSection4)itisargued
bysomeof thenewlygraduates,andalso theDanishsocio-economicmarketresearch insti-
tute, Arbejderbevægelsens Erhvervsråd, that the smaller Danish organizations should take
responsibilityandstarthiringsomeofthenewlyeducated(Bjørsted,2018).
5.3.1.EmployerBrandingUpsideDown
Theparadoxicalfindingmadetheresearcherthinkinmorecreativeways,thustheidea
ofturningtheconceptofemployerbrandingupsidedownappeared.
Itisseenasapossibilitythatthesmallerorganizationsdonotknowwhattheyneedhelp
for,orwhattheyaremissingouton,intermsofwhatthenewlygraduatescanofferthem.For
thebenefitofthesmallerorganizations,asmentionedpreviouslyinthefindings(seeSection
4)bothorganizationsofthisresearchhavetriedemployingstudentworkers,whoweregiven
muchresponsibilityand ‘acting’ ina leadingrole,thustheorganizationsshouldbeawareof
theskillsofthenewlygraduates,however,asoneoftheCEO’sargued,hedidnotknowany-
thingaboutmarketing, forexample.Thus,hisstudentworkersweregiven ‘freerein’andhe
nearlydidnotknowwhat theyweredoing.This indicates that theyoungerandmore tech-
savvygenerationofnewlygraduatesdohaveanadvantageinformofahighlyvaluedskill-set,
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
79
whichcanbeseenasaninherentability,however,itcanalsobeseenasadisadvantage,asthe
employers (mostly of older age)might not knowwhat they actuallywant of need help to,
whichmakethemunabletodefineitandthus,unabletosearchfortherighthelp.
Therefore,itmightbeanopportunitytoturntheconceptofemployerbrandingupside
down.Insteadofemployerbranding,asweknowit,itshouldbeseenasemployeebranding,
whereitwillbepossibleto‘turntheview’andseetheconceptfromtheemployee’sperspec-
tive,intermsofhowtheycanmakethemselvesattractivetothesmallerDanishorganizations.
Aconcreteexamplecouldpotentiallybeareversedjobfair,wherethenewlygraduatesinvite
companiestoattendafair,wherethegraduatesforexamplewillpresentskills,research,or
makingotherpresentations.However, thisofcourse ispractical ideas,whichneedmorere-
searchbeforeonecouldknowif itwouldhaveanyeffectontheunemploymentrateamong
thenewlygraduatesoramongthesmallerDanishorganizationsandtheir‘resourcedemand-
ingview’onnewlygraduates.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
80
CHAPTER6
CONCLUSIONANDFUTURERESEARCH
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
81
6.CONCLUSION
Thetheoreticalframework(seeSection3),suggestsworkvaluestobeseenasapercep-
tionofemployees’preferences(Dose,1997),influencingbothbehavior,attitudeandeventual-
ly their commitment to an organization based on either intrinsic or extrinsic values
(Vansteenkiste,Neyrinck,Niemiec,Soenens,DeWitte,&VandenBroeck,2007)
Bylookingatthenewlygraduatesandtheirworkvaluepreferencesregardingorganiza-
tions as future employers, it can be said that the fourmost important values of the newly
graduates’relatedtotheirchoiceofemployerare:development,challengingtasks,responsi-
bilityofowntasks,andasocialworkenvironment.However,basedonthefreetextboxinthe
survey, two other values, such as ‘interest’ and ‘meaning’,were evaluated to be highly im-
portantaswell,andsignifiesthatthe ‘right’organizationisofhighimportancetothenewly
graduates.Hence,itisarguedthatnewlygraduatesareseenasintrinsic-orientedindividuals,
withahighfocusoninternallyinducedvalues,thustheyareevaluatedtobemostmotivated
by autonomous incentiveswhere theydonot feel ‘controlled’. Thenewly graduates are ar-
guedtoperformanactivityorbehavior,suchasapplyingforajobinaspecificorganization,
fornoobviousrewardexceptthespecificactivityorbehavioritself.Accordingly,ifanorgani-
zationrewardsnewlygraduatesitshouldbedoneby‘informativerewards’,asitisarguedto
make an increase in the intrinsic motivation, leading to an increase the individual’s self-
determination.Onthecontrary,ifanorganizationmakes‘controllingrewards’itisarguedto
makeadecrease in the intrinsicmotivationof thenewlygraduates,whichmeans that they
willbecome less likely to forexampleapply fora job in that specificorganization.Further-
more,itisworthnoticingthatthenewlygraduates’careerchoicesandoutcomes,areargued
tobeshapedbytheirworkvaluesandtheperceivedimportanceofthespecificjobcharacter-
istics,however,thiswillchangeconsiderablywithage.
When looking at the graduate programs, it is argued thatmost newly graduates find
such programs highly interesting, with particularly high attraction towards the three ele-
ments: chances for a permanent position afterwards, getting a support systemby having a
mentor,androtatinginthecompanyandtryoutdifferenttasks/departments.Thisisseenas
aneffectofmostnewlygraduatesgenerallybeinghighlyattracted to traininganddevelop-
mentvalues,asit isperceivedtobepartoftheirmostimportantvalues.Hence,mostnewly
graduatesfindthesegraduateprogramsveryattractive,howeverthiselementofattractionis
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
82
argued not to be based on the particular graduate program itself, but rather as the newly
graduatesseektoobtaintheirmostpreferredworkvaluepreferences,nomatter if it is ina
graduateprogramornot,thusseeking:development,challengingtasks,responsibilityofown
tasks,andasocialworkenvironment.
Whentalkingaboutemployerbranding,itisinthisresearcharguedthatthecommuni-
cationtopotentialemployeesandtheawarenessofanorganization,arehighlyimportantto
thenewlygraduates,as it impacts their jobpreferences,which iswhyorganizationsshould
not see this characteristic of ‘A well-know organization’ as unimportant. Furthermore, the
conceptofemployerbrandingarearguedtohelpearnacompetitiveadvantage,perceivingthe
organizationasabrandthatleadsemployeestodevelopacloserrelationshipwithit.Thus,it
willbeinfluencedbyawareness,positiveattitudes,aswellasloyaltyandtrust.Thishighlights
employer branding as away to recruit the ‘right’ employees, by ensuring a delivery of the
brandpromisetotheexternalstakeholders(Ambler&Barrow,1996).Additionally,theper-
ceivedvalueof theemployerbrandwilldependonthe importancetheemployeesassignto
the specificbenefits that theorganization is able todeliveranddifferentiate fromcompeti-
tors.Since thenewlygraduates todayare focusingmoreondevelopment,challengingtasks,
responsibility of own tasks, as well as the social environment, an organization should pay
moreattentiontothesevalueswhenitcomestoattractionandrecruitmentofnewlygradu-
ates.However,theorganizationsinthisresearchseemtohavesomekindof‘hiddenagenda’
bynotreallywantingtohirethesenewlygraduates,atleastnotbeforethegetsomeexperi-
ence. As, the concept of employer branding has evolved to amore holistic approach, being
moreorlessafundamentalpartofsustainablecommunication,itisarguedthatanorganiza-
tion’sattractivenesshasbecomehighlydependableontheorganizationsownwillingnessand
ability to recognize the employees and potential employees as important stakeholders
(Preuss,Haunschild,&Matten,2009).Thisalso includesthe increasedfocusonstakeholder
relationship, and thus the concept cannot solelybe seenas aone-way tool for recruitment.
Therefore, it is suggested that thesmallerDanishorganizationsshouldbeutilizing thecon-
ceptofemployerbranding inorder toattractandretain the ‘right’andhighlyqualifiedem-
ployees(Glazer,Daniel,&Short,2004).
However, the smaller Danish organizations seem to have forgotten their ‘societal re-
sponsibility’,sincetheyonlywanttohirenewlygraduatesasstudentworkers.Onesaposition
isopen,theyneedanexperiencedemployee,andnotsomenewlygraduates.Eventhoughthe
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
83
newlygraduateshavebeenworkingthereinanactingleaderrole.Thisisseenasaparadox,
sincethenewlygraduatesbelongtothelargestgroupofunemployment,andthesmalleror-
ganizations(i.e.1-9employees)belongtothelargestgroupofenterprisesinDenmarkby80
percent.Hence,itseemsdifficultfortheorganizationstoachievetheethicalaspectofthesus-
tainable communication,whichmight leave theorganizations tobeperceivedasnot taking
theirpartofthesocietalresponsibility.
Thisimpliesthattheyoungerandmoretech-savvygenerationofnewlygraduateshave
anadvantageinformofahighlyvaluedskill-setthatisperceivedasaninherentability,anda
disadvantage,astheemployers(mostlyofolderage)mightnotknowwhattheyactuallywant
ofneedhelp to,whichmake themunable to search for the righthelp.Therefore, lastly, the
researchersuggeststurningtheconceptofemployerbrandingupsidedown,makingtheem-
ployees, in this case the newly graduates, attractive to the employers. More concrete, this
couldbepotentiallybeviaareversedjobfair,givingnewlygraduatesthechancetopresent
skills,research,ormakingotherpresentationsinordertoshowtheirworthanddestroythe
paradox.
6.1.LimitationsandFutureResearchThe results of this research start a new set of questions, whichwill need further re-
search.Eventhoughthis thesisoffersnewinsightsonsmallerDanishorganizationsandthe
newlygraduatesanno2018,itdoesmeetsomelimitations.
One limitation isseentoberelatedtotherelativelysmallsamples,regardingboththe
surveyandinterview,sincethisresearchhasbeenfocusingonthesmallerDanishorganiza-
tions and since themain respondents to the online survey come from thenorthernpart of
Europe, itneeds tobeborne inmind that it isnotpossible to take theseresultsandwiden
themtoothercountrieswithoutanyfurtherresearch.Therefore,itlimitsthegeneralizability
ofthefindings.However,inordertogainmoreinsights,alargersamplesizecouldbemade.
Another limitation is related to the fact that this research does not take any specific
companyindustryintoaccount.Therefore,beingmoreindustryspecific,mightgivesomeoth-
eranswers,differingfromtheonesinthisthesis,whichmightmakenewinsight.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
84
Thirdly, itwouldbe interestingtocomparethisresearchonnewlygraduateshavinga
master’sdegreewithotherpeoplefromGenerationY,inordertomakeunderstandingabout
ifitisdifferenttobeanewlygraduatehavingamaster’sdegreeseekingforajob,comparedto
anon-academic.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
85
CHAPTER7
REFERENCELIST
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
86
7.REFERENCELIST
Aggerholm,H.,Andersen,S.,&Thomsen,C.(2011).Conceptualisingemployerbrandinginsustainableorganisations.CorporateCommunications:AnInternationalJournal(16(2)),p.105-123.
Akademikerne(AC).(May.2010).Detfrievalgellerdetfriefald?-overgangenfrastudiumtiljob.retrieveMay.2018fraac.dk:http://www.ac.dk/media/99390/det_frie_valg.pdf
Allen,N.,&Meyer,J.(1990).Themeasurementandantecedentsofaffective,continuanceandnormativecommitmenttotheorganization.JournalofOccupationalPsychology(63(1)),p.1-18.
Alvesson,M.,&Sköldberg,K.(2018).ReflexiveMethodology.NewVistasforQualitativeResearch(ThirdEdition).London:SAGEPublicationsLtd.
Ambler,T.,&Barrow,S.(1996).Theemployerbrand.TheJournalofBrandManagement(3(1)),p.185-206.
Andersson,I.-M.,Gunnarsson,K.,Hedlund,A.,&Rosén,G.(2017).YoungPeople’sAttitudestoAttractiveWork,DuringandAfterUpperSecondarySchool.Nordicjournalofworkinglifestudies(7(1)).
Ardilla,Y.,&Salamah,U.(2018).CommunicationofOrganizationalPowertotheMillennialsGenerationintheSocialMediaEra,InIndonesiaInternationalGraduateConferenceonCommunication(IndoIGCC).Proceeding(2),p.680-691.
AarhusUniversitet.(Nov.2017).AARHUSBSSCAREER.RetrievedApr.2018fraGraduateprogrammes-hvad,hvordanoghvorfor?:http://studerende.au.dk/karriere/bss/karriereservice-for-studerende/har-du-overvejet-et-graduate-programme/graduate-programmes-hvad-hvordan-og-hvorfor/
Ashforth,B.,&Saks,A.(1996).Socializationtactics:longitudinaleffectsonnewcomeradjustment.AcademyofManagementReview(39(1)),p.149-178.
Özcelik,G.(2015).EngagementandRetentionoftheMillennialGenerationintheWorkplacethroughInternalBranding.InternationalJournalofBusinessandManagement(10(3)),p.99–107.
Backhaus,K.,&Tikoo,S.(2004).Conceptualizingandresearchingemployerbranding.CareerDevelopmentInternational(9(5)),p.501-517.
Balmer,J.,&Gray,E.(2003).CorporateBrands:Whatarethey:Whatofthem?EuropeanJournalofMarketing(37(7/8)),p.972-997.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
87
Barrow,S.,&Mosley,R.(2011).Theemployerbrand:Bringingthebestofbrandmanagementtopeopleatwork.
Berthon,P.,Ewing,M.,&LianHah,L.(2005).Captivatingcompany:dimensionsofattractivenessinemployerbranding.InternationalJournalofAdvertising(24(2)),p.151–172.
Bjørsted,E.(20.March2018).Arbejdsgiverneerforblændetafflaskehalse.RetrievedAugust2018fraAE-ArbejderbevægelsensErhvervsråd:https://www.ae.dk/artikler/arbejdsgiverne-er-forblaendet-af-flaskehalse
Brooks,M.,Highhouse,S.,Russell,S.,&Mohr,D.(2003).Familiarity,AmbivalenceandFirmReputation:IsCorporateFameaDouble-EdgedSword?JournalofAppliedPsychology(88(5)),p.904-914.
Bryman,A.(2016).SocialResearchMethods(5thEdition).Oxford,UK:OXFORDUniversityPress.
Carroll,A.,&Shabana,K.(2010).Thebusinesscaseforcorporatesocialresponsibility:areviewofconcepts,researchandpractice.InternationalJournalofManagementReviews(12(1)),p.85-105.
Chhabra,N.,&Sharma,S.(2014).Employerbranding:strategyforimprovingemployerattractiveness.InternationalJournalofOrganizationalAnalysis(22(1)),p.48-60.
Christensen,L.,&Cornelissen,J.(2011).BridgingCorporateandOrganizationalCommunication:Review,DevelopmentandaLooktotheFuture.ManagementCommunicationQuarterly(25(3)),p.383-414.
Clarke,M.(2017).Buildingemployabilitythroughgraduatedevelopmentprogrammes:AcasestudyinanAustralianpublicsectororganisation.PersonnelReview(46(4)),p.792-808.
Cockrell,R.,&Stone,D.(2010).Industrycultureinfluencespseudo-knowledgesharing:amultiplemediationanalysis.JournalofKnowledgeManagement(14(6)),p.841–857.
Collins,C.(2007).TheInteractiveEffectsofRecruitmentPracticesandProductAwarenessonJobSeekers’EmployerKnowledgeandApplicationBehaviors.JournalofAppliedPsychology(92(1)),p.180–190.
CompanYoungApS.(02.Feb.2015).GenerationY-Z-ledelse,motivationogbeskæftigelse.Retrieved30.March2018fraDANSKHR:http://www.danskhr.dk/media/1595/generation_y_-_ledelse-_motivation_og_beskaeftigelse.pdf
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
88
Connor,H.,&Shaw,S.(2008).Graduatetraininganddevelopment:currenttrendsandissues.Education+Training(50(5)),p.357-365.
Cornelissen,J.(2014).CorporateCommunication-Aguidetotheory&practice(4.Edition).Sage.
Cornelissen,J.,Haslam,S.,&Balmer,J.(2007).SocialIdentity,OrganizationalIdentityandCorporateIdentity:TowardsanIntegratedUnderstandingofProcesses,PatterningsandProducts.BritishJournalofManagement(18),p.1-16.
Creswell,J.(2013).QualitativeInquiry&ResearchDesign:ChoosingAmoungFiveApproaches(3rdEdition).LosAngeles,California,USA:SagePublications,Inc.
Crumpacker,M.,&Crumpacker,J.(2007).Successionplanningandgenerationalstereotypes:ShouldHRconsiderage-basedvaluesandattitudesarelevantfactororapassingfad?PublicPersonnelManagement(36(4)),p.349–369.
Crutsinger,C.,Reynolds,J.,Josiam,B.,Dotter,T.-V.,Thozhur,S.,Baum,T.,etal.(2009).AnempiricalstudyoftheworkattitudesofGenerationYcollegestudentsintheUSA:Thecaseofhospitalityandmerchandisingundergraduatemajors.JournalofServicesResearch(9(1)),p.5-30.
Dabirian,A.,Kietzmann,J.,&Diba,H.(2017).Agreatplacetowork!?Understandingcrowdsourcedemployerbranding.BusinessHorizons(60),p.197—205.
DanmarksStatistik.(31.August2018).Bruttoledighedenfalderlidt.RetrievedSeptember2018fraNytfraDanmarksStatistik:https://www.dst.dk/da/Statistik/nyt/NytHtml?cid=25907
DanmarksStatistik.(2016).Statistikbanken.RetrievedAugust2018fraErhvervslivetpåtværs:http://www.statistikbanken.dk/10100
Davies,G.(2008).Employerbrandinganditsinfluenceonmanagers.EuropeanJournalofMarketing(42(5/6)),p.667-681.
Dean,R.,Ferris,K.,&Konstans,C.(1988).Occupationalrealityshockandorganizationalcommitment:evidencefromaccountingprofession.Accounting,OrganizationsandSociety(13(3)),p.235-250.
Deci,E.L.(1972).Intrinsicmotivation,extrinsicreinforcement,andinequity.JournalofPersonalityandSocialPsychology(22(1)),p.113-120.
Deci,E.,Koestner,R.,&Ryan,R.(1999).Ameta-analyticreviewofexperimentsexaminingtheeffectsofextrinsicrewardsonintrinsicmotivation.PsychologicalBulletin(125(6)),p.627–668.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
89
Djøf.(2018).Graduatesogvejentilditførstejob.RetrievedApr.2018fraHvaderetgraduate-program?:https://www.djoef.dk/r-aa-dgivning/temp/graduate.aspx
Dose,J.(1997).Workvalues:anintegrativeframeworkandillustrativeapplicationtoorganizationalsocialization.JournalofOccupationalandOrganazationalPsychology(70(2)),p.219–240.
Dutton,J.,&Dukerich,J.(1991).Keepinganeyeonthemirror:imageandidentityinorganizationaladaptation.AcademyofManagementJournal(34),p.517-554.
Edwards,M.(2010).AnintegrativereviewofemployerbrandingandOBtheory.PersonnelReview(39(1)),p.5-23.
Egri,C.,&Ralston,D.(2004).GenerationCohortsandPersonalValues:AComparisonofChinaandtheUnitedStates.OrganizationScience(15(2)),p.210–220.
Eiberg,K.,Just,S.,Karsholt,E.,&Torp,S.(2013).Markedskommunikationipraksis(1stEdition).Samfundslitteratur.
Faarup,P.,&Hansen,K.(2010).Markedsanalyseiteoriogpraksis(1stEdition.,2).Århus,DK:Academica.
Flyvbjerg,B.(2003).FiveMisunderstandingsaboutCaseStudyResearch.inC.Seale,G.Gobo,J.F.Gubrium,andD.Silverman(eds),QualitativeResearchPractice.
Flyvbjerg,B.(2006).FiveMisunderstandingsAboutCase-StudyResearch.QualitativeInquiry(12(2)),p.219-245.
Fricker,R.(2017).Samplingmethodsforonlinesurveys.InN.Fielding,R.Lee&G.BlankTheSAGEHandbookofonlineresearchmethods.London,UK:SAGEPublicationsLtd.
Gaertner,S.(1999).Structuraldeterminantsofjobsatisfactionandorganizationalcommitmentinturnovermodels.HumanResourceManagementReview(9(4)),p.479-493.
Gibbs,G.(2015).AnalyzingQualitativeData.(E.b.Flick,Red.)London,UK:SAGEPublicationsLtd.
Gioia,D.,&Thomas,J.(1996).Identity,imageandissueinterpretation:sensemakingduringstrategicchangeinacademia.AdministrativeScienceQuarterly(41),p.370-403.
Glazer,S.,Daniel,S.,&Short,K.(2004).Astudyoftherelationshipbetweenorganizationalcommitmentandhumanvaluesinfourcountries.HumanRelations(57(3)),p.323-345.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
90
Goris,J.,Vaught,B.,&Pettit,J.(2000).Effectsofcommunicationdirectiononjobperformanceandsatisfaction:amoderatedregressionanalysis.TheJournalofBusinessCommunication(37(4)),p.348-368.
Gossett,L.,&Kilker,J.(2006).Myjobsucks.ManagementCommunicationQuarterly(20(1)),p.63-90.
Gotsi,M.,&Wilson,A.(2001).Corporatereputationmanagement:‘Livingthebrand’.ManagementDecision,39(2),p.99–104.
Graham,C.,&McKenzie,A.(1995).Deliveringthepromise:developingnewgraduates.Education+Training(37(1)),p.4-11.
Guba,E.,&Lincoln,Y.(2016).CompetingParadigmsinQualitativeResearch.IA.Bryman,SocialResearchMethods(Fifthedtition.,p.383-386).Oxford,UK:OxfordUniversityPress.
Hajdu,G.,&Sik,E.(2018).Age,Period,andCohortDifferencesinWorkCentralityandWorkValues.Societies(8(11)).
Hansen,S.S.(2013).Årgang2012–Sociallivogsamværientidmednyemedier(1st.Edition).InformationsForlag.
Hatch,M.,&Schultz,M.(2003).Bringingthecorporationintocorporatebranding.EuropeanJournalofMarketing(37(7/8)),p.1041-1064.
Hatch,M.,&Schultz,M.(2009).Brugditbrand:Udtrykorganisationensidentitetigennemcorporatebranding(2ndEdition,1).København:GyldendalBusiness.
Hatch,M.,&Schultz,M.(2002).Thedynamicsoforganizationalidentity.HumanRelations(55(8)),p.989–1018.
Haugh,H.,&Talwar,A.(2010).Howdocorporationsembedsustainabilityacrosstheorganization?AcademyofManagementLearning&Education(9(3)),p.384-396.
Hayman,K.,&Lorman,A.(2004).Graduatetrainingschemeshavedemonstrablyacceleratedpromotionpatterns.CareerDevelopmentInternational(9(2)),p.123-141.
Hækkerup,K.,Jensen,I.,Aagaard,L.,Østergaard,K.,&Steffensen,A.(20.Dec.2017).Erhvervslivetkalder:Derskalværekompetentehændernok.Debat.
Hewlett,S.,Sherbin,L.,&Sumberg,K.(2009).HowGenY&BoomersWillReshapeYourAgenda.Harvardbusinessreview(87(7/8)),p.71-76.
Holden,R.,&Jameson,S.(1999).ApreliminaryinvestigationintothetransitionandutilizationofhospitalitygraduatesinSMEs.TourismandHospitalityResearch(1(3)),p.231-242.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
91
Holst,C.(01.March2018).HR-chefer:Robotterkanfåstørrerolle,nårdusøgernytjob.(https://www.business.dk/karriere/hr-chefer-robotter-kan-faa-stoerre-rolle-naar-du-soeger-nyt-job,Red.)KARRIERE.
Holton,E.(1992).Teachinggoing-to-workskills–amissinglinkincareerdevelopment.JournalofCareerPlanning&Employment(Vol.52No.3),p.46-51.
IDALearning.(26.JAN.2017).Viden&Teknologi.Retrieved01.April2018fraIDAUniverse:https://universe.ida.dk/artikel/virksomheder-de-studerende-aner-ikke-hvad-graduate-programmer-er-46441/?utm_source=&utm_medium=partner&utm_content=textlink&utm_campaign=business_uge_9_link2jk
Irving,G.,&Meyer,J.(1994).Re-examinationofthemetexpectationshypothesis:alongitudinalanalysis.JournalofAppliedPsychology(79(6)),p.937-949.
Jesson,J.,Matheson,L.,&Lacey,F.(2011).DoingYourLiteratureReview.TraditionalandSystematicTechniques.UK:London:SAGEPublicationsLtd.
Jiang,T.,&Iles,P.(2011).Employer-brandequity,organisationalattractivenessandtalentmanagementintheZhejiangprivatesector,China.JournalofTechnologyManagementinChina(6(1)),p.97-110.
Jin,J.,&Rounds,J.(2012).StabilityandChangeinWorkValues:AMeta-analysisofLongitudinalStudies.JournalofVocationalBehavior(80),p.326–339.
Jobindex.(Feb.2012).Jobindex.RetrievedApr.2018fraKickstartkarrierensomgraduate:https://www.jobindex.dk/cms/Kickstart-karrieren-som-graduate?lang=da
Johnson,J.,&Rowlands,T.(2012).Theinterpersonaldynamicsofin-depthinterviewing.II.J.Marvasti,TheSAGEhandbookofinterviewresearch:Thecomplexityofthecraft(p.99-114).ThousandOaks,California,USA:SAGEPublications,Inc.
Johnson,M.(2002).Socialorigins,adolescentexperiences,andworkvaluetrajectoriesduringthetransitiontoadulthood.SocialForces(80(4)),p.1307-1340.
Johnson,M.,&ElderJR.,G.(2002).EducationalPathwaysandWorkValueTrajectories.SociologicalPerspectives(45(2)),p.113-138.
Johnson,M.,&Monserud,M.(2010).JudgmentsAboutWorkandtheFeaturesofYoungAdults’Jobs.WorkandOccupations(37(2)),p.194–224.
Johnson,M.,&Mortimer,J.(2011).OriginsandOutcomesofJudgmentsaboutWork.SocialForces(89(4)),p.1239-1260.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
92
Jusoh,M.,Simun,M.,&Chong,S.(2011).Expectationgaps,jobsatisfaction,andorganizationalcommitmentoffreshgraduates-Rolesofgraduates,higherlearninginstitutionsandemployers.Emerald,Education+Training(Vol.53No.6),p.515-530.
Keenan,A.,&Newton,T.(1986).Workaspirationsandexperiencesofyounggraduateengineers.JournalofManagementStudies(Vol.23No.2),p.224-237.
King,N.,&Brooks,J.(2018).ThematicAnalysisinOrganisationalResearch.IC.Cassell,A.Cunliffe,&G.Grandy,TheSAGEHandbookofQualitativeBusinessandManagementResearchMethods:MethodsandChallenges(p.219-236).London,UK:SAGEPublicationsLtd.
Knight-McCord,J.,Cleary,D.,Grant,N.,Herron,A.,Jumbo,S.,Lacey,T.,etal.(2016).Whatsocialmediasitesdocollegestudentsusemost.JournalofUndergraduateEthnicMinorityPsychology,(2),p.21-26.
Kolesnikov,I.(2018).WinningtheWarforTalent:Astudyonemployerbrandingfromacorporatecommunicationperspective.DepartmentofManagement.RetrievedfromAarhusUniversity.
Kolstrup,S.,Agger,G.,Jauert,P.,&Schrøder,K.(2014).Medie-ogkommunikationsleksikon(3).Samfundslitteratur.
Krahna,H.,&Galambosb,N.(2014).Workvaluesandbeliefsof‘GenerationX’and‘GenerationY’.JournalofYouthStudies(17(1)),p.92-112.
Kucherov,D.,&Zamulin,A.(2016).EmployerbrandingpracticesforyoungtalentsinITcompanies(Russianexperience).HumanResourceDevelopmentInternational(19(2)),p.178-188.
Lønstrup,A.(03.May2016).Danskevirksomhederkæmperomfremtidenstalenter.(https://www.business.dk/karriere/danske-virksomheder-kaemper-om-fremtidens-talenter,Red.)KARRIERE.
Lievens,F.,&Highhouse,S.(2003).Therelationofinstrumentalandsymbolicattributestoacompany’sattractivenessasanemployer.PersonnelPsychology(56(1)),p.75–102.
Lusch,R.,Vargo,S.,&O’Brien,M.(2007).Competingthroughservice:insightsfromservice-dominantlogic.JournalofRetailing(83),p.5–18.
MacDermott,C.,&Ortiz,L.(2017).BeyondtheBusinessCommunicationCourse:AHistoricalPerspectiveoftheWhere,Why,andHowofSoftSkillsDevelopmentandJobReadinessforBusinessGraduates.TheIUPJournalofSoftSkills,XI(2),p.7-20.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
93
Manfreda,K.,Berzelak,J.,Vehovar,V.,Bosnjak,M.,&Haas,I.(2008).Websurveysversusothersurveymodes:ameta-analysiscomparingresponserates.InternationalJournalofMarketResearch(50(1)),p.79–104.
ManpowerGroup.(2016).2016-2017TalentShortageSurvey.Retrieved30.Mar.2018fraManpowerGroup:https://www.manpowergroup.com/talent-shortage-2016
Mathieu,J.,&Zajac,D.(1990).Areviewandmeta-analysisoftheantecedents,correlates,andconsequencesoforganizationalcommitment.PsychologicalBulletin(108(2)),p.171-194.
Maxwell,G.,&Broadbridge,A.(2014).GenerationYgraduatesandcareertransition:Perspectivesbygender.EuropeanManagementJournal(32),p.547–553.
MærskGroup.(22.May2017).FactsandFigures.HentetfraMærsk:http://www.maersk.com/en/the-maersk-group/facts-and-figures
Millward,L.,&Brewerton,P.(1999).Contractorsandtheirpsychologicalcontracts.BritishJournalofManagement(10),p.253–274.
Minchington,B.(2010).Employerbrandleadership:Aglobalperspective.MileEnd,SA,Australia:CollectiveLearningAustralia.
Monalisa,R.,&Salamah,U.(2018).TechnologyasPoliticalBrandStrategyin2019GeneralElection:PartaiSolidaritasIndonesia.InIndonesiaInternationalGraduateConferenceonCommunication(IndoIGCC).Proceeding(2),p.463-478.
Morsing,M.(2006).Corporatemoralbranding.CorporateCommunication:AnInternationalJournal(11(2)),p.97-108.
Napoli,J.,&Ewing,M.(2000).TheNetGeneration.JournalofInternationalConsumerMarketing,(13(1)),p.21-34.
Ng.,E.,Schweitzer,L.,&Lyons,S.(2010).NewGeneration,GreatExpectations:AFieldStudyoftheMillennialGeneration.JournalofBusinessandPsychology(25(2)),p.281–292.
O’Reilly,C.,Chatman,J.,&Caldwell,D.(1991).Peopleandorganizationalculture:aprofilecomparisonapproachtoassessingperson-organizationfit.AcademyofManagementJournal(34(3)),p.487-516.
Pickton,D.,&Broderick,A.(2001).IntegratedMarketingCommunications.CorporateCommunications:AnInternationalJournal(6(1)),p.53-54.
Platt.,J.(1981).TheSocialConstructionof"Positivism"anditsSignificanceinBritishSociology,1950-80.PracticeandProgress:BritishSociology1950-1980.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
94
Porter,M.,&Kramer,M.(2006).Strategy&society:thelinkbetweencompetitiveadvantageandcorporatesocialresponsibility.HarvardBusinessReview(84(12)),p.78-92.
Preuss,L.,Haunschild,A.,&Matten,D.(2009).TheriseofCSR:implicationsforHRMandemployeerepresentation.TheInternationalJournalofHumanResourceManagement(20(4)),p.953-973.
Queiri,A.,Yusoff,W.,&Dwaikat,N.(2014).Generation-YEmployees’Turnover:Work-ValuesFitPerspective.InternationalJournalofBusinessandManagement(9(11)),p.199-210.
Robie,C.,Ryan,A.,Schmieder,R.,Parra,L.,&Smith,P.(1998).Therelationbetweenjoblevelandjobsatisfaction.GroupandOrganizationManagement(23(4)),p.470-496.
Rodwell,J.,Kienzle,R.,&Shadur,M.(1998).Therelationshipsamongwork-relatedperceptions,employeeattitudes,andemployeeperformance:theintegralroleofcommunication.HumanResourceManagement(37(3-4)),p.277-293.
Sarauw,L.(2014).Progressionpåtidogpåtværs.Fremdriftogfleksibiliseringsomstyringsregimepådevideregåendeuddannelser.DUT,DanskUniversitetspædagogiskTidsskrift(9(16)),p.6-15.
Saunders,M.,Lewis,P.,&Thornhill,A.(2012).ResearchMethodsforBusinessStudents(6thEdition.).UK:PearsonEducationLimited.
Schultz,M.(2005).ACross-DisciplinaryPerspectiveonCorporateBranding.InM.Schultz,Y.M.Antorini,&F.F.Csaba(Eds.),CorporateBranding:Purpose/People/Process,p.23-55.
Schultz,M.,Antorini,Y.,&Csaba,F.(2005).Towardsthesecondwaveofcorporatebranding:Corporatebranding;Purpose/People/Process(1st.Edition,2).CopenhagenBusinessSchoolPress.
Schwartz,M.,&Carroll,A.(2003).Corporatesocialresponsibility:athreedomainapproach.BusinessEthicsQuarterly(13(4)),p.503-530.
Seerup,T.(19.Jun.2015).TV2Nyheder,Business.Retrieved30.Mar.2018fraDIogLOadvarer:VimanglerkvalificeretarbejdskraftiDanmark:http://nyheder.tv2.dk/2015-06-19-di-og-lo-advarer-vi-mangler-kvalificeret-arbejdskraft-i-danmark
Sengupta,A.,Bamel,U.,&Singh,P.(2015).Valuepropositionframework:implicationsforemployerbranding.Decision(42(3)),p.307–323.
Shaw,S.,&Fairhurst,D.(2008).Engaginganewgenerationofgraduates.Education+Training(50(5)),p.366–378.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
95
Sousa-Poza,A.,&Sousa-Poza,A.(2000).Well-beingatwork:across-nationalanalysisofthelevelsanddeterminantsofjobsatisfaction.TheJournalofSocio-Economics(29(6)),p.517-538.
Sullivan,W.,Sullivan,R.,&Buffton,B.(2001).Aligningindividualandorganisationalvaluestosupportchange.JournalofChangeManagement(2(3)),p.247-254.
Tapscott,D.(1998).GrowingUpDigital:TheRiseoftheNetGeneration.NewYork:McGraw-Hill.
Teddlie,C.,&Tashakkori,A.(2010).Overviewofcontemporaryissuesinmixedmethodsresearch.InTashakkori,A.,&Teddlie,C.SAGEhandbookofmixedmethodsinsocial&behavioralresearch.ThousandOaks,CA:SAGEPublicationsLtd.
Theurer,C.,Tumasjan,A.,Welpe,I.,&Lievens,F.(2018).EmployerBranding:ABrandEquity-basedLiteratureReviewandResearchAgenda.InternationalJournalofManagementReviews(20),p.155–179.
Tulgan,B.(2011).GenerationY.Allgrownupandnowemergingasnewleaders.JournalofLeadershipStudies(5(3)),p.77-81.
Uddannelses-ogForskningsministeriet.(Feb.2018B).Dimensioneringafdevideregåendeuddannelser.RetrievedMay.2018fraumf.dk:https://ufm.dk/uddannelse/videregaende-uddannelse/dimensionering
Uddannelses-ogForskningsministeriet.(Feb.2018A).Fremdriftsreformen.RetrievedMay.2018fraufm.dk:https://ufm.dk/uddannelse/indsatsomrader/fremdriftsreformen
Uddannelses-ogForskningsministeriet.(Jan.2018C).Nyforsøgsordning:Fraseptemberkanenrækkekandidatuddannelserlæsespådeltid.RetrievedMay.2018fraufm.dk:https://ufm.dk/aktuelt/pressemeddelelser/2018/ny-forsogsordning-fra-september-kan-13-kandidatuddannelser-laeses-pa-deltid
VanRiel,C.,&Balmer,J.(1997).Corporateidentity:theconcept,itsmeasurementandmanagement.EuropeanJournalofMarketing(31),p.342.
Vansteenkiste,M.,Neyrinck,B.,Niemiec,C.,Soenens,B.,DeWitte,H.,&VandenBroeck,A.(2007).Ontherelationsamongworkvalueorientations,psychologicalneedsatisfactionandjoboutcomes:Aself-determinationtheoryapproach.JournalofOccupationalandOrganizationalPsychology(80),p.251–277.
Wang,W.-T.,&Hou,Y.-P.(2015).Motivationsofemployees’knowledgesharingbehaviors:Aself-determinationperspective.InformationandOrganization(25),p.1-26.
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
96
Wanous,J.,Poland,T.,Premack,S.,&Davis,K.(1992).Theeffectsofmetexpectationsonnewcomerattitudesandbehaviors:areviewandmeta-analysis.JournalofAppliedPsychology(77),p.288-297.
Weigelt,K.,&Camerer,C.(1988).Reputationandcorporatestrategy:areviewofrecenttheoryandapplications.StrategicManagementJournal(9),p.443-454.
Wickramasinghe,V.,&Perera,L.(2010).Graduates’,universitylecturers’andemployers’perceptionstowardsemployabilityskills.Education+Training(52(3)),p.226-244.
Yin,R.(2003).CaseStudyResearch–DesignandMethods(3.edt.).UK:SagePublications,Inc.,London.
Yin,R.(2006).MixedMethodsResearch:AretheMethodsGenuinelyIntegratedorMerelyParallel?ResearchintheSchools(13(1)),p.41-47.
Yin,R.(1981).TheCaseStudyCrisis:SomeAnswers.AdministrativeScienceQuarterly(26(1)),p.58-65.
Yin,R.(2013).Validityandgeneralizationinfuturecasestudyevaluations.Evaluation(19(3)),p.321–332.
ØrstedA/S.(u.d.).Investorer.Retrieved17.Apr.2018fraØrsted.com:https://orsted.com/da/Investors
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
1
APPENDIX
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
2
APPENDIX
A.SurveyPracticalities:Thesurveywasconductedinordertohelpansweringtheresearchquestionsofthisthesis.Themainpurposeofutilizingaquestionnaire istoexploreandmakeunderstandingsofthenewlygraduates’workvaluepreferences,andifgraduateprogramsareaffectingtheirprefer-encestowardsaspecificsizeoforganization.Inrelationtothissurveyitwaschosentouseanon-probability-basedsamplinginformofapurposivesamplethatallowtheresearchertoselecttheinterestgroupondecisionsmadebytheresearcher(fordetailedinformationseeSection2.3.1.).Thesurveywasonlymade inEnglish(seeAppendixA.1.)as theresearch isappointedbothDanishandinternationalgraduatesatanacademic level,whotherebyshouldbeabletoun-derstandEnglishtoagreatextent.Inordertoanalyzeontherespondentsanswersinthesurvey,therawdatahavebeentrans-ferredtoanexceldocument(seeAppendixA.2.).However,itcanonlybereadbyzoominginon thedocument in this thesis.Consequently, the researchermade itpossible toaccess therawdataonlineviaalink:http://www.survey-xact.dk/report/shared/5ea02396-a588-47b6-9bce-c0906f5c3460A.1.SurveySectionsandQuestions
Therightjobpositionsfornewlygraduates.Today,thereisanincreasedcompetitionfortalentedemployees,whichforcesorgan-izationstobeontheforefrontwiththeirrecruitmentstrategies.Iamresearching(formymasterthesis)howsmallerDanishorganizationscanparticipateintheglobalcompetitionfornewlygraduates,asIwanttohelpthesesmallerDanishorganizationsgettingbetteratofferingtherightopportunities/jobpositionsfornewlygraduates.Therefore,IneedrepliesfrommasterdegreestudentsorpeoplewhohavefinishedaMaster'sdegreewithinthelasttwoyears(completedin2016atthelatest).Thesurveywilltakebetween3-5minutestoanswer,andyouranswerswillbehighlyappreciated.
Gender?(1) qMale
(2) q Female
(3) q Other_____
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
3
Age?(1) q 19yearsorless
(2) q 20-23years
(3) q 24-27years
(4) q 28-31years
(5) q 32+years
Country?(1) q NorthernEurope(suchasChannelIslands,Denmark,Estonia,FaeroeIslands,Finland,Iceland,Ireland,
IsleofMan,Latvia,Lithuania,Norway,Sweden,UK,ÅlandIslands)(2) q SouthernEurope(suchasAlbania,Andorra,BosniaandHerzegovina,Croatia,Gibraltar,Greece,Holy
See,Italy,Kosovo,Macedonia,Malta,Montenegro,Portugal,SanMarino,Serbia,Slovenia,Spain)
(3) q EasternEurope(suchasBelarus,Bulgaria,CzechRepublic,Hungary,Poland,Moldova,Romania,Russia,Slovakia,Ukraine)
(4) qWesternEurope(suchasAustria,Belgium,France,Germany,Liechtenstein,Luxembourg,Monaco,Netherlands,Switzerland)
(5) q OutsideofEurope _____
AreyoustudyingaMaster’sdegree/completedaMaster’sdegreewithinthelast2years(com-pletedin2016atthelatest)?(1) q Yes
(2) q No
Youreducationalcourse(faculty)(1) q Humanities
(2) q EngineeringandNaturalScience
(3) q HealthandMedicalSciences
(4) q Business
(5) q SocialSciences
(6) q Law
(7) q ITandDesign
(8) q Other_____
WhydidyouchoosethatspecificMaster’sdegree?Selectallrelevantanswers.(1) q Ihadaninterestinthechosenfieldofstudy
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
4
(2) q Therewasalaborshortagewithinthechosenfieldofstudy
(3) q Itrunsinthefamilytostudywithinthechosenfieldofstudy
(4) q Itwasapopularstudychoiceamongmycircleofacquaintances(friends)whenIchosethefieldofstudy
(5) q YouarewellpaidafteryougraduateaMaster’sdegreewithininthechosenfieldofstudy
(6) q Other_____
Companiesarealwaysinterestedininformationabouthowtheyinthebestpossiblewaycanattractgraduates,whichiswhythenextcoupleofquestionsareaboutwhatkindoffactorsthatareimportanttoyouinrelationtoafutureworkplace.
Howimportantarethefollowingfactorsforyouinrelationtoafutureworkplace?Pleaseindicatehowimportantthefollowingfactorsareforyouonascaleof1-5,ofwhich1=Veryunimportant,2=partlyunimportant,3=neitherunimportantnorimportant,4=partlyimportant,5=Veryimportant.
1Veryunim-portant
2Partlyunim-portant
3Neitherun-importantnorimportant
4Partlyim-portant
5Veryim-portant
Thecompanyworkswithinanindustryofmyinterestanditoffersinnovativeworkprac-ticeswhereIgettousemycreativity
(1)q (2)q (3)q (4)q (5)q
Thecompanyoffersgoodso-cialsettingswithinafunwork-ingenvironmentandgoodcollegialrelations
(1)q (2)q (3)q (4)q (5)q
Thecompanyoffersgoodeco-nomicvalueintermsofjobsecurity,promotionaloppor-tunities,andanabove-averagesalarycompensation
(1)q (2)q (3)q (4)q (5)q
Thecompanyofferstraininganddevelopmentthatcanpro-videmewithconfidenceandenhancemyexperiences,whichcanbeusedasaspring-boardtofuturejobpositions
(1)q (2)q (3)q (4)q (5)q
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
5
Howimportantarethefollowingvaluestoyou?Pleaseindicatehowimportantthefollowingvaluesareforyouonascaleof1-5,ofwhich1=Veryunimportant,2=partlyunimportant,3=neitherunimportantnorimportant,4=partlyimportant,5=Veryimportant.
1Veryunim-portant
2Partlyunim-portant
3Neitherun-importantnorimportant
4Partlyim-portant
5Veryim-portant
Developmentopportunities (1)q (2)q (3)q (4)q (5)q
Companygrowthpotential (1)q (2)q (3)q (4)q (5)q
Challengingtasks (1)q (2)q (3)q (4)q (5)q
Bigcitylocation (1)q (2)q (3)q (4)q (5)q
Responsibilityforowntasks (1)q (2)q (3)q (4)q (5)q
Aboveaveragepayment (1)q (2)q (3)q (4)q (5)q
Self-actualization (1)q (2)q (3)q (4)q (5)q
Awell-knowncompany (1)q (2)q (3)q (4)q (5)q
Socialworkenvironment (1)q (2)q (3)q (4)q (5)q
Hierarchicalposition (1)q (2)q (3)q (4)q (5)q
Acknowledgementandre-wards
(1)q (2)q (3)q (4)q (5)q
Whatsizeofcompanyismostpreferableforyou?(1) q Largeorganizations(251+employees)
(2) qMedium-sizedorganizations(51-250employees)
(3) q Smallorganizations(1-50employees)
(4) q Idon’tcareaboutthesizeoftheorganization
(5) q Other_____
Towhatdegreedoesthecompany’sabilitytopromoteitselfwellaffectyouinyourjobprefer-ences?(1) q 1Verylowdegree
(2) q 2Lowdegree
(3) q 3Neitherlownorhighdegree
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
6
(4) q 4Highdegree
(5) q 5Veryhighdegree
Anythingyouwanttoadd?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Anewwayinwhichcompaniestodaytrytoattractnewgraduatesisbyofferinggraduateprograms,whichisakindoftraineepositionwithamentorsystemforgraduateswhohavecompletedaMaster’sdegree.Itisdefinedasatailored1to4-yearscareerdevelopmentprogramwithinanorganizationthatgivesupto4differentdepartmentrotations(oftenabroad)fornewlygraduates,whohavefinishedtheirMaster'sdegreewithinthelasttwoyearspriortoapplication.
Howawareareyouofgraduateprograms?(1) q Ihaveneverheardofitbeforenow
(3) q IhaveheardaboutitbeforebutIamnotcompletelysureaboutwhatitis
(2) q Itisawell-knownconcepttome
(4) q Other_____
Howattractivedoyoufindthesegraduateprogramelements?1=veryunattractive,2=partlyunattractive,3=neitherunattractivenorattractive,4=partlyattractive,5=veryattractive.
1Veryunat-tractive
2Partlyunat-tractive
3Neitherunat-tractivenorattractive
4Partlyattrac-tive
5Veryattrac-tive
Icangetthistypeofpositionwithoutmuchworkexperience
(1)q (2)q (3)q (4)q (5)q
Icanrotateinthecompanyandgettheopportunitytotryoutdifferenttasks/departments
(1)q (2)q (3)q (4)q (5)q
Igetasupportsystembyhav-ingamentor
(1)q (2)q (3)q (4)q (5)q
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
7
1Veryunat-tractive
2Partlyunat-tractive
3Neitherunat-tractivenorattractive
4Partlyattrac-tive
5Veryattrac-tive
Itgivesmetheopportunitytogoabroad
(1)q (2)q (3)q (4)q (5)q
Itismostcommonlyofferedinrelativelylargeandwell-knowncompanies
(1)q (2)q (3)q (4)q (5)q
ThereisagoodchancethatIgetapermanentpositioninthecompanyafterwards
(1)q (2)q (3)q (4)q (5)q
Itisacompetitivefield (1)q (2)q (3)q (4)q (5)q
Itlooksgoodtohaveonmyresume
(1)q (2)q (3)q (4)q (5)q
Wouldyoubeinterestedinapplyingforagraduateposition?(1) q 1Veryuninterested
(2) q 2Partlyuninterested
(3) q 3Neitheruninterestednorinterested
(4) q 4Partlyinterested
(5) q 5Veryinterested
Anythingyouwanttoadd?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Thankyouverymuchforparticipating.
MayIcontactyouforfurtherinformationonyouranswers?(1) q No
(2) q Yes,myemailis: _____
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
8
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
9
A.2.RawData
Gender? Age? Country?
Country? - Outside of Europe
Are you studying a Master’s degree/completed a Master’s degree within the last 2 years (completed in 2016 at the latest)?
Your educational course (faculty)
Your educational course (faculty) - Other
Why did you choose that specific Master’s degree?Select all relevant answers.
Why did you choose that specific Master’s degree?Select all relevant answers. - Other
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company works within an industry of my interest and it offers innovative work practices where I get to use my creativity
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good social settings within a fun working environment and good collegial relations
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good economic value in terms of job security, promotional opportunities, and an above-average salary compensation
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers training and development that can provide me with confidence and enhance my experiences, which can be used as a springboard to future job positions
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Development opportunities
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Company growth potential
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Challenging tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Big city location
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Responsibility for own tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Above average payment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Self-actualization
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - A well-known company
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Social work environment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Hierarchical position
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Acknowledgement and rewards
What size of company is most preferable for you?
What size of company is most preferable for you? - Other
To what degree does the company’s ability to promote itself well affect you in your job preferences?
Anything you want to add?
How aware are you of graduate programs?
How aware are you of graduate programs? - Other
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can get this type of position without much work experience
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can rotate in the company and get the opportunity to try out different tasks/ departments
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I get a support system by having a mentor
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It gives me the opportunity to go abroad
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is most commonly offered in relatively large and well-known companies
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - There is a good chance that I get a permanent position in the company afterwards
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is a competitive field
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It looks good to have on my resume
Would you be interested in applying for a graduate position?
Anything you want to add?
May I contact you for further information on your answers?
May I contact you for further information on your answers? - Yes, my email is:
Samlet status
Male20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 4 Partly important
5 Very important
5 Very important
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
1 Very unimportant
1 Very unimportant
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
5 Very interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 4 Partly important
5 Very important
3 Neither unimportant nor important
5 Very important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
2 Partly unimportant
I don’t care about the size of the organization
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 2 Partly unimportant 4 Partly important 4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
2 Partly unimportant
2 Partly unimportant
2 Partly unimportant
I don’t care about the size of the organization 2 Low degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
It runs in the family to study within the chosen field of study 5 Very important 5 Very important 4 Partly important 4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
4 Partly important
4 Partly important
2 Partly unimportant
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
4 Partly important
1 Very unimportant
2 Partly unimportant
Medium-sized organizations (51-250 employees)
4 High degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very interested No Gennemført
Male32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 4 Partly important 4 Partly important
5 Very important
4 Partly important
3 Neither unimportant nor important
1 Very unimportant
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
1 Very unattractive
4 Partly attractive
2 Partly unattractive
1 Very unattractive
5 Very interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
5 Very important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
4 Partly important
I don’t care about the size of the organization
1 Very low degree
I have heard about it before but I am not completely sure about what it is
1 Very unattractive
2 Partly unattractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly uninterested
Yes, my email is:
Ditte.helene@hotmail.com Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 2 Partly unimportant 5 Very important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
4 Partly important
4 Partly important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization 2 Low degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly interested
Graduate programs are very uncommon in my academic field (psychology), although I do think that they are a good idea.
Yes, my email is:
ida.ankerfelt@gmail.com Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 4 Partly important 5 Very important 5 Very important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study / Other
Continuation of My BA studies 5 Very important 5 Very important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
5 Very important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
2 Partly unimportant
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
1 Very unattractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
2 Partly unattractive
4 Partly interested No Gennemført
Male28-31 years Outside of Europe Greenland Yes Social Sciences
I had an interest in the chosen field of study / Other
It was the one I was qualified to study. 1 Very unimportant 5 Very important 5 Very important 5 Very important
5 Very important
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important 5 Very important
1 Very unimportant
1 Very unimportant
5 Very important
1 Very unimportant
1 Very unimportant
Medium-sized organizations (51-250 employees)
1 Very low degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
2 Partly unattractive
1 Very unattractive
4 Partly attractive
1 Very unattractive
5 Very attractive
2 Partly uninterested No Gennemført
Male32+ years
Eastern Europe (such as Belarus, Bulgaria, Czech Republic, Hungary, Poland, Moldova, Romania, Russia, Slovakia, Ukraine) Yes Business
I had an interest in the chosen field of study 5 Very important 5 Very important 5 Very important 5 Very important
5 Very important
5 Very important
4 Partly important
5 Very important
5 Very important 5 Very important
5 Very important
2 Partly unimportant
5 Very important
5 Very important
3 Neither unimportant nor important
I don’t care about the size of the organization
1 Very low degree
Very one sided and guiding questions, who wouldn't want to work in such a great company?
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly interested
I'm getting annoyed by the lack of effort put into these questions: How attractive do you find these graduate program elements? It is most commonly offered in relatively large and well-known companies
How am I supposed to answer this?
Yes, my email is:
ccna345@outlook.dk Gennemført
Female20-23 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 5 Very important 5 Very important 5 Very important
5 Very important
4 Partly important
4 Partly important
5 Very important
5 Very important
4 Partly important
4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
Medium-sized organizations (51-250 employees)
4 High degree
It is a well-known concept to me
4 Partly attractive
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested
Yes, my email is:
Miriam.Guenther@hotmail.com Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study
3 Neither unimportant nor important 4 Partly important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
5 Very important
1 Very unimportant
4 Partly important
Large organizations (251+ employees)
3 Neither low nor high degree
It is a well-known concept to me
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
1 Very unattractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly uninterested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 2 Partly unimportant
2 Partly unimportant
1 Very unimportant
3 Neither unimportant nor important
2 Partly unimportant
5 Very important
4 Partly important
2 Partly unimportant
1 Very unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
Small organizations (1-50 employees) 2 Low degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
1 Very unattractive
5 Very attractive
1 Very unattractive
5 Very attractive
3 Neither uninterested nor interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 5 Very important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
5 Very important
4 Partly important
4 Partly important
1 Very unimportant
4 Partly important
1 Very unimportant
5 Very important
I don’t care about the size of the organization
1 Very low degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very interested No Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
I don’t care about the size of the organization
4 High degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
4 Partly important
5 Very important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization 2 Low degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 4 Partly important 4 Partly important 5 Very important 4 Partly important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
5 Very important 5 Very important
5 Very important
4 Partly important
4 Partly important
4 Partly important
4 Partly important
Small organizations (1-50 employees)
4 High degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
4 Partly attractive
4 Partly attractive
1 Very unattractive
4 Partly attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
4 Partly interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
Small organizations (1-50 employees)
3 Neither low nor high degree
Dette spørgsmål kunne være delt op i to for mig "The company works within an industry of my interest and it offers innovative work practices where I get to use my creativity" Det betyder meget for mig at arbejde i en spændene branche, men det behøver ikke være med innovative opgaver.
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
2 Partly unattractive
3 Neither uninterested nor interested
Jeg har det ambivilient med graduate programmer - jeg vil bare gerne ud på arbejdsmarkedet og knokle mig fremad, ikke ind i et nyt, halvt uddannelsesforløb. No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 5 Very important
3 Neither unimportant nor important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
5 Very important
2 Partly unimportant
3 Neither unimportant nor important
4 Partly important
4 Partly important
Large organizations (251+ employees)
3 Neither low nor high degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very interested
Yes, my email is:
Mathias.ragn@gmail.com Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 2 Partly unimportant 1 Very unimportant
3 Neither unimportant nor important
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important
1 Very unimportant
4 Partly important
I don’t care about the size of the organization
1 Very low degree
I have never heard of it before now
5 Very attractive
2 Partly unattractive
2 Partly unattractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
10
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
11
Gender? Age? Country?
Country? - Outside of Europe
Are you studying a Master’s degree/completed a Master’s degree within the last 2 years (completed in 2016 at the latest)?
Your educational course (faculty)
Your educational course (faculty) - Other
Why did you choose that specific Master’s degree?Select all relevant answers.
Why did you choose that specific Master’s degree?Select all relevant answers. - Other
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company works within an industry of my interest and it offers innovative work practices where I get to use my creativity
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good social settings within a fun working environment and good collegial relations
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good economic value in terms of job security, promotional opportunities, and an above-average salary compensation
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers training and development that can provide me with confidence and enhance my experiences, which can be used as a springboard to future job positions
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Development opportunities
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Company growth potential
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Challenging tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Big city location
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Responsibility for own tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Above average payment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Self-actualization
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - A well-known company
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Social work environment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Hierarchical position
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Acknowledgement and rewards
What size of company is most preferable for you?
What size of company is most preferable for you? - Other
To what degree does the company’s ability to promote itself well affect you in your job preferences?
Anything you want to add?
How aware are you of graduate programs?
How aware are you of graduate programs? - Other
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can get this type of position without much work experience
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can rotate in the company and get the opportunity to try out different tasks/ departments
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I get a support system by having a mentor
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It gives me the opportunity to go abroad
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is most commonly offered in relatively large and well-known companies
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - There is a good chance that I get a permanent position in the company afterwards
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is a competitive field
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It looks good to have on my resume
Would you be interested in applying for a graduate position?
Anything you want to add?
May I contact you for further information on your answers?
May I contact you for further information on your answers? - Yes, my email is:
Samlet status
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important 5 Very important
5 Very important
2 Partly unimportant
3 Neither unimportant nor important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization
4 High degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly unattractive
3 Neither unattractive nor attractive
5 Very interested
Yes, my email is:
Sarahbuckspan@hotmail.com Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 4 Partly important 5 Very important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested
Yes, my email is:
Minelaoo92@live.dk Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important
3 Neither unimportant nor important 4 Partly important 5 Very important
4 Partly important
2 Partly unimportant
5 Very important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
2 Partly unimportant
1 Very unimportant
3 Neither unimportant nor important
5 Very important
1 Very unimportant
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
4 Partly attractive
5 Very attractive
1 Very unattractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study / There was a labor shortage within the chosen field of study / You are well paid after you graduate a Master’s degree within in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
5 Very important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
5 Very important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
5 Very important
I don’t care about the size of the organization
5 Very high degree
It is a well-known concept to me
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
1 Very unattractive
2 Partly unattractive
5 Very attractive
5 Very attractive
2 Partly unattractive
5 Very interested No Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study / It runs in the family to study within the chosen field of study
3 Neither unimportant nor important 5 Very important 4 Partly important 5 Very important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
5 Very important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
1 Very unattractive
4 Partly attractive
4 Partly interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important
3 Neither unimportant nor important 4 Partly important 5 Very important
5 Very important
4 Partly important
4 Partly important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
Small organizations (1-50 employees)
4 High degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
4 Partly attractive
1 Very unattractive
1 Very unattractive
4 Partly attractive
3 Neither unattractive nor attractive
1 Very unattractive
5 Very interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study / Other
The competencies allow for a wide range of jobs in engineering and IT 5 Very important 5 Very important 4 Partly important 4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
5 Very important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
2 Partly unimportant
Medium-sized organizations (51-250 employees)
4 High degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
1 Very unattractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Female32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 2 Partly unimportant 2 Partly unimportant 2 Partly unimportant 2 Partly unimportant
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
1 Very unimportant
3 Neither unimportant nor important
1 Very unimportant
2 Partly unimportant
1 Very unimportant
1 Very unimportant
3 Neither unimportant nor important
1 Very unimportant
I don’t care about the size of the organization
1 Very low degree
I have never heard of it before now
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
1 Very unattractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important 5 Very important 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
2 Partly unimportant
1 Very unimportant
4 Partly important
Medium-sized organizations (51-250 employees) 2 Low degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested
Yes, my email is:
Lisa.burmester@freenet.de Gennemført
Female28-31 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important
1 Very unimportant
3 Neither unimportant nor important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested
Yes, my email is:
paul.safar@hotmail.com Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
Medium-sized organizations (51-250 employees) 2 Low degree
It is a well-known concept to me
4 Partly attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 4 Partly important 5 Very important
3 Neither unimportant nor important 4 Partly important
4 Partly important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
2 Partly unimportant
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
It is a well-known concept to me
2 Partly unattractive
4 Partly attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
2 Partly uninterested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
4 Partly important
4 Partly important
1 Very unimportant
4 Partly important 5 Very important
5 Very important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have never heard of it before now
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
1 Very unattractive
3 Neither unattractive nor attractive
4 Partly attractive
1 Very unattractive
5 Very attractive
5 Very interested
Yes, my email is:
Nicolaikellberg@hotmail.com Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Health and Medical Sciences
I had an interest in the chosen field of study 5 Very important
3 Neither unimportant nor important 4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization 2 Low degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
4 Partly attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
5 Very interested No Gennemført
Female32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Health and Medical Sciences
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 5 Very important
5 Very important
2 Partly unimportant
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
1 Very unimportant
Large organizations (251+ employees) 2 Low degree
I have never heard of it before now
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
1 Very unattractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
2 Partly unimportant
4 Partly important
2 Partly unimportant
2 Partly unimportant
I don’t care about the size of the organization 2 Low degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested No Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 2 Partly unimportant 4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly attractive
1 Very unattractive
4 Partly attractive
4 Partly interested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Other
The interaction between human and technology Other
It (Techno-antropolog) supports my background as a radiographer with academic tools 4 Partly important 5 Very important 4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
I don’t care about the size of the organization
4 High degree
How do small companies show themselves and the job positions they have available. I have primarily found job suggestions through jobnet.dk as an example
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
2 Partly unattractive
2 Partly unattractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very interested
Yes, my email is:
Andersgpetersen@gmail.com Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization 2 Low degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
1 Very unattractive
1 Very unattractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
5 Very interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study / It runs in the family to study within the chosen field of study 5 Very important 5 Very important
3 Neither unimportant nor important 4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
5 Very important
4 Partly important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
5 Very important
4 Partly important
5 Very important
I don’t care about the size of the organization
4 High degree
I have never heard of it before now
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Female24-27 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 4 Partly important
5 Very important
4 Partly important
5 Very important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
Small organizations (1-50 employees)
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
4 Partly attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very interested
Yes, my email is:
a.burdenski@googlemail.com Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
4 Partly important
2 Partly unimportant
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
12
Gender? Age? Country?
Country? - Outside of Europe
Are you studying a Master’s degree/completed a Master’s degree within the last 2 years (completed in 2016 at the latest)?
Your educational course (faculty)
Your educational course (faculty) - Other
Why did you choose that specific Master’s degree?Select all relevant answers.
Why did you choose that specific Master’s degree?Select all relevant answers. - Other
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company works within an industry of my interest and it offers innovative work practices where I get to use my creativity
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good social settings within a fun working environment and good collegial relations
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good economic value in terms of job security, promotional opportunities, and an above-average salary compensation
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers training and development that can provide me with confidence and enhance my experiences, which can be used as a springboard to future job positions
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Development opportunities
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Company growth potential
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Challenging tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Big city location
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Responsibility for own tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Above average payment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Self-actualization
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - A well-known company
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Social work environment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Hierarchical position
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Acknowledgement and rewards
What size of company is most preferable for you?
What size of company is most preferable for you? - Other
To what degree does the company’s ability to promote itself well affect you in your job preferences?
Anything you want to add?
How aware are you of graduate programs?
How aware are you of graduate programs? - Other
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can get this type of position without much work experience
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can rotate in the company and get the opportunity to try out different tasks/ departments
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I get a support system by having a mentor
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It gives me the opportunity to go abroad
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is most commonly offered in relatively large and well-known companies
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - There is a good chance that I get a permanent position in the company afterwards
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is a competitive field
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It looks good to have on my resume
Would you be interested in applying for a graduate position?
Anything you want to add?
May I contact you for further information on your answers?
May I contact you for further information on your answers? - Yes, my email is:
Samlet status
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 5 Very important
5 Very important
5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
5 Very important
2 Partly unimportant
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
4 Partly attractive
2 Partly unattractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Female32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important
3 Neither unimportant nor important 5 Very important
5 Very important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
5 Very attractive
1 Very unattractive
4 Partly attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested No Gennemført
Female32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 5 Very important
5 Very important
1 Very unimportant
4 Partly important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
I don’t care about the size of the organization 2 Low degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
5 Very attractive
1 Very unattractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither uninterested nor interested
I don't no much about the programs. But if they were posible to do While staying home, it Would be very attractive. With a family it is not an option to travel.
Yes, my email is:
Anekastberg@hotmail.com Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes IT and Design
I had an interest in the chosen field of study 5 Very important 5 Very important
3 Neither unimportant nor important 4 Partly important
5 Very important
5 Very important
5 Very important
1 Very unimportant
4 Partly important
4 Partly important
4 Partly important
2 Partly unimportant
5 Very important
1 Very unimportant
4 Partly important
I don’t care about the size of the organization
4 High degree
It is a well-known concept to me
2 Partly unattractive
2 Partly unattractive
4 Partly attractive
3 Neither unattractive nor attractive
1 Very unattractive
5 Very attractive
1 Very unattractive
3 Neither unattractive nor attractive
1 Very uninterested
Yes, my email is:
rikkepeterzen@gmail.com Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities Other
couldn’t get into that study I really wanted to 5 Very important 4 Partly important 4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
5 Very important
4 Partly important
4 Partly important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
4 Partly important
2 Partly unimportant
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
2 Partly unimportant
2 Partly unimportant
Medium-sized organizations (51-250 employees) 2 Low degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
I have never heard of it before now
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 5 Very important 5 Very important
5 Very important
5 Very important
5 Very important
4 Partly important
5 Very important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very interested No Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 5 Very important
4 Partly important
3 Neither unimportant nor important
4 Partly important
5 Very important
5 Very important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
5 Very important
4 Partly important
5 Very important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
2 Partly unattractive
4 Partly interested No Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
4 High degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
5 Very attractive
4 Partly interested No Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 5 Very important 5 Very important
5 Very important
4 Partly important
5 Very important
2 Partly unimportant
5 Very important 5 Very important
2 Partly unimportant
1 Very unimportant
4 Partly important
4 Partly important
4 Partly important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
2 Partly unattractive
5 Very attractive
4 Partly attractive
1 Very unattractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
1 Very uninterested No Gennemført
Female24-27 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
5 Very important
2 Partly unimportant
2 Partly unimportant
I don’t care about the size of the organization
3 Neither low nor high degree
It is a well-known concept to me
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
2 Partly unattractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested
Yes, my email is:
winnie.vorsatz@yahoo.de Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 4 Partly important
5 Very important
4 Partly important
5 Very important
4 Partly important
4 Partly important
4 Partly important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
Medium-sized organizations (51-250 employees)
4 High degree
It is a well-known concept to me
4 Partly attractive
5 Very attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very interested
Yes, my email is:
line.fryd.h@gmailc.om Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Health and Medical Sciences
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 4 Partly important
5 Very important
4 Partly important
5 Very important
5 Very important
5 Very important 5 Very important
1 Very unimportant
1 Very unimportant
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
It is a well-known concept to me
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
1 Very unattractive
2 Partly unattractive
3 Neither unattractive nor attractive
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study
3 Neither unimportant nor important 5 Very important 2 Partly unimportant 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
2 Partly unimportant
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
4 High degree
It is a well-known concept to me
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
2 Partly unattractive
3 Neither uninterested nor interested No Gennemført
Female32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 5 Very important 5 Very important 5 Very important 5 Very important
5 Very important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
Large organizations (251+ employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very interested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 4 Partly important
5 Very important
2 Partly unimportant
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
4 Partly important
4 Partly important
5 Very important
Large organizations (251+ employees) 2 Low degree
It is a well-known concept to me
5 Very attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes IT and Design
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I don't think graduates are unemployed because they don't want the jobs available. We've just been through a long period of high unemployment, and the companies have had their choice of the litter, because so many well or over qualified people have been out of work. Now that the times have changed, and less people are out of work, it seems that the companies haven't really followed the times. They still think they can find the same over qualified
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
5 Very attractive
2 Partly unattractive
2 Partly unattractive
4 Partly attractive
2 Partly unattractive
2 Partly unattractive
5 Very interested
Graduate programs and position should not only be offered by large companies. I'm sure smaller businesses could arrange their own graduate programs without having large budgets or whatever it seems to take. It's a great opportunity for companies, large or small, to really shape and train they employees to fit their business and needs.
Yes, my email is:
lonemj11@gmail.com Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
5 Very important
4 Partly important
3 Neither unimportant nor important
Small organizations (1-50 employees)
4 High degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
2 Partly unattractive
5 Very attractive
1 Very unattractive
2 Partly unattractive
2 Partly uninterested No Gennemført
Female24-27 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 4 Partly important 2 Partly unimportant 5 Very important
4 Partly important
1 Very unimportant
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
5 Very important
1 Very unimportant
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
4 Partly attractive
5 Very attractive
5 Very attractive
1 Very unattractive
4 Partly attractive
1 Very unattractive
3 Neither unattractive nor attractive
5 Very interested No Gennemført
Female20-23 years
Eastern Europe (such as Belarus, Bulgaria, Czech Republic, Hungary, Poland, Moldova, Romania, Russia, Slovakia, Ukraine) Yes Humanities
I had an interest in the chosen field of study 5 Very important
3 Neither unimportant nor important 5 Very important 4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
5 Very important
4 Partly important 5 Very important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
Small organizations (1-50 employees) 2 Low degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very interested
Yes, my email is:
carolina.patoka@gmail.com Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 5 Very important
5 Very important
4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
4 Partly important
4 Partly important
1 Very unimportant
4 Partly important
1 Very unimportant
2 Partly unimportant
I don’t care about the size of the organization 2 Low degree
I have never heard of it before now
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very interested No Gennemført
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
13
Gender? Age? Country?
Country? - Outside of Europe
Are you studying a Master’s degree/completed a Master’s degree within the last 2 years (completed in 2016 at the latest)?
Your educational course (faculty)
Your educational course (faculty) - Other
Why did you choose that specific Master’s degree?Select all relevant answers.
Why did you choose that specific Master’s degree?Select all relevant answers. - Other
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company works within an industry of my interest and it offers innovative work practices where I get to use my creativity
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good social settings within a fun working environment and good collegial relations
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good economic value in terms of job security, promotional opportunities, and an above-average salary compensation
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers training and development that can provide me with confidence and enhance my experiences, which can be used as a springboard to future job positions
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Development opportunities
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Company growth potential
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Challenging tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Big city location
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Responsibility for own tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Above average payment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Self-actualization
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - A well-known company
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Social work environment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Hierarchical position
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Acknowledgement and rewards
What size of company is most preferable for you?
What size of company is most preferable for you? - Other
To what degree does the company’s ability to promote itself well affect you in your job preferences?
Anything you want to add?
How aware are you of graduate programs?
How aware are you of graduate programs? - Other
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can get this type of position without much work experience
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can rotate in the company and get the opportunity to try out different tasks/ departments
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I get a support system by having a mentor
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It gives me the opportunity to go abroad
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is most commonly offered in relatively large and well-known companies
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - There is a good chance that I get a permanent position in the company afterwards
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is a competitive field
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It looks good to have on my resume
Would you be interested in applying for a graduate position?
Anything you want to add?
May I contact you for further information on your answers?
May I contact you for further information on your answers? - Yes, my email is:
Samlet status
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important 5 Very important
5 Very important
5 Very important
5 Very important
5 Very important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
3 Neither unimportant nor important
1 Very unimportant
5 Very important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
It is a well-known concept to me
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
1 Very unattractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
5 Very important
I don’t care about the size of the organization 2 Low degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
2 Partly unimportant
I don’t care about the size of the organization 2 Low degree
It is a well-known concept to me
5 Very attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Male28-31 years Outside of Europe
From Denmark, writing thesis in Tanzania Yes Social Sciences
I had an interest in the chosen field of study / There was a labor shortage within the chosen field of study 5 Very important 4 Partly important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
4 Partly important
5 Very important
4 Partly important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
Medium-sized organizations (51-250 employees)
5 Very high degree
It is a well-known concept to me
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly uninterested No Gennemført
Female32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 4 Partly important 4 Partly important
4 Partly important
2 Partly unimportant
5 Very important
1 Very unimportant
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
Medium-sized organizations (51-250 employees) 2 Low degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested
I wish my University (Aarhus) took more interest om our job possibilities, No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study / There was a labor shortage within the chosen field of study 5 Very important 5 Very important 4 Partly important 5 Very important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
2 Partly unimportant
I don’t care about the size of the organization
4 High degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
5 Very attractive
4 Partly interested
Yes, my email is:
andersbaelum@gmail.com Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
5 Very important
I don’t care about the size of the organization
4 High degree
Der er høj arbejdsløshed blandt biologer, derfor føler jeg heller ikke, at jeg kan være alt for kredsen med det sted, jeg kommer til at arbejde. Det vigtigste for mig er, at jeg kommer til at arbejde indenfor et område, jeg har interesse for.
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very interested
Yes, my email is:
louise_rask@outlook.com Gennemført
Female28-31 years Outside of Europe
United States Yes IT and Design
I had an interest in the chosen field of study 5 Very important
3 Neither unimportant nor important 4 Partly important 4 Partly important
4 Partly important
5 Very important
5 Very important
4 Partly important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization
4 High degree
How easy is it to find meaningful roles and apply? What kind of clients/tech/work will I get exposure to? How well does the company communicate their own unique value and purpose in existing and does that align with the impact I want to make?
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very interested
Yes, my email is:
Eetilley@gmail.com Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study / You are well paid after you graduate a Master’s degree within in the chosen field of study 5 Very important 5 Very important 5 Very important 5 Very important
5 Very important
5 Very important
5 Very important
4 Partly important
5 Very important 5 Very important
4 Partly important
5 Very important
4 Partly important
4 Partly important
4 Partly important
Large organizations (251+ employees)
4 High degree
It is a well-known concept to me
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly attractive
5 Very attractive
5 Very interested No Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 5 Very important
4 Partly important
3 Neither unimportant nor important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
5 Very important
1 Very unimportant
4 Partly important
Small organizations (1-50 employees)
1 Very low degree
It is a well-known concept to me
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
2 Partly unattractive
4 Partly attractive
3 Neither unattractive nor attractive
2 Partly unattractive
3 Neither uninterested nor interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 5 Very important
3 Neither unimportant nor important 4 Partly important
5 Very important
2 Partly unimportant
4 Partly important
4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
5 Very important
1 Very unimportant
1 Very unimportant
I don’t care about the size of the organization
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
2 Partly unattractive
5 Very interested
Yes, my email is:
Maria.aeroe@hotmail.com Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 5 Very important
3 Neither unimportant nor important
4 Partly important
4 Partly important
4 Partly important
1 Very unimportant
5 Very important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly unattractive
5 Very attractive
5 Very interested No Gennemført
Male32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study / You are well paid after you graduate a Master’s degree within in the chosen field of study 5 Very important
3 Neither unimportant nor important 4 Partly important 5 Very important
4 Partly important
4 Partly important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant 5 Very important
1 Very unimportant
2 Partly unimportant
1 Very unimportant
1 Very unimportant
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
1 Very unattractive
1 Very unattractive
2 Partly unattractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
1 Very unattractive
1 Very unattractive
1 Very uninterested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Other
Business communications
I had an interest in the chosen field of study 4 Partly important 4 Partly important 4 Partly important 4 Partly important
5 Very important
4 Partly important
5 Very important
5 Very important
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
Small organizations (1-50 employees)
4 High degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
2 Partly uninterested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 4 Partly important
4 Partly important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
5 Very important
1 Very unimportant
4 Partly important
I don’t care about the size of the organization
5 Very high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
5 Very interested No Gennemført
Male32+ years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes IT and Design
I had an interest in the chosen field of study 5 Very important 4 Partly important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
In terms of the last questions, I would see it as part of my responsibility to help elevate the company's visibility. That is partly why it is not an urgent factor when starting the position.
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
2 Partly unattractive
4 Partly attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly interested
Yes, my email is:
mortenh@gmail.com Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
Small organizations (1-50 employees)
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested
Yes, my email is:
verena.huppert@gmail.com Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important 5 Very important
4 Partly important
2 Partly unimportant
5 Very important
4 Partly important
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years Outside of Europe Brazil Yes Other
Culture and Global Studies
I had an interest in the chosen field of study 5 Very important 4 Partly important 4 Partly important 5 Very important
5 Very important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
5 Very important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
Small organizations (1-50 employees)
4 High degree
It is preferable that the work I do or the company values are in some way aligned with my own personal values or aspirations. The job needs to be meaningful.
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
5 Very interested
Yes, my email is:
rolive16@student.aau.dk Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 5 Very important 5 Very important
5 Very important
5 Very important
5 Very important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
2 Partly unimportant
1 Very unimportant
4 Partly important
I don’t care about the size of the organization 2 Low degree
It is a well-known concept to me
5 Very attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
2 Partly unattractive
5 Very attractive
2 Partly unattractive
5 Very attractive
4 Partly interested
Yes, my email is:
louisekolbeck@gmail.com Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
5 Very important
2 Partly unimportant
3 Neither unimportant nor important
Small organizations (1-50 employees) 2 Low degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly interested No Gennemført
Female24-27 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
4 Partly important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
Medium-sized organizations (51-250 employees)
4 High degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
14
Gender? Age? Country?
Country? - Outside of Europe
Are you studying a Master’s degree/completed a Master’s degree within the last 2 years (completed in 2016 at the latest)?
Your educational course (faculty)
Your educational course (faculty) - Other
Why did you choose that specific Master’s degree?Select all relevant answers.
Why did you choose that specific Master’s degree?Select all relevant answers. - Other
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company works within an industry of my interest and it offers innovative work practices where I get to use my creativity
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good social settings within a fun working environment and good collegial relations
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good economic value in terms of job security, promotional opportunities, and an above-average salary compensation
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers training and development that can provide me with confidence and enhance my experiences, which can be used as a springboard to future job positions
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Development opportunities
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Company growth potential
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Challenging tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Big city location
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Responsibility for own tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Above average payment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Self-actualization
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - A well-known company
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Social work environment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Hierarchical position
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Acknowledgement and rewards
What size of company is most preferable for you?
What size of company is most preferable for you? - Other
To what degree does the company’s ability to promote itself well affect you in your job preferences?
Anything you want to add?
How aware are you of graduate programs?
How aware are you of graduate programs? - Other
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can get this type of position without much work experience
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can rotate in the company and get the opportunity to try out different tasks/ departments
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I get a support system by having a mentor
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It gives me the opportunity to go abroad
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is most commonly offered in relatively large and well-known companies
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - There is a good chance that I get a permanent position in the company afterwards
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is a competitive field
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It looks good to have on my resume
Would you be interested in applying for a graduate position?
Anything you want to add?
May I contact you for further information on your answers?
May I contact you for further information on your answers? - Yes, my email is:
Samlet status
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 4 Partly important
5 Very important
1 Very unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested
Yes, my email is:
lroesg14@student.aau.dk Gennemført
Female24-27 years
Eastern Europe (such as Belarus, Bulgaria, Czech Republic, Hungary, Poland, Moldova, Romania, Russia, Slovakia, Ukraine) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 5 Very important 5 Very important
5 Very important
4 Partly important
4 Partly important
4 Partly important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
5 Very important
I don’t care about the size of the organization
4 High degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very interested No Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important 4 Partly important 5 Very important
5 Very important
5 Very important
3 Neither unimportant nor important
2 Partly unimportant
5 Very important
2 Partly unimportant
5 Very important
1 Very unimportant
1 Very unimportant
1 Very unimportant
4 Partly important
I don’t care about the size of the organization 2 Low degree
It is a well-known concept to me
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
4 Partly interested
Yes, my email is:
monaf@live.dk Gennemført
Female24-27 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 4 Partly important
5 Very important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
Large organizations (251+ employees)
4 High degree
It is a well-known concept to me
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very interested
Yes, my email is:
lisaschulte@gmx.de Gennemført
Female24-27 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 5 Very important
3 Neither unimportant nor important 5 Very important
4 Partly important
1 Very unimportant
5 Very important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
1 Very unimportant
5 Very important
4 Partly important
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
It should be easy to get to work.
The employees should be appreciated by providing a nice workingspace,good canteen to affordable prices.
I have heard about it before but I am not completely sure about what it is
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
1 Very unattractive
4 Partly interested
Yes, my email is:
Retzel17@student.aau.dk Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important
3 Neither unimportant nor important 2 Partly unimportant
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
2 Partly unimportant
4 Partly important
Medium-sized organizations (51-250 employees) 2 Low degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
2 Partly unattractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very interested
Yes, my email is:
sophia_soerensen@hotmail.com Gennemført
Male28-31 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Social Sciences
I had an interest in the chosen field of study 2 Partly unimportant 5 Very important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
I mostly like girls but sometimes I think I also like boys and this one time I saw a penis and it kinda turned me on and I did not know how to feel about it.
I have never heard of it before now
5 Very attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important
3 Neither unimportant nor important 4 Partly important 5 Very important
5 Very important
4 Partly important
5 Very important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
4 Partly important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
5 Very attractive
1 Very unattractive
4 Partly attractive
4 Partly interested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 5 Very important
5 Very important
4 Partly important
5 Very important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
5 Very important
2 Partly unimportant
5 Very important
Small organizations (1-50 employees)
4 High degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
2 Partly unattractive
5 Very attractive
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 4 Partly important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
4 Partly important
1 Very unimportant
4 Partly important
I don’t care about the size of the organization
4 High degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
4 Partly attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested
Yes, my email is:
jane_sa-@hotmail.com Gennemført
Female28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 4 Partly important 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 5 Very important 4 Partly important
4 Partly important
5 Very important
5 Very important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
5 Very important
2 Partly unimportant
4 Partly important
Medium-sized organizations (51-250 employees)
4 High degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
5 Very attractive
2 Partly unattractive
5 Very attractive
4 Partly interested No Gennemført
Female24-27 years
Eastern Europe (such as Belarus, Bulgaria, Czech Republic, Hungary, Poland, Moldova, Romania, Russia, Slovakia, Ukraine) Yes Social Sciences
I had an interest in the chosen field of study 4 Partly important 5 Very important 5 Very important 5 Very important
5 Very important
5 Very important
5 Very important
2 Partly unimportant
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
5 Very attractive
5 Very attractive
1 Very uninterested
Yes, my email is:
mlupu16@student.aau.dk Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
2 Partly unimportant
2 Partly unimportant
1 Very unimportant
4 Partly important
2 Partly unimportant
2 Partly unimportant
Small organizations (1-50 employees) 2 Low degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
2 Partly unattractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 2 Partly unimportant 5 Very important
3 Neither unimportant nor important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
5 Very important
1 Very unimportant
4 Partly important
I don’t care about the size of the organization
4 High degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly unattractive
4 Partly attractive
2 Partly uninterested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Health and Medical Sciences
I had an interest in the chosen field of study 4 Partly important 4 Partly important
3 Neither unimportant nor important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Male24-27 years
Eastern Europe (such as Belarus, Bulgaria, Czech Republic, Hungary, Poland, Moldova, Romania, Russia, Slovakia, Ukraine) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important
3 Neither unimportant nor important 5 Very important 4 Partly important
4 Partly important
5 Very important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
1 Very unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important Other
First 3 above
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very interested
In this period there are not so many graduate programs No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
4 Partly important
4 Partly important
5 Very important
1 Very unimportant
5 Very important
1 Very unimportant
5 Very important
I don’t care about the size of the organization
5 Very high degree
It is a well-known concept to me
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested
Yes, my email is:
isaegholmchristensen@live.dk Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 2 Partly unimportant 2 Partly unimportant 2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
2 Partly unimportant
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
I don’t care about the size of the organization
4 High degree
It is a well-known concept to me
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
2 Partly unattractive
2 Partly unattractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 2 Partly unimportant 4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
4 Partly important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
5 Very important
I don’t care about the size of the organization
4 High degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
2 Partly unattractive
3 Neither unattractive nor attractive
5 Very attractive
2 Partly unattractive
5 Very attractive
5 Very interested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 5 Very important 5 Very important
5 Very important
3 Neither unimportant nor important
4 Partly important
5 Very important
5 Very important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
4 Partly important
Small organizations (1-50 employees)
4 High degree
I have heard about it before but I am not completely sure about what it is
2 Partly unattractive
2 Partly unattractive
2 Partly unattractive
4 Partly attractive
1 Very unattractive
4 Partly attractive
1 Very unattractive
5 Very attractive
1 Very uninterested No Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study
3 Neither unimportant nor important 5 Very important 4 Partly important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
2 Partly unimportant
5 Very important
1 Very unimportant
2 Partly unimportant
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very interested No Gennemført
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
15
Gender? Age? Country?
Country? - Outside of Europe
Are you studying a Master’s degree/completed a Master’s degree within the last 2 years (completed in 2016 at the latest)?
Your educational course (faculty)
Your educational course (faculty) - Other
Why did you choose that specific Master’s degree?Select all relevant answers.
Why did you choose that specific Master’s degree?Select all relevant answers. - Other
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company works within an industry of my interest and it offers innovative work practices where I get to use my creativity
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good social settings within a fun working environment and good collegial relations
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers good economic value in terms of job security, promotional opportunities, and an above-average salary compensation
How important are the following factors for you in relation to a future work place?Please indicate how important the following factors are for you on a scale of 1-5, of which 1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - The company offers training and development that can provide me with confidence and enhance my experiences, which can be used as a springboard to future job positions
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Development opportunities
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Company growth potential
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Challenging tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Big city location
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Responsibility for own tasks
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Above average payment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Self-actualization
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - A well-known company
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Social work environment
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Hierarchical position
How important are the following values to you?Please indicate how important the following values are for you on a scale of 1-5, of which1=Very unimportant, 2=partly unimportant, 3=neither unimportant nor important, 4=partly important, 5=Very important. - Acknowledgement and rewards
What size of company is most preferable for you?
What size of company is most preferable for you? - Other
To what degree does the company’s ability to promote itself well affect you in your job preferences?
Anything you want to add?
How aware are you of graduate programs?
How aware are you of graduate programs? - Other
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can get this type of position without much work experience
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I can rotate in the company and get the opportunity to try out different tasks/ departments
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - I get a support system by having a mentor
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It gives me the opportunity to go abroad
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is most commonly offered in relatively large and well-known companies
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - There is a good chance that I get a permanent position in the company afterwards
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It is a competitive field
How attractive do you find these graduate program elements?1= very unattractive, 2=partly unattractive, 3= neither unattractive nor attractive, 4=partly attractive, 5=very attractive. - It looks good to have on my resume
Would you be interested in applying for a graduate position?
Anything you want to add?
May I contact you for further information on your answers?
May I contact you for further information on your answers? - Yes, my email is:
Samlet status
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study 4 Partly important 4 Partly important 5 Very important 5 Very important
5 Very important
4 Partly important
4 Partly important
1 Very unimportant
4 Partly important
4 Partly important
4 Partly important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
5 Very important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
2 Partly unattractive
5 Very attractive
3 Neither unattractive nor attractive
2 Partly unattractive
3 Neither unattractive nor attractive
2 Partly uninterested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 4 Partly important
3 Neither unimportant nor important 5 Very important
4 Partly important
3 Neither unimportant nor important
4 Partly important
5 Very important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
2 Partly unimportant
4 Partly important
I don’t care about the size of the organization
4 High degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
5 Very interested
Yes, my email is:
rasmusbondesen@gmail.com Gennemført
Female20-23 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Law
I had an interest in the chosen field of study / You are well paid after you graduate a Master’s degree within in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
5 Very important
5 Very important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
2 Partly unimportant
5 Very important
3 Neither unimportant nor important
4 Partly important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly interested No Gennemført
Male28-31 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 2 Partly unimportant 4 Partly important 4 Partly important
5 Very important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested
Yes, my email is:
DANNYEILSTRUP@GMAIL.COM Gennemført
Female24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 5 Very important 5 Very important 4 Partly important 5 Very important
4 Partly important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
4 Partly important 5 Very important
4 Partly important
4 Partly important
4 Partly important
4 Partly important
3 Neither unimportant nor important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
5 Very interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes
Engineering and Natural Science
I had an interest in the chosen field of study / You are well paid after you graduate a Master’s degree within in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
4 Partly important
1 Very unimportant
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
Small organizations (1-50 employees)
3 Neither low nor high degree
It is a well-known concept to me
5 Very attractive
5 Very attractive
4 Partly attractive
4 Partly attractive
5 Very attractive
4 Partly attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important
3 Neither unimportant nor important 4 Partly important
2 Partly unimportant
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
1 Very unimportant
1 Very unimportant
4 Partly important
2 Partly unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization 2 Low degree
I have never heard of it before now
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
2 Partly unattractive
4 Partly attractive
1 Very unattractive
3 Neither unattractive nor attractive
3 Neither uninterested nor interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
5 Very important
4 Partly important
5 Very important
3 Neither unimportant nor important
5 Very important
3 Neither unimportant nor important
4 Partly important
I don’t care about the size of the organization
4 High degree
It is a well-known concept to me
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
5 Very attractive
4 Partly attractive
4 Partly interested No Gennemført
Male24-27 years
Southern Europe (such as Albania, Andorra, Bosnia and Herzegovina, Croatia, Gibraltar, Greece, Holy See, Italy, Kosovo, Macedonia, Malta, Montenegro, Portugal, San Marino, Serbia, Slovenia, Spain) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 5 Very important 4 Partly important 5 Very important
5 Very important
4 Partly important
3 Neither unimportant nor important
5 Very important
4 Partly important
4 Partly important
4 Partly important
2 Partly unimportant
4 Partly important
1 Very unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
4 Partly attractive
4 Partly attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Female20-23 years
Eastern Europe (such as Belarus, Bulgaria, Czech Republic, Hungary, Poland, Moldova, Romania, Russia, Slovakia, Ukraine) Yes Social Sciences
I had an interest in the chosen field of study 5 Very important 4 Partly important 5 Very important 5 Very important
5 Very important
4 Partly important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important 5 Very important
4 Partly important
2 Partly unimportant
4 Partly important
2 Partly unimportant
5 Very important
Medium-sized organizations (51-250 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
5 Very attractive
5 Very attractive
5 Very attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
5 Very attractive
5 Very interested No Gennemført
Male24-27 years
Northern Europe (such as Channel Islands, Denmark, Estonia, Faeroe Islands, Finland, Iceland, Ireland, Isle of Man, Latvia, Lithuania, Norway, Sweden, UK, Åland Islands) Yes Business
I had an interest in the chosen field of study / You are well paid after you graduate a Master’s degree within in the chosen field of study 2 Partly unimportant 4 Partly important 2 Partly unimportant 4 Partly important
4 Partly important
3 Neither unimportant nor important
4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
3 Neither unimportant nor important
1 Very unimportant
3 Neither unimportant nor important
3 Neither unimportant nor important
3 Neither unimportant nor important
I don’t care about the size of the organization 2 Low degree
It is a well-known concept to me
4 Partly attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
4 Partly attractive
4 Partly interested No Gennemført
Female24-27 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 5 Very important 4 Partly important
5 Very important
4 Partly important
4 Partly important
4 Partly important
5 Very important
3 Neither unimportant nor important
3 Neither unimportant nor important
2 Partly unimportant
4 Partly important
3 Neither unimportant nor important
5 Very important
Small organizations (1-50 employees)
3 Neither low nor high degree
I have heard about it before but I am not completely sure about what it is
4 Partly attractive
5 Very attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly attractive
3 Neither unattractive nor attractive
3 Neither unattractive nor attractive
4 Partly interested No Gennemført
Female28-31 years
Western Europe (such as Austria, Belgium, France, Germany, Liechtenstein, Luxembourg, Monaco, Netherlands, Switzerland) Yes Humanities
I had an interest in the chosen field of study 4 Partly important 4 Partly important 4 Partly important 4 Partly important
3 Neither unimportant nor important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
5 Very important
3 Neither unimportant nor important
5 Very important
1 Very unimportant
5 Very important
1 Very unimportant
3 Neither unimportant nor important
I don’t care about the size of the organization
3 Neither low nor high degree
I have never heard of it before now
2 Partly unattractive
2 Partly unattractive
2 Partly unattractive
2 Partly unattractive
1 Very unattractive
2 Partly unattractive
2 Partly unattractive
2 Partly unattractive
1 Very uninterested
I WOULD ONLY TAKE THESE GRADUATE POSITIONS IF THE SALARY WOULD BE AS HIGH AS MY NORMAL POSITION. No Gennemført
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
16
B.InterviewGuidePracticalities:Thetwointerviewswereconductedinordertohelpansweringtheresearchquestionsofthisthesis.The interviewswith thedifferentCEO’sof the two smallerDanishorganizations areconducted via face-to-facemeeting at the respective organizations, andproceed for around30-40minuteseach.Duringtheseinterviews,theresearcheractedastheinterviewerwitharole as moderator and observer, but without interruptions, influence, corrections, or anyopiniongiving.Onlywhereitisappropriate,theinterviewerisabletoclarifyorgiveanyaddi-tionalinformationtotheinterviewees.AstheintervieweesarebothDanes,theinterviewsareaccomplished in Danish, but the interview guide (i.e. the particular questions) have beentranslated into an English version in order to clarify the interview process (see AppendixB.2.).Belowalistoftheinterviewees,theirtitleorfunctionandtheirorganizationalbackgroundisgiven.Theintervieweeswerechosenbasedontheirorganizationalbackground,asrepresent-ativesforsmallerDanishorganizations(fordetailedinformationseeSection2.3.2.).
Interviewee Title/Function Organization
CarlGustavLehmann CEO BangsA/S
Location:Vedbæk(Copenhagen,DK)
Yearfounded:1878Companysize:2-10employees
Areaofbusiness:Business-to-Business
Specialties:Food&Beverages
ClausFinderupGrove CEO KonsolidatorA/S
Location:KongensLyngby(Copenhagen,DK)
Yearfounded:2014Companysize:2-10employees
Areaofbusiness:Business-to-BusinessSpecialties:ComputerSoftware
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
17
B.1.InterviewQuestions–DanishVersion
1. HvormangemedarbejdereerIiorganisationen?
2. HarIenbredvifteafmedarbejdere,fraforskelligeuddannelsesmæssigebaggrunde?
• Veddu,hvilkebaggrundemedarbejdernekommerfra?
3. HarIiøjeblikketansatte,derharafsluttetenkandidatgrad?
• Hvordanbegyndtedeivirksomheden?(Startededef.eks.somelev/traineeelleri
ennormalstilling,etc.?)Idaghørerviofteomenøgetkonkurrenceomkringansættelseafnyuddannedetalenter/kandidater.
4. Serduenfordel/ulempeiansættelsenyuddannedekandidater?
• Hvorfor?
5. HvorofteansætterInyuddannedekandidatstuderende?
• HarI/harItidligerehaftproblemermedrekrutteringafnyuddannedekandidater?
6. Hvadkannyuddannedetilbydejeresvirksomhed,foratblivemereinteressanteogat-traktiveforjer?
• Villenyuddannedeværemereinteressante,hvisdestartedeienoplærendetrainee
/graduatestilling,fremforennormalstilling?
• HarI/harItidligerehafttrainee/graduatestillingerivirksomheden?
o HarItænktpåatstarteettrainee/graduateforløb?o HvorfortilbyderIikkelængeredenformforstilling?o hvilkenbetydninghardetforvirksomhedenatItilbyderdenformfor
stilling?Detsigesofte,atstørrevirksomhederhardetlettereiforbindelsemedrekrutteringafnyemedarbejdere,fordideofteharenhøjereawareness(bevidsthed)endforeksempelmindrevirksomheder.
7. Hvordanerjeresawareness(bevidsthed)generelt?
• Hvordanpromoverer(fremmer)Ijeresvirksomhed?
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
18
• HarIarbejdetmedbegrebet’employerbranding’(promoveringafvirksomhedensomarbejdsgiverog–pladsoverformedarbejdereognyepotentiellemedar-bejdere)før?
8. Hvordanpromoverer(fremmer)Inyejobstillinger?
• AnvenderIsocialemedier,somf.eks.LinkedInellerFacebook,oghvisjahvorfor?
9. Hvordanvildudifferentierejerfrastørrevirksomheder?
• Erdernoget,Ikantilbydejeresmedarbejdere,somstørrevirksomhederikkekan?
• Hvaderjeresstørstestyrkesomenmindrevirksomhed?
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
19
B.2.InterviewQuestions–EnglishVersion
1. Howmanyemployeesareyouintheorganization?
2. Doyouhaveawiderangeofemployees,fromdifferenteducationalbackgrounds?
• Doyouknowwhatbackgroundstheemployeesarefrom?
3. Doyoucurrentlyhaveemployees,whohavecompletedamaster'sdegree?
• Howdidtheystartinthecompany?(Didtheystartforexampleasastudent/
traineeorinanormalposition,etc.?)Today,weoftenhearaboutanincreasedcompetitionintherecruitmentofnewlyeducatedtalents/graduates.
4. Doyouseeanadvantage/disadvantageinrecruitingnewlyeducatedgraduates?
• Why?
5. Howoftendoyourecruitgraduatestudents?
• Doyou/haveyoupreviouslyhadproblemsrecruitingnewgraduates?
6. Whatcannewlyeducatedgraduatesofferyourorganization,inordertobecomemoreinterestingandattractivetoyou?
• Wouldnewlyeducatedbeofmoreinteresttoyouiftheystartedinatrainee/
graduateposition,ratherthananormalposition?
• Doyou/haveyoupreviouslyhadatrainee/graduatepositionintheorganization?
o Haveyouthoughtaboutstartingatrainee/graduateprogram?o Whydoyounolongeroffersuchposition?o Whatimportancehasitfortheorganizationthatyouoffersuchposition?
Itisoftensaidthatlargerorganizationshaveiteasierregardingrecruitmentofnewemploy-ees,becausetheyoftenhaveahigherawareness,thanforexamplesmallerorganizations.
7. Howdoyouseeyourawarenessingeneral?
• Howdoyoupromotetheorganization?
• Haveyoupreviouslyworkedwiththeconceptof'employerbranding'(promotingtheorganizationasanemployerandworkplaceforcurrentemployeesand/ornewpotentialemployes)?
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
20
8. Howdoyoupromotenewjobs?
• Doyouusesocialmedia,suchasLinkedInorFacebook,ifyeswhy?
9. Howwouldyoudifferentiateyourorganizationfromlargerorganizations?
• Istheresomethingyoucanofferyouremployeesthatlargerorganizationscannot?
• Whatisyourbiggeststrengthasasmallerorganization?
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
21
C.TranscriptionofInterviewsPracticalities:The two interviewswere transcribedusinga simple form,as theprimary focuswason thecontentofthetwointerviews,ratherthanthediscourse.Therefore,interruptions,overlapintalketc.arenotcomprisedinthetranscriptions.However,ifwhatwassaidintherecordingswasunclearfortheresearcher,ithasbeenmarkedas[inaudible]inthetranscriptions.Addi-tionally,aneditornotehasbeenaddedininsertedbracketsifitisnotobviouslywhatthein-terviewee is referring to. In the transcriptions all names except of the interviewee and theparticularorganizationhavebeenanonymized,alsoinbrackets.Inthetranscriptions,thenamesoftheintervieweeandtheInterviewerhavebeenabbreviat-edto‘I’forintervieweeand‘C’forCamilla(i.e.interviewer).
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
22
C.1.BangsA/S
C:Detallerførstespørgsmåljeghardeterforligeatfåbekræftetatierenmindrevirksomhed,1såsådanhvormangeansatteerirentfaktisk?2
I:Vierligenuerviseksansatte.Viharsatvirksomhedenopsådansåvioutsourcerhvorvikan,3sådansåalttilbageiværdikædenfraledelseogsalgdetproduktiondetharvioutsourcet.4
C:Detharioutsourcet5I:Ja,vikøreraltvoresproduktionigennemløntapperiogdetvilsigeatvikommeopmed6
opskriftenideentilproduktetogsåkontaktervisådeleverandørerviharsamarbejde7medhøreromkanilavedetherproduktforos.8
C:Okay9I:Sådesourcerpåemballageogråvareroglaverproduktetforos.Ogsåbestillervidetsåhjem10
detomfangviskalbrugedet.Ogsåerdetsåharvietlagerhotelhvorviogsålejerosind11ogderbestillervisåvarerhjemtil.Ogderfradistribuerervisåudtilkunderne.12
C:Okay.Ogioutsourcertil?13I:VIoutsourcerproduktion,lagerløsningerogegentligogsåsalg.Altsåvoressælgeredeterså14
etbureauderspecialiserersigiatværeudeogsælgeforvirksomheder.Ogsåerde15sælgerneansatteaferbureauhvorvisålejerdehersælgereher.Påbasisaltsåpå16månedsvisikke.Såvibetaleroghyrerhvermånedikke.Mensåslipperviforselvfølgelig17atsørgerforatfåderigtigemenneskerrekrutteretogaltsådannogetderikke.Plusvi18skalikkehavebilerogcomputerogtelefonerogsådannoget.Ogsåkanvialtidopjustere19ellernedjusterealtefteromhvornårviharbrugfordet.Foreksempel20sommerferieperiodenher,dererdetsådanlidtstilleikke.Såjusterervisånedikke.Det21kanduikkerigtigtgøremednogleansattehvormanligesomkansigeopogså….Deter22enløsningforos.Omvendtsåkosterdetogsådetmerekanmansigeikke.Menvisåer23dersåmegetandethovedpineviikkeskaldøjemed.24
C:Jadeterselvfølgeligrigtigt.Såibundoggrunderihvormangeansatte?25I:Jaforatsvarepåspørgsmåletsåervinumåjegseviermig,minfar,minmor,minstorebror26
ehmogsåervifireogsåervi[anonymized],[anonymized],[anonymized]…Vierseks,syv27stykker,minmorkommersådanafogtil.[inaudible]deersådanvedatgåpåpension28ikke.29
C:Erdetdemderharstartetdet?30I:Minfarhankøbtevirksomhedentilbageiår2000dahandrevsådanenenkeltmands31
virksomhedogjegstartedesåsomdenførsteansatteiseptember2014.Ogsåerdet32ellerstagetfartderfra.Ja.Ognuerminstorebrorstartetherfordetvartilbageimartsat33hanstartede.Så34
C:Sådetergåetretstærkt35I:Jadetergåetretstærkt.Deterdetja36C:Menjeghavdefåetdetindtrykatdetvarsådanenvirksomhedderhavdeeksisteretilangtid37
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
23
I:Dethardetogså,altsåBangshareksisteretsiden1878medskiftendesuccesikke.Det38startedeindepåNørrebromedfamilien[anonymized]ogdetersåkørtigennem39generationermedskiftendesucces.Ogdaminfarkøbtedetdervardetetlillevarelager40ogto[inaudible]iKøgeikke.Ehmhvorminmorogfarpendledefremogtilbageforatstå41ogproduceremarmeladeogsælge.Ogdergikdetligesomopforminfarathanikke42kunnedrivedenvirksomhedhvishanogsåskulleproducerealtmarmeladen.Dervar43simpelthenikkenoktimeridøgnettildet.Såvarmanjonødttilatprioritereogder44prioriteredehansåatværeudeatsælge,detsyneshanvarsjovest,ogsåsørgeforat45findeenpartnerderkunneproduceretildenkvalitethangerneville.46
C:Mendetersåændretidagsideniharsælgereudeibureauer?47I:Ja,mendeterjofordivierkommetudogfåetflerekunderogerblevetstørreogderskal48
flereressourcertil.VisælgerjomådetilTysklandogtilPolenogtilIslandog.Såkanman49sedetermåskemereengrossistvirksomhed,hvordeterosderejerprodukterneikke.50Ogbrandet.Ja.51
C:Okay,mencirkasyvansatte52I:Jacirkasyvja53C:Ogsåkunnejeghøredeterogsåmegetfamilie54I:VierermegetfamilievirksomhedmedstortFikke.Sådeterogsåbådepågodtogondtikke.55C:Ogdeterikkesåmangeforskelligeuddannelsesstedervierhennemedansatte?56I:Jodetervi.AltsåvoresmarketingmanagerhunharenuddannelsefraKEA,ogfra57
Københavnsuniversitet,såhunermarketingsuddannetikke.IkkesåCBS.JegerfraCBS,58minstorebrorhanerogsåCBSermenhanharenCand.merc.dat59
C:SåIharogsåenkandidat.60I:Minstorebrorerkandidat,jegerkandidatminfarerkandidat,[anonymized]erkandidat,Line61
somsiddermedmodtagelseafordreogfaktureringogbogholderijegeritvivlomhvad62hunharafuddannelsefaktiskdetkanjegikkehuske.[anonymized]somervoreseksport63managerhanharogsåenkandidaterjegretsikkerpå.Jegmåindrømmejegkanfaktisk64ikkehuskedet.65
C:Mendererivhertfaldetparstykker66I:Dererenovervejendeaf,majoritetenharkandidatgraderja,hvisikkedemallesammen67C:Ja,mendeterikkesådanaltnårIerstartetivirksomhedensåeriikkestartetsomelever68
ellertrainees,ellersådangraduatesierbarestartethårdtpå69I:Ja70C:okay71I:altsådetvi…Vistarterikkemedelevernej.Altsåvihavdetopiccolinerfornogettidsiden,72
mensåskulledeneneimiliogdenandenskulleudatrejseogsådannogetikke,også73lavedevinoglestrukturændringerogsåvardersimpelthenikkebehovfordet.Så74prioriteredevianderledes.75
C:Jaokay.Mensåharjegskrevethermedfordeleogulemperiforbindelsemednyuddannede,76mennusigerduathendeiharimarketingathunerdirektefraskolen.77
I:Korrekt78C:Hvaderderaffordeleogulemper?79
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
24
I:Ehvedattageennyuddannetiforholdtilenderharværetifagetinogettid?Jamendeterjo80atdeikkekanlandeløbende.Altsådeskaljohavenogetoplæring,ikke.Deskalførst81sættesigindiarbejdslivetikke,deternogleandrerutinernårdukommerfraskolenog82indienhverdaghvorduskalgåpåarbejdeikke.Ehmsådererlidttilvænningder.Men83detfølerjegegentligikkeerenudfordringisærlighøjgradfordioftesåernyuddannede84megethookedpåatkommeudogarbejdeogprøvedetfordideharjoværetpåstudieti85sålangtidogdeterligesom,alterhelestudieforløbetherhardegåetogventetpådet86øjeblikhvordekankommeudpåarbejdsmarkedet87
C:Sådeterenforløsning88I:Deterenstorforløsningfordemikke.Sådevilmegetgernelære,determegetåbneogdeer89
ikkesårædfornyeopgaverogsådannoget.Såaltsådeharantennerneudeikkeogdeter90jorigtigpositivtikke.Hvorimodenderererfaren,harsinerutinerogdetvilsigeatham91kanduikkeformepåsammemådesomdukanmedennyuddannet.92
C:Nejdeterklart93I:Såderersådanlidtplusserogminusservedbeggetoikke,mentilgengældsåskaldusåder94
ermangeflerespørgsmål,duskalværemegetmereindeoverennyuddannetperson95fordideselvsagtskallæresopidetdeskalsiddeoglaveikke.96
C:Såmuligvisdekenderteorierneogsådannogetfraaltmuligtfancymensådanrentpraktisk97såskaldelærehvaddetegentligeratdeskalsiddeoglave.98
I:Imegethøjgrad,måskeerdetnokmereminegenopfattelse,menimegethøjgradder99brugermanmåskeikkesåmegetdeternokmereformigselvmenjegbrugteikkemit100studiealtsådetjeglærteogdetderstodibøgernedetbrugtejegikkesærligmeget,hvis101overhovetimitarbejdsliv.Detjegharlærtogdetjegbrugerrigtigmegetframitstudie102deterdenstrukturjegharfåetvedatstudereoggådenmådejeggårtilværkspå103opgaverne.Deterdetjegmåskeharfåetmestudafiminstudietid,atjegarbejdermere104struktureret.Atjegsåiforvejenikkeerenretstruktureretperson,detersånogethelt105andet.Menjeggårmerestrukturerettilværksnårjegbliverstilletoverforenopgave106ikke.107
C:Okay108I:Sådetermåskeikkeisammegradfor[anonymized],forhunharlærtatarbejdemednogle109
værktøjeriformafillustratorogaltsåforskelligeprogrammerpåcomputeren.Såhunhar110noglekundskaberdersomjegikkeharsomhunbrugerisinhverdag.111
C:Erdetfordiiermeresådanjegdetvedjegikkealtsåerhendesenkandidatuddannelse?112I:Ja,altsålige[anonymized]altsådenmarketingsansvarlige?113C:Jafordinusnakkerduomprogrammerogsådanomdeternogethunharlærtpå114
universitetetelleromdeternogethunharlært115I:Deternogethunharlærtpåuniversitetetsimpelthen.Ja,derharhunlærtatbrugedeher116
programmerherikke117C:Okay.Sådetgiverengodfordel118I:Jadetgørdetjomendukansåsigeathvisdufinderenudevedderharerfaringensåkande119
ogsådetjoikke.Detvarligesometkravforatkommeindipositionendervaratdukunne120siddeogarbejdeidetherprogrammerogdet.Altsåhunsidderjoogermedtilatsætte121etiketteropogtegneogaltsådetskalhunjokunneikke.DetkanenCBSerelleren122cand.merc.solaltsåenderharsiddetmedstrategijoikkeforeksempel.Ehmsådetvaret123krav.124
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
25
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
26
C:Okay.Sånåristårogskalansætteerdetsåoftestdemmederfaringellerdenyuddannede?125I:Jamenhvisviskalkiggetilbageivorestilfælde,såervigåetmereefterfolkmederfaring.126C:Ja127I:Ogdetvarnokdetsomjegogsåsagdeovertelefonenfordivierenlillevirksomhedsåvihar128
megetundervingerne,detharpersonerne,deharmangearbejdsopgaverundervingerne129ogderforerdetvigtigtbådeatmankanlandeløbende,ogatviikkeharressourcernetil130atdererenderstårogkiggerdigovernakken.Såmankanarbejdemereselvstændigt.131
C:Okay.Sådenenesteduligesådannukannævnedeter[anonymized]somsiddermed132marketingsomkommerdirektefraskolen.133
I:Jadeterdenenesteviharderkommerdirektefraskolen134C:Okaysåiharikkesådantidligerehaftproblemermedatrekrutterenyuddannede135I:Nejdetharviikke.136C:Okay.137I:Detharviikke.Ogviharoftealtsåjegharansatgennemmitegetnetværk.138C:Erdernogenforskelpånårdeternyuddannedeomdeharnogetekstradekantilbydejer?139I:Eh140C:Ellererdernogetekstradekunnegøreforatværemereinteressanteoverforjer?141I:Jamendetersomsagtjegsynesdetinteressantevednyuddannedeerfordetførsteatdeer142
billigere,deterenstorfactorforenlillevirksomhedsomosdeterhvadkanvibudgettere143medtilennyansatikke.Ehm,sådeterenstorfactorsommanikkeskalunderkende.Og144atdukanformedemaltså,detlydersåbrutaltikkemenatdukan,altsådekommerikke145indmednogleforudantagedemåderhvorpåtingeneskalgøres.Ehmherkandufortælle146demhvadderpasserindidinmådeellerdenstrukturderalleredeerivirksomheden.De147tilpassersigihøjeregradendpersonerdermåskeharværetibranchenilangtid.148
C:Okay,mendetgiverogsågodmening149I:ehmogellershvaddereraffordele,deharmåske,deermere,altsådeterlidtdetsamme150
medaltsådekommerikkemednogenaltsåhvismansidderogsnakkeromenopskrift151elleromhvordanenplakatskaldesignessåhendespladedenerrenikke,såhunkommer152måskemednogleinputsibådeøstogvestikkeognordogsyd.Ogdeterjoengodmåde153atgøredetpå,såerdermåskemereskalkasseresikkementilgengældsåbliverderogså154nogetmereindpåbordet155
C:Sånyeøjne156I:Nyeøjneja.Hvorimodenderharsiddetmedudviklingafetiketterilangtidhunharmåske157
dannetsigenstilikkehvadhungodtkanlideDeterbareeteksempeliforholdtil158udviklingafetiketterikkemendererjoaltmuligtandetogsåikke.Sådetmåskeden159størsteværdiiennyuddanneterathunkommermedencleanplatealtså.160
C:Ja,okay161I:Detsynesjegogdeter162C:Villedetværemereinteressantforjermedennyuddannethvisdeligesomstartedeien163
oplærendetraineestillingelleridenstil?164I:Ja,viharbareikkeressourcerneogstrukturentilatunderstøttedet.Detskalværeenlidt165
størrevirksomhed166C:Okay.Ogiharhellerikketidligerehaftdet?167I:Nej168C:Okay.Ogdeterrentressourcemæssigtatdetsimpelthenikkekanladesiggøre.169
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
27
I:Jamenviharjoikkesådandykketmerenediomdetkanladesiggøreellerej,menaltsåder170eraltsåogsånoglefysiskerammerderertilhinderfordet.Detgørjoatduskalhave171nogleflereansatteikkealtså.Somsagthavdevidehertonyekollegaerogdetfungerede172egentligretfintikke,mendeterheltdererfaktiskmangespørgsmålikke.Såjegtrorikke173atjegereneomdether174
C:Detersådanlidtfortidskrævende175I:Deterenheldelmeretidskrævendeja(elevellerpiccoline).Deerikkesåselvkørendevel?Jo176
yngredeer,jomereskalmanværeoverdem,jomerekommerdemedspørgsmål,detør177ikkesåmegethvorimodennyuddannet(færdiguddannet)deharsådannokstyrpådettil178atdegodttørprøvelidtafikke.Altsådeerselvstændigenok.Hvorimodenelevelleren179piccoline,deerikkeretselvstændigevel.Deterikkementpåenondmåde,mendeter180debareikke.181
C:Deterdeikkenej.Okaynåmenetlidtandetspringså,ehmdettrorjegogsåatjegnævntei182telefonendavisnakkedesammenfaktiskmendethermedatofteresåsesdetogsålidt183lettereforstørrevirksomhederogmedrekrutteringogsådanfordidemåskeharetstørre184brandogkendskabenerlidthøjreogsådan,menhvordanopleveridetoghvordanmed185jeresawarenessogsådan186
I:Jegtrorligesådanligemedvoresvorestilfældederharvijonogleprodukterudepåhylderne187påsupermarkedernesådererikraftafdeterderjoetbrandawarenessikke,fordetikke188iligesåhøjgradsomCocacolaellerkraftfoodellerHeinzketchupogsådannoglebrands189velmenviharnoglebrandsellernogleproduktersomstårudepånoglehyldersom190forbrugereserikkesåderernogetbrandawarenessdersåviliderikkeunderdetderi191sammegradsommåskeenellerandenteknologivirksomhedsomharnogle192komponenterietellerandettelefonetellerandetstedsomforbrugerenikkesernogettil193vel.Ehmnårdetsåersagtsåerderheltsikkertenudfordringder,ehmatdeikkekender194osisammegrad.Dererjolavetdetkenderdujosikkertdererlavetendelstudieromat195studerendehellerevilindidevirksomhederdekenderehmogdeterjolidtdetmanlider196undersomlillevirksomhedogdetmåmanjoogsåbareanerkendeogsåløbereforatfå197derigtigemedarbejdere.Mendeterheltklartetdilemmaaltsåfordeterogsået198spørgsmålompengemanvilbrugepåatgåudogfindedenyeikkealtså.Enheadhunter199dekræverjoen[inaudible]ellertregangeenmånedslønellerhvaddetnueraltefter200hvemdusnakkermedikke.Mendeterheltklartetdilemmadetdermenviersåheldige201atværeidenbranchehvoratvoresbranddeterderudeikkeellervoresprodukterer202derude.203
C:Okay.Mennuførdersnakkedeviforeksempelomatdaiansatte[anonymized]dervardet204igennemnetværk.Sågenereltsådanhvisnåriharennystillingenhvordankommeriud205meddenhvordanpromovereiligesomatdenerder206
I:Jaaltsåvisnakkeriførsteomgangmednetværkogsåslårvidenegentligoppåjobnetog207linkedin.Detersåsteptoikke.Forderplejeratkommerimeligmeget.208
C:Jadetkunnejegforestillemig209I:Ja.210C:Mendetvilsigeierogsåindeovermedsocialemedierogsådannoget211I:Deterviihøjgradja.212
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
28
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
29
C:Jaharlavetenundersøgelseblandtnyuddannedesådanmedspørgeskemaogdererrigtig213mangedersådansigeratdevedsimpelthenikkehvordeskalfindedemindre214virksomhedersommåskeogsåerlidtmindrekendteogdekiggernemligpådeherjobnet215ogjobindexoghvadderellerser.Mendesynesikkeatderermangeafdesådansmå216virksomheder217
I:Nej.Mendeternokfordimangeafdesmåvirksomhederdeansættergennemnetværk.Og218dettrorjegatdegøraftogrunde,deterétforatsparepenge,ogtofordiatmanjoføler219mankanstolemerepåsitnetværknårman,altsåsåerreferencenlidtalleredetagetikke.220Sådanathvisjegspørgereftermitnetværkatviharbrugfordenherprofilher,kenderdu221nogen,jadetgørjeg.Såfremsenderdejoikkeensomdeikkekanståindefor.222
C:Okay.Menførdersnakkededuogsåomatnuhavdeiselvfølgeligprodukterneudeogsåder223fikiselvfølgelignogetawarenessgennemdetmenellervardetogsånogetsomsådan224ikkeligevarderivillebrugeressourcerneogkastepengeefterathvadskalmansigeøge225awareness226
I:Altsåomkringjobopslageteller?227C:nutænkerjegbaresådangenereltpåvirksomhedenogsåiforholdtilatværemerekendti228
nyemedarbejderesøjnehvisdeter.229I:Jamendeterjolidttosiderafsammesagfordivibrugerrigtigmangeressourcerpåligesom230
atøgekendskabtilvoresvirksomhed.Mendetgørvijoprimærtfordivigernevilhaveat231folkkøbervoresproduktermendetenedetunderstøtterjodetandet.Ehmivores232tilfældeikke.Såjomankansigevibrugermangepengepådetmenvigørdetikkefordivi233viltiltrækkenyemedarbejderevigørdetfordivigerneviltiltrækkenyeforbrugere.234
C:Såforeksempelbegrebetemployerbrandingdeterikkenogetisomsådanhararbejdetmed235I:Nej236C:Nejogdeterikkenogetsådanitænkerfremadrettetkunneværeinteressant?237I:Jodetkunnedetdagodtmen,ehmdetkunnedetdagodtaltsåjegtroratdetaltsådumener238
iforholdtiltiltrækningafnyeressourcerellerhvad?239C:Ja240I:Ja.241C:Nustårisåikkeogmanglernoglenye242I:Vistårikkeogmanglernoglenejmenviharegentligikkehaftdestoreproblemermedat243
findekandidater244C:Medreferencetilbagetilatdetfungerermegetgodtmednetværk245I:Ja246C:Okay,fint.Så247I:detilfældehvordetikkefungererharvisåslåetdenoppåjobindexogderersåkommetret248
mangeansøgere.249C:Okay.OgLinkedIn250I:Ja.251C:Kaniseforskelpånårdeterforeksempeljobnet,jobindexellernårdetersådanmeresocial252
LinkedIn?253I:JaaltsåLinkedIndetermeretungereprofilerjobindexdetersådanlidtmerealmindeligt.254C:Okay.Ehmsådanheltgenereltnårvisnakkerawarenesserdersådanellermåskeikkeså255
megetawareness,menmeregenereltforjeresvirksomhederdersåetellerandetsom256differencerjerbassaltfrastørrevirksomheder?257
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
30
I:Iforbindelse…prøvligeatuddybe258C:Hvisbaresomsådanmindrevirksomhederdersånogetitænkeratdetervilangtbedretil259
fordivinetoperlilleendstørrevirksomhederer?260I:Dutænkeriforbindelsemedtiltrækningafkandidaterellertænkerdugenerelt?261C:Detkangodtværejaladosbaresigeformedarbejderegenerel262I:Ja.Jamendetkanvijoheltsikkertaltsåikraftafatvierenlillevirksomhedsåharduogsåen263
megetstørreberøringsflademedandreområdernunormaltikkevilarbejdemed.Jo264størrevirksomhedenbliver,jomerebliverdinearbejdsopgaversatiboxellerbåseller265hvadduvilkaldedet.Altsåduarbejdermerestruktureretdetermaskeetdårligtord,266menhvisduarbejderienstorvirksomhed,såharduikkesåstorenberøringsflademed267heleprocessen.Ladostageeteksempelhvisiproduktudviklingdervilduienvirksomhed268somvoressiddemedheleværdikædenfraidéfasentilnårproduktetstårudepåhylden269ogmåskesågarogsåellerfaktiskogsåmedatarbejdemedkampagne.Ienvirksomhed270somOrklaellerUnileversomersammebranchesomvoressomermegetmegetstørre271virksomhedderarbejderdumåskemedproduktudviklingikkefraAtilZsomdugørher272hosBangsmenmåskefraAtilFogdetkanværeatsåskalduslippeproduktetefterdu273harudvikletetikettenforeksempelsåerderenandendertagerprocessenoverikkeog274skalfindeudafhvilketglasduskalhaveproduktetskalværei.Ogsåskaldenså275overlevereproduktetnårdetkommerudogskalståpåhylden.Såenmedarbejderkan276godt,deterjoikkealle,mendeflestekangodtlideatmanfølgersinbabyhelevejenud277tilhyldenogfaktiskogsåarbejdermeddetpåhyldenfordidetersjovt.Sådestore278virksomhederdehardenudfordringatdubliversatmereibåshvordemindre279virksomhederderfårduenbredereberøringsfladeogduermegettætterepå280beslutningstagerneidemindrevirksomhederogduspillerenstørrerolleikraftafatdu281ikkeersåmangemedarbejderesådufårlovtilattagenoglebeslutningerselvikke282
C:Sådufårmereansvar283I:Ja,medandreord.284C:Ogduharmindrehvadkanmankaldedetsamlebåndsarbjede285I:Ja286C:Jaokay287I:Ogdeterendeterenvigtigfactornårduskaludogvælgearbejdehvadvildusiddeoglave288
ikkealtså.Såviharikkedestoreudfordringernårviskaludogrekrutterefolkfordivikan289givedemenmasserentarbejdsmæssigt,menderhvorvikommertilkorteratviikkekan290betaleligesåstorelønninger.Omvendtsådestorevirksomhederdetiltrækker291medarbejderemdenstørreløncheckhvilketerhalvdelenafdetarbejdedetaltsådet292spillercirka50%293
C:Iforholdtilarbejdsopgaver294I:Iforholdtilatvælgeetjobdeterokayjamenhvorstorenrolleskallønnenoghvorstoren295
rollespillerarbejdsopgaverne.Fornoglekandetvære75lønog25arbejdsopgaver,alt296efterhvordusidderhenne.297
C:Okay,såhvisduskalsigejeresstørstestyrkesomenmindrevirksomhed298I:Jamenvoresstørstestyrkeeratvikantilbydevoresmedarbejderemereansvarog299
beslutningsjaaltsåatdekantagebeslutninger.300C:Okay.Såharjegfaktiskikkesåmangeflerespørgsmål.301I:Jamendetvardejligthurtigtså302
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
31
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
32
C:Jadetvardet303I:Deterjoperfekt304C:Dusvaredenærmestpådemallesammenløbende305I:Jamendetvardagodt.Ellerskandubareskrive,såskaljegnokgivelyd.306C:Erdernogetdusådantænkerdugernevilafmedherpåfalderebet?307I:Nejaltsådeterderfaktiskikke.Deterderikke,jegharsagtdetjegskalsige.308C:Perfekt.Jamensåslukkerjeg.309
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
33
C.2.KonsolidatorA/S
C:Altsåligeforatkommeheltgodtfrastart,såviljeggernehøreligeforatfåafklaretatIeren1lillevirksomhed,sådanhvormangeIrentfaktisker?2
I:Vier5ansatteogto,trestuderende.3C:Trestuderende?4I:Jatotrestykkersådancirka.5C:Okay,såIersådan?6I:5fuldtidsansatteigenogtotrestuderendesomerderaltid.7C:Sådeterlidtenbredviftebådeerfarendeogikkesåerfarende?8I:Jadetviljegsige.De5ansattedeerfulderfarende,deternoglemedrigtigmangeårs9
erhvervserfaringhvordenyngsteeristartenaf40erne.Sådeteraltsammennoglemed10mindst20årserfaringafde5,ogdetotrestykkerdetsvingerlidtmed,ligeiøjeblikketer11defaktisktostuderendeogdetertoCBSstuderende.12
C:Okay.13I:Enfir.ogenling.merc.’er.14C:Jaokay.SånårIhellerikkeerflere,såvedduheltpræcishvilkenbaggrunddekommerfra15
kanjeghørenupådigmeddenyuddannede,mendemisærdererfastansatte,defem,16hvorkommerIsådanfra?17
I:Vierensoftwarevirksomhed,såvihartoprogrammører,sådeterprogrammører,hardcore18koder,sådekommerfraCBSellerITpåuniversitet.19
C:Okay20I:Ogvitreandreermedøkonomiogrevisorbaggrunde,såvierCFO’erogrevisorer,såhvisdet21
errevisorer,såerdetcand.merc.aud’ersomrevisorogjegselvercand.polit.ogkommer22fraKøbenhavnsUniversitet.23
C:Okaysåenbredskare.24I:Meddemallesammen.Kandidatenaltså.25C:Deteralligevelmegetinteressant.26I:NokikkesåoverraskendenårduerpåDTU,viljegsige.Deteraltså,deterrelativthøjt,ja.27
Deterfaktisketkravforatboher,atmanskalhaveentekniskbaggrund.28C:Okay.29I:Deterenafkravene,foratkommeindher,ja.30C:Jaokay.Nå,spændendealligevel.31I:Somvirksomhedja.32C:SånuhvorjegharetspørgsmålomIharkandidatansatte,såkanjegjoroligtsigejadetharI.33I:Viharikkeandetnej.34C:Nej.35I:Sådanmådetogsåværeifremtiden.Ligenusøgervidenhertilkommunikationogmarketing36
ogdersøgervicand.ling.merc.’erogcand.com.’er,såogsånogenmedenkandidat.Og37jegskalogsåtilatsøgenogensælgereogdeterogsånogenderentenharen,derharen38kandidatbaggrund,somentenharværetrevisorerellerogsåsåhardeværet39økonomicheferellerregnskabscheferellerenellerandenmedenrelativhøjstillingefter40dereskandidatuddannelser.Sådergårlangtidførvifårikke-kandidatudannedefolk.41
C:SådeterlidtnærmestetkriterienårIsøger?42
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
34
I:Jaikkepågrundafuddannelsen,mendenerfaring.Nårviskaltilatsøgeforeksempel43sælgeretilatimplementerevoressoftware,såkræverviatdeharen,bådeen44uddannelseindenforregnskabogsåogsåatdeharnogeterhvervserfaring.Såmanvil45ikkeseretmangeunder,altsåunderdeder2,3,4,35år,detersværtatforestillesig.46
C:NuhvordusigernårIskaltilatimplementere,hvornyervirksomhedenrentfaktisk?47I:Detnokmerenyekunder.48C:Okay.49I:Altså,virksomhedenerfra2014,hvorvivartredergikigangmedatkodedethersoftware50
somvisælgerogdettoghalvandetår,derhavdeviogsåfuldtidsarbejdevedsidenaf,så51dettoggodthalvandetår.Den01.01.2016havdevivoresproduktfærdigtoggikigang52medatsælgedet.Såviharsolgtiknapttreår2016,17og18snarttreårharvisolgt53produktetognårjegsigerimplementere,såerdetnårvifinderennykunde,såskal54softwarenimplementereshoskundenogforatkunneimplementere.Dererikkenogetat55implementere,viersoftwaretilservice,sådeterbaremedatlogpåenwebbrowserog56såerduigang.Forattilpassetdensoftwaretildinvirksomhedsåskalderværeen57implementering.Ogdemderskalforetageimplementeringenfraosafskalhavenoget58regnskabstekniskkunnen.DuskalikkehaveIT-mæssigerfaringforatimplementeredet,59menduskalhaveregnskabstekniskforståelsepåetrethøjtniveauogderforerdetikke60realistiskatvitagerenheltnyuddannet.Mennuerdetligepræcisindenfor61statsautoriseretrevisorerdeterjoenuddannelsesamtidigmedatmanarbejder,sådu62kanfaktiskværefuldstændig.Hvisduerfærdiguddannetsomentencand.merc.audeller63statsautoriseretrevisorsåharduallerede10årserhvervserfaring,såpådenmådekandu64godttageennyuddannetforsåhardeallerederelativmegeterfaring.65
C:Okay.MennårIligesomsøger.HvorsøgerIsåhenne?66I:Hvilketmedie?67C:ja.68I:Jobindex.69C:Hovedsageligtjobindex?70I:DetbliverdetiDanmark.Viskalogsåtilatsøgeiudlandet,såbliverdetselvfølgelignogle71
andre.MeniDanmarkerdetiJobindex.72C:Okay.Menaltsåiforholdtildethermednyuddannedesåhørermanbaretitnuheromat73
dererenøgetkonkurrenceatligesomfåfatidegodetalenter,menserdufordeleeller74ulemperiatdeternyuddannede?75
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
35
I:Jegkangodtlideatarbejdemedungemennesker.Heltklart.Jegkangodtlide,atdeunge,de76kommermedenandenmankangodtsigefriskhed,mendeharjofærrebarrierer.De77kommermegetmeremedsådanharjegaltidgjort,detliggeriatværeung,sådereren78andenenergiogenandenmådeatsetingenepå.Såviharansatenpå62,hamervi79supergladefor,menjegkanrigtiggodtlideatfåungeind.Dereringentvivlom,atde80næsteviskalhaveansatdebliveryngre,hvisdegideratværehosos.Deteraltidsværtat81fåfatidenførsteunge,fordivierallesammenover40,detskaldejogide.Viharingen82kvinderforeksempel,vivilgernehavekvinderogvivilgernehaveunge,foratfådenher83bredteivoresforhæng,deterjoklartnårvikunerfemmennesker,såerdetbegrænset84hvorbreddemankanvære,derkanmanikkebådehaveungeoggammeloginternational85ogkvinderogmænd.Altså,deterjoselvfølgeligsværtnårvikunerfemmennesker,men86dereringentvivlomidenherkommunikation,marketingogkommunikationderharvi87fået53ansøgere,ungoggammel,mændogkvinder,dergårjegefterenungkvinde.Jeg88harogsåbådeældreogmændtilsamtale,forselvfølgeligskalvihavedenbedste89kandidat,menstårderen,altandetligesåviljeghelsthaveenungekvinde,ogdenher90diversitet.Deterheltklart.Ogsåja,såtrorjegdenæsteansættelserdetbliversådan91noglerelativtungeogmedrelativtmenerjegdeerstadigvækover30.92
C:Ogsåtrordudeterenfordel,fordideeropenminded?93I:ja.94C:Okay.Menaltsåtidligere,harIderhaftproblemermednyuddannede?Nusigerdu,atdeter95
sværtnårIfølerjerlidtgamleeller?96I:Overhovedetikke.Jegtrorvoresstuderendeharværetsupergladforatværehernetopfordi97
desomstuderendeharfåetmegetmegetstortansvar,fordivierenlillevirksomhed.Så98dehercand.ling.merc’ersomviharhaftansatmensdeharværetstuderende,deharjo99faktiskværetmarketingschefer.Selvomdestadigvækerstuderendefordideligesomde100kom.Ja,jegtrordetharværetnoglesjovestudenterjobs,fordimanfårretstortansvarog101manfårihvertfaldnogetsommanselvkanskrivepåCV’et.102
C:Ja.Nå,ejdetvillejegdaogsågernehavehaftset.103I:Derbrugervidethergraduateland.Erdetikkedetdethedder?104C:Jo,derernogetderheddergraduateland.105I:Dettrorjeg.Igen,denherstillingsannoncesomdererlagtoppåjobindex.Detvarstuderende106
derharlavetden.107C:Okay,jegharkunsetpåLinkedInatIhavdeganginoget.108I:ja,dervardenherjobstillingdervarlagtoppåJobindexogsåharvismidtdenoppålinkedIn.109
Detvarenstuderendederharlavetden.Sådestuderendeharhaftretmegetfripladstil110atudfoldesig,fordideikkevedsåmegetomdet,sånårdeforeslognogetsåhardefået111lov.Såpådenmådesåtrorjegselvomvigamleiforhold,såerderetgladeforvierher,112jegerherdetvirkersådan.113
C:Menerdernogetsomdenyuddannedeligesomkantilbydejersomvirksomhed?114
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
36
I:Jaklart,specialtmedkommunikationogmarketing,ogdigitaleværktøjer.Altsåjegkanikke115mailchimp,jegkanikkefacebookboost,jegkanikkealledederting,altsåjegkanlære116dem,mennuharjegjosåenandenrolleivirksomheden.Jegkanikkealledetingherog117problemet,nårjegoverhovedetikkekenderdem,såkanjegikkeenganganbefaledetog118sigeIskalgøresådan.Forjegvedatdeteksisteredeførdekommerogfortællermigatde119eksisterer,atmankanogsågøresådan.Ogjegbrugeroftedetordsprogsomsiger:”Hvis120manved,manikkeveddet,sålærermandet.Menhvismanikkeved,atmanikkeved121det,kanduikkegørenoget.”122
C:Nej.Deterrigtigt.123I:Ogsådanerderrigtigmegetformigindenforkommunikationogmarketing.Jegvedikkehvad124
dererafmulighederogderforkanjegogså,sånårderernogenderfortællermigom125googleadwordsogomSEOogviskalSEO-optimeresåkanjeggodtforstådet,menjeg126kanikkesigehvadjegskalgøre.Javiskalhavenogetbedre’content’,okay,menhvader127bedre’content’,detvedjegikkeengang,såjegskalhavenogen.Derskaljegvirkelig128hjælpes.Nårdersåkommerenstuderendeogsiger,jegsyntesviskalgøresådan.1,jeg129harikkenogetargument,forikkeatgøresådan.Ogdeterogsårigtigfint,sådeharfået130relativt.131
C:Såhvisdeargumenterergodtforderessag,såhvorfor?132I:Debehøvesikkeengangatargumentere.Deskalbarekommemedenideogsåskaldeprøve133
detaf.134C:SådererIogsåmegetåbene?135I:Meget.Fordivikanikkebedreselv,menselvhvisdetsåikkeerengodide,såharvisålærtaf136
det,kanmansige.137C:Deterjosåogsåenstorfordelfordenyuddannedeiforholdtilatprøvehvaddelæreraf.Nu138
kanjegsåsammenlignedetmeddentidligerevirksomhedjegharværeti.Deturdeikke139såmeget,såerdetrigtigrigtigsværtatkommeudogrampendem.Sådetermegetfedt140atIeråbne.141
I:Detforstårjeggodt.Specielthvismanerigenlidtældresommig,såermansimpelthennødt142tilatanerkendeatderermegetviikkevedogsåblivermansimpelthennødttilattageud143pådendertyndeisogprøvenogletingafogsehvadpokkerdersker.Altså,dukanikke144baresiddetilbageogsige,”detderdeterutryktformig,ogjegkenderdetikke,såjeg145blivervæk”.146
C:Oghåbepåatdinemedarbejdereogsåvildetbedsteforvirksomheden.147I:Ja.Detvilallejo.Detsyntesjegikkemanbehøvesværesåbangefor,såja.148C:Meniforholdtilnyuddannede.Nusigerdudetkræveralligevelatdeharlidterfaringellerat149
deihvertfaldkanselvlærerikontekst,hvismankansigedetsådan.Vildenyuddannede150væremereinteressanteforjersomlillevirksomhed,hvisdestartedeienformafpraktik151ellertraineeellerelevellerhvadmankalderdet?152
I:Nej.Deterbareudad.153C:Såhvisdeharhaftetstudiejobellernogetpraktikløbende,såerdemereværdendhvisde154
starterienoplærendestilling?155
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
37
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
38
I:Ja.Vedmindrevirksomhederfungereroplærendestillingerikke,fordidufåretmegetmeget156stortansvar.Dererjoikkenogenafosderhartidtilellerevnertilatgåogværementor157forentrainee,ellergåogopvarte,altsåhvismangernevilsådannogetsåmåmanien158storvirksomhed.Altså,ismåvirksomhederderkommerduudogsåfårduligemåskeet159kvartersintroduktionogsåerdetbareigang.Ogsåfinderduselvudafhvor160kaffemaskinenstår,oghvadfornogleabonnementermanskalbrugeoghvordanmangør161tingene.Detfinderman…,altsåmanspørgerjoselvfølgelig.Deteregentligogsåenting162somjegtrorermegetvigtig,attagemedtiljerungeder,deterpersonlighedmeget163mere.AltsåIskalhavejeresværktøjskasseiordendetskalallejo,sådanerdet.Men164derudoverpersonlighedogdertrorjegmanskalgøresigklart,fordiviharjoallesammen165forskelligepersonligheder.Dettrorjegmanskalgøresigklart,”harjegenpersonlighedtil166atværeismåmindrevirksomhederellerharjegenpersonlighedsommereerrettetmod167destørrevirksomheder”.Denhelthelt…jegkommerfraA.P.Møller,såjegharværetien168afdestorevirksomheder,ogdenheltheltstoreforskelerhvordanmanblivertageti169armen,ihåndenogguidet.Istorevirksomhederkommerduindiderescorporate170programmerogblivertrænetogguidet,ogrygerpåengelskkursusogpåhandelskursus171ogderudafogbliverfuldstændigpakketindogfuldstændigguidet.Ogpådenmådefår172manjoselvfølgelighellerikkedensammestoreselvstændighed,menblivertilgengæld173trænetogguidet.Hvorimodidesmåvirksomheder,dererdetbarederudaf,dergår174mansimpelthenbareigangogsåstartermanmedatarbejdeogsåtagermandenderfra.175
C:Ogsåkanmansige,sålærermanogsåmereundervejspåenellerandenmåde,fordiman176sigerjooftedethermedhvismanfårlovat”fejle”ellerfaldeellerligemærkeatmaner177pådybtvand,sålærermanmereafdetikke?178
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
39
I:Manlærernogetandet.Jegvilhelleresigemanlærernogetandet.Jegvilværeblegforat179sigeat,jegvilmene,ogdeterogsådetjegsigertilvoresstuderende.Denperfekte180karrierevejuansetommanvildestoreellerdesmå,deter,startienstorvirksomhed.Det181ersværtatgådenandenvejrundt.Startienstorvirksomhed,fordimanfårnogen182redskaberiforlængelseafsinkandidatgradellerkandidatuddannelse,atmanfårnogen183værktøjer.DetjegfikoglærtehosA.P.Møllerdetbrugerjegstadigvæk,selvomjegeri184eniværksættervirksomhedelleropstartsvirksomhed.Såjegsyntesdererrigtigmange185fordelevedatstarteidestorevirksomheder,ogsåfånogleværktøjerder,ogsåkanman186såfindeudafhenadvejenommansyntesdeterforuselvstændigtogatdeterfor187bureaukratiskogdeterforsværtatkommeigennemmedsineideerogmansyntesdeer188forkonservativeogdetingder,oghvismanfølermanbliverbegrænsetfordet,såkan189manhoppeudinogetmindre.Deterbaresværtnårdustarteridesmå,dufårikkede190herværktøjerdukommerikkepådetherhurtigeudvekslingskursus,dufårikkedet191engelskkursusogaldeherforskelligekurser.Sådanfungererdetbareikkeidehersmå192virksomheder,hererdetaltsåbareudogfåhændernenedidejenmeddetsamme.Så193detertomegetforskelligetypermåderatarbejdepå-dublivermegetmegetbredafat194arbejdeidesmåvirksomheder.Fordialtså,tagerdunuf.eks.voreskommunikationog195marketing.DeterjohelepallettenmednyhedsbreveogmedLinkedInogFacebookog196hjemmesideogsamtidigogsåeninternationalstrategiforhvordanskalvibrandeosselvi197heleverdenenoghvordanskalvilavekampagneiSchweizogmåskeansættenogeniet198bureauiLondonogaltså,sådeterjohelepaletten.Hvorhvisdueransatienstor199virksomhed,jamensåstårdumåskeforethjørneafenhjemmesideogsåsiddemeddet200ogikkeandet.201
C:Mensåkanmanogsåsigedererdetjoogsånetopfordikommunikationogmarketingerså202bredt,sværtatfindeenmereellermindregeneralistderkanværemedpådethele,fordi203netopatderernogenderermerespecialiseretiforeksempeldenonlinedelellerSEO204ellerhvaddetnuendmåttevære,hvorderkandetigenværedethermedstrategiensom205erenhelandenboldgadeogbranding,ogimageudadtilogemployerbrandingindadtil206oghvadvedjeg.JegkangodtforstånårdusigerIharbrugfornogenmederfaring,fordi207deskalkunnedethele.208
I:Ja.Deterderkaningen.209C:Nejmensådanbredtsagt.210
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
40
I:Jegerfuldstændigenigmedhvaddusigerogdeterogsåderforjegkommerlidttilbagetil211personlighed,fordidererikkenogenderkanfavnedethele,ogogsåselvomduhar25års212erfaring.Deterdersimpeltheningenderkan.Sådethandlerogsåomdetdermed213personprofilen,omhvordanhåndtererdudetdermedduikkeharekspertiseeller214erfaringi.Sådetskaljostadigvæklavesogsåerdetsåhvorduheletidenmågåpå215kompromis,entensålaverjegdetselvmeddenbegrænseterfaringjeghar,ellerogsålige216præcispådetområde,søgervisånogeteksternekspertise.Mankanjostadigvækbruge,217entenstuderende,ellermankanbrugenogleeksternebureauer.Foreksempel.Ligei218øjeblikketmeddennekommunikationsogmarketingspersonjegsøger,dererjegmeget219fokuseretpådetsproglige.Såkandejoikkedetvisuelle,deterjotypiskenmodsætning.220Mendeterfordiviharetbureaueksternt,somligesomharlavetvoresvisuelleidentitet221ogdetbureaumårigtiggernefortsætte,detviserpersonenskalikkeværeekspertpådet222visuelle,mensåskalmantilgengældhaverelationentildethereksternebureau.Såman223fårstadigvækansvaretforenmegetbredpalletteogsådeområdermanikkeselvkan224ellerharerfaringi,dermåmansåhvadhedderdet,brugenogeteksterntassistance.225
C:Okay.226I:Derblivermanenformforkoordinator.Hvormanskalkoordinereså.227C:Megetinteressant.Nå,mensåiforholdtildethermedstørrevirksomhederdeofteharlidt228
letteremedatrekrutteringiformafdemåskeermerekendteogisærogsånårvisnakker229nyuddannedehvissmåvirksomhederikkeersågodetilatellerdemåskeikketænkerså230megetoverdetoghvisawarenessikkeersåhøj,hvordanfårmansåfatinogensomikke231rigtigvedmaneksisterer?HvordanserIjeresawarenessiforholdtilstørrevirksomheder?232Serinogenudfordringerellerhvordan?233
I:Ja,altsåklart.Menhvadhedderdet,dethandleromkommunikation.Altså,jegmenerhvisdu234er,altsåhvisdukankomme,kanmansige,fåbudskabetud,såkanvijotilbydenogethelt235heltandetendA.P.MøllerellerNovoellerCarlsbergellerPandora.Vikanjotilbydenoget236heltheltandet,fordivierenlillevirksomhed.Såfordenretteprofilervijomarkantmere237interessantendatarbejdehosPandora.Fordi,hvisdugodtkanlidedethermedatvære238megetselvstændigoghaveheleansvaretogvirkeligsiddetætpåledelseogduvirkelig,”239det-du-siger-i-dag-det-gør-vi-i-morgen-agtigt”,dukansimpelthenfålovtilatboldredig240kanmansige,ogprøvealledeherforskelligeredskaberaf,somduharlærtpåskolen241ellersomdubrænderforelleretellerandet,ikke.Såfordenretteprofilsåervijomeget242megetsjovere.Mendetskalviselvfølgeligudogfortælle,fordidererikkenogender243kenderKonsolidator,menallekenderPandora.Altså,detsigerselvfølgeligsigselv,sådet244handlerigenomkommunikation,ognukanjegjose,nufordijegfikdenherannoncesat245opafenkommunikationsstuderende,gjordejoatviharfået63ansøgere.Sidstegangvi246lavedeenansøgningderfikvijo8ansøgereellersådannogetder.247
C:Oghvorlagdeidenop?248I:OgsåJobindex.Sådetsigerjolidtom,jegvedikkeomdetpga.dengrønnefarveeller,Idont249
know.250C:Ellersproget,hvadderbliverskrevetiselveannoncen?251
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
41
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
42
I:Ja.Sådethandlermegetomkommunikation.Derernogenderervirkeligvirkeligsvære,og252deterklartnårvikommertilprogrammører,såkandetheltklartgodtblivesværtogdet253måviså,altså.Dentypestillinger,fordiderertilgengældmegetmegetbegrænset254ressourcerogderkandettitbareblivelønogsåskalmanudogkonkurrererpålønogder255erMicrosoftlønførendeogsådannogenting,sådetkanseriøstgodtbliveenudfordring,256menmåvijotagedettildentid,såkandetgodtværevimåhaveprogrammørertilat257siddeiudlandet.Menpåsådannoglealmindeligesælgereogmarketing,kommunikation258ogsådannogentingder,derbørværerigeligtattageafiDanmark.Detmenerjeg.259
C:Okay.Medhensyntiljeresegenbrandawareness,hvordangørIopmærksompåjerselv?260I:Forlidt,detvedjegselv,så,menvibrugerLinkedIn,ogvibrugerfagblade,hvorviannoncerer261
ifagblade.262C:MendeterogsåenlillenicheIhargangi?263I:Jadeterdet.Sådetherbrandrecognition-vilvimegetmegetgernehaveenmegethøj264
brandrecogntionindenforvoresmålgruppe,ogdenmålgruppeermegetmegetsnæver.265DererfaktiskfemtiltitusindpersoneriDanmarkderbehøveratkendeos,såharvien266brandrecognitionpå100.Mereerdersådansetikke.267
C:Mendeterjofedt.268I:Ja.Ogdeernavngivne,såvikanbaresendeenmailtildem,sådeterrelativtsimpelt.Men269
detændrerikkemereved,atdetskalgøres,ogdetbliverikkegjortidag.Menellerssåer270detrigtigmegetdirect,altså,etafvoresheltstorebrandingområder,deterfirestore271revisionshuse:Deloitte,PwC,KPMG,Ernst&Young–ogdetersimpelthenkaffe-møder.272Jegdrikkerrigtigmegetkaffe.Sådetersimpelthenatinvitererosselvpåbesøgog273spørgeromdukanfåenkopkaffe.Deternokvoresmestanvendtebrandingogdemvi274harstørstsuccessmed.Deneregentligtrigtiggoddenmetode,problemetvedden275metode,deteratdenfungererkuniDanmark,denfungererikkeiEuropa.Såskalmani276hvertdrikkemegetkaffe,sådenfungererkunheriDanmark,såviskalpåenelleranden277mådefindeudafhvordanvifår.Deterenafdeting,somblivervigtigtherfordenher278kommunikationsmedarbejder,detbliveratfindeudafhvordanviskalerervoresbranding279tilEuropa.Detbliveropgavenummer1.280
C:Sådetvilsige,ligenuderhar,altsåfølerI,atIharstyrpådetdanskemarkedoggernevilud?281I:Ja.DererrimeligmangederkendertilDanmarkogdererflerederkendertilLondontrorjeg.282
Sådererdetenudfordring.283C:OgsåtænkerIEuropaiførsteomgang?284I:VieriDanmarkogvieriSchweizogviersmåtiEngland,menviskalhavemegetmeretrykpå285
Schweiz.OgviskalhaveogsålidtmeretrykpåEngland.Sådetersådandeførste,deter286faktiskogsåderforvisøgerendergodtkantysk.MensåEnglandogSchweizskalder287trykkesmerepåogligesåsnartviharfåetsatdetigang,såerdetSverigeogNorgeog288Benelux.Detersimpelthenfordivikiggerhovedsagligtpådelandesomvifølerermest289IT-savvy,altsåmestIT-modne.Detgårviefter,fordiatvoresprodukt,deteregentligtet290produktdererstatterExcel[inaudible],sommanalleredeidaglaveriExcel.Detskalman291sålaveindeivoresprodukt.OgdelandederermestITmodne,deterderhvorvihar292lettestmedatkommeigennemmedvoresbudskaber.Såvistartermeddelandeognår293delandesåersatigang,kanmansige,sågårvivideretilSpanien,Frankrigogså294begyndervisåatkiggepåentenUSA,ellerMellemøstenogAsien.Sådeteregentligt295globaludspredelse,visådansatsemod,mensådaniroligtempi.296
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
43
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
44
C:Jaokay.Nå,menspændendealligevel.Meniforholdtildethermedpromoveringafegen297virksomhed,harIlært,sådannuvedjeggodtIikkeerså,Iharikkesådanmegamangeår298påbanen,menharihafttænktoverellerkiggetpåellerenddaarbejdetmeddether299konceptmedemployerbranding,iforholdtilatfåmereawarenessogfåfolktilatblive300interesseretivirksomheden?301
I:Jegvedikkeenganghvaddeter.302C:Okay.303I:Teachme.304C:Employerbrandingerdethermedatdurentbrandingmæssigtarbejderrigtigmegetmed305
identitetogimageivirksomheden.Hvoridentitetdeteratdugårindogkiggerpå306virksomheden,hvemervigenerelt,hvemvilvigernehaveviselvassociererosmed,som307virksomhed.Hvoratimagedetersådanudadtil,sånårdurentfaktiskkommunikererdet308ud,hvordantagerstakeholderesåimoddether,bådemedpåvirkningframedierog309andrestakeholderetilvirksomheden,hvordanaltligesomspillerindudefra,310samfundsmæssigtoghvadvedjeg.HvordanbliverdetIgernevilsyne,hvordanbliverdet311tagetimod,iforholdtilbådeatspredeawarenessomhvemIer,menogsåatgørejer312attraktivesomemployer.Giverdetmening?313
I:Ja.Dettrorjegnokegentligvihartænktoveralligevel,vividstebareikkedetheddet.Men314altsådukanjosige,viertrefoundereogtoafoserudehoskunderogvihardasnakket315omhvaderdetforen,altså,hvaderdetforenudstråling,hvaderdetvikommermed.316Menvierjobaresomvier,altsåvierjoærlige,altsåviharikkeprøvetatomskoleosselv,317vikommerbaresomdepersonervier.Ogdekunderviharfået,dethardegodtkunnet318lideogdekundervisåikkeharfået,dethardesåikkekunnetlide.Detersådanmeget,så319detblivernoknogetdersådanligesomlidtmereskalsættesinogenkasser,inogen320rammer,måskedefineres,nårvibegynderatfåmedarbejdere.Såskaldejoligesomfinde321udaf,okay,hvisdenandenfoundersomhedder[anonymized],såhvisogjeg,altså,og322hvisdeandrepåenellerandenmådeskalværeled,altså,hvisvipåenellerandenmåde323skabedenidentitet,såskaldenidentitetjoskabeslidtomkringdenmådevierpå,kan324mansigeikke?325
C:DeterjodetIvinderpåogdethermednårmedarbejdernekansehvaddetegentligerman326stårforogdetogsåerdetderligesombliverafspejletudadtil,ogdetskaljosåogså327gerneværedetdertiltrækkernyemedarbejdere,atmangernevilarbejdeidetmiljø.328
I:Såjegkanjogodtse,atvinårvibegynderatfånogleflerefolkpå,såskalvidefinerehvadvi329renter.Detharvijoikkedefineretvedbareatværeosselv,ogdeterjosådefinitionen330påos,kanmansige,fordivijobareerosselv.Mennårderkommerflerepå,såskalvijo331prøveatseomde[inaudible],mendeterjoklart,altså,viharjoenidentitet,altsåderer332joingentvivlomathvisvigårudtilallevoreskunderogrevisorerneogspørger,”Hvader333Konsolidatorforentypevirksomhed?”Jamen,såvildesåsvareetellerandet,ogjeganer334ikkehvaddevillesvare.Mensåvildejosvareetellerandet.Altså,bådepositivtog335negativt,ogsådanerdetjo.Og,detersådenmådevierpå.336
C:MendeterikkenogetIsomsådanreelthararbejdetmedendnu?Iharselvfølgeliggjortjer337nogletankeromkringdet,men?338
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
45
I:Detkanmansådansetsige,menderhvorderergjortrigtigmangetankeromkringdet,derer339atvileverrigtigmegetpåtroværdighed.Altsådeterjoregnskabstingvilaver,såvi,for340eksempelharvialdrignogensindepromoveretossomiværksættervirksomhed,fordi341voreskunderdetersådannogenrelativtstorevirksomheder,ogderklingerdetbareikke342sågodtatsige...Detklingerikkesågodt,såviharaldrignogensindeudpensletatvieren343opstartsvirksomhedelleriværksættervirksomhed,detbliveraltidnedtonet,ogsåprøver344viatpusteoslidtopindeni.Viprøveratgøreoslidtstørre,altsånårfolkspørgerhvor345mangeansattevier,ikke,såpuhadetvilvihelstikkesvarepå,fordivierjokun5,ikke.Så346istartenbrugervinoglekundersomreferencer,menså,pådenmådeharvigåetopi347hvaderdetfornoglesignalervisenderudikke?.Såviharsådanprøvetatpusteoslidtop348oggjortoslidtstørreendvireeltharværet,forligesomatskabetroværdighedomkring349os.FordiogjegmedvoresCVogmedvoresbaggrund,fremtræderrelativttroværdigt.Vi350harselvprøvetatværeCFO’erogviharselvprøvetatværerevisorer,såvivedhvaddet351erfornogleproblemerdesiddermed.Vikommerikkesomsoftwaresælgere,f.eks.Vi352kommermednogen,derharetstykkeværktøjtilnoglefolk,somviselvharværeteller353er.Altså,viselvhardenbaggrund.Såsompersonerharvirimelighøjtroværdighed,men354somvirksomhedharvisådanskulletpusteoslidtop.355
C:Ja.Mensjovtalligevel,fordijegsynesjodetermegaspændende,mensjovtatIikkerigtig356sådantænkeroverdet,menalligevelgørnogetderhenaf.Mendetkanmansige,det357blivermanjoogsånødttil.358
I:Ja.Altsåja,manlærerjohurtigt,nårmanikkevednogetomkommunikation,somjegikkegør359pådetfagligeplan,såfindermanjohurtigtudaf,atmankanikke,ikke-kommunikere.360Detkanikkeladesiggøre.361
C:Althvaddugør,blivertagetimodjo.362I:Præcis,ja.Så,nårmanfinderudafderhermedatmankanikke,ikke-kommunikere,såfinder363
manudaf,okaysåkommunikererjeg.Selvfølgelig,såblivermanjonødttilpåenanden364måde,atfindeudafhvaderdetfornogen.Altså,hvordan,hvaderdetfornoglesignaler365mansenderoghvordanmodtagerfolkdetsommaner.366
C:OgigenkanmansigeIhar,dererdetjoogsåvirkeligvigtigtnårIsåsnakkerforeksempel367socialemedier,fordidukan,somduselvsiger,dukanikke,ikke-kommunikere.Såselvom368dupersonligtikkeertilstedepåsocialemedier,nårmenhvisnogensåerutilfredseeller369etellerandetmedvirksomheden,jamensåskaldenokfåkommunikeretud,uansetom370manertilstedeellerej.Sådeternæsten,jegvillesige,deterenfejlhvisnogenikkeer,371fordisåkanduhellerikkeholdeøjemedhvisderernogetfolksigerafnegativt.372
I:Nej.373C:Ogdeterjoretniceatværepåforkantmedkanmansige.374I:Ja,heltsikkert.375C:Jegerfaktisknåettiletafminesidstespørgsmål.Iforholdtildethermedstørre376
virksomheder,hvordanvilIsådifferentierejerselvfradem?Duharværetlidtindepå377noget.378
I:Dutænkerpåansættelseellerfindekunder?379C:Ansættelse.380
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
46
I:Jamendetermedatslåpånogleafdefordelederervedatværeenlillevirksomhed.Forder381erheltklartnoglefordele.Mensomjegogsåsagdetidligere,såforheltnyuddannede,så382viljeganbefaledeflesteatsøgemodstørrevirksomheder,idetmanfårnogleretgode383redskaberhosdestørrevirksomheder.Så,menellersigendehertretilfemårserfaring384somjegsøgerligenu,jamenaltsåvikantilbydenogetheltheltandetogetmarkantmere385interessantjobfårdenretteprofil.Ogmanskalselvfølgelighavedenprofilderhedder,at386mansyntesdeterfedtatværerelativtaleneogståpåegnebenogsyntesdetersjovere387atspillepåhelepladenogarbejdemegetmegetselvstændigtmeddetogikkefåret388megethjælpnogenstederfra,andetenddenhjælpmanselvhentereksterntellerfra389netværkellerselvfølgeligfraos.390
C:Menhvordanerdetsåforeksempel,hvisnu,visnakkedeomføratdeteralligevelenret391bredpalette,hvissåderkommerennyuddannetindenfor,ladossigeden,hvisvideler392detopihøjreogvenstreogdenkommerfravenstreside,ogvedmegetbasaltomhvad393derskerpådenhøjreside,menharikkeerfaringmeddet,menvedpræcishvordanman394foreksempelskalfåmereinfoomdetellerfindeudhvordan,ogkastesigudihvordan395manalligevelskalkommeigennemdet?396
I:Detsomjegikkekanbrugetilnoget,deterhvisfolksigerdekannoget,somdesåreeltikke397kan.Ogsigermanikke,”jegvedikkerigtigtnogetomSEO,forjegerdygtigtilbareat398skrive,jegvedikke,jegharikkearbejdetmedSEOfør,detvedjegikkenogetom”.Det399kanmanforholdesigtil,ogdetmåvisåfindeudaf.Okay,hvadsåhvisvisåbrugeret400eksterntbureautilathjælpedigellertilatkommeigang,ogsåstilleogroligtfårdulært401nogetafdet.Deterjoheltfint.402
C:Ellerethands-onkursus.403I:Etellerandet,ja.Såmåvijofindeudaf.Deterderingenproblemi.Jegellerviskriverogså,404
atvigernevilhavenogenderharentyskbaggrund.Detbetyderpåingenmåderatvi405frasortererfolkderikkekantysk.Detenestejegikkekanbruge,deteratderkommer406nogendersigerdekantyskogsåkandeikkeengangbestilleencurrywurstellersådan.407Så,detkanjegikkebrugetilnoget.Derblivermansimpelthennødttilat,altsåduer408megetafhængigafismåvirksomheder,menselvfølgeligogsådestore,atduerrelativ409ærlig,hvadkanmanoghvadkanmanikke.Ogdet,altså,dererjoikkenogenderkandet410hele,såfolkdersigerdekandethele,såbliverdefrasorteret,fordetpasserihvertfald411ikke.412
C:Ejdetvilleværesvært.413I:Såerdetmegetbedreatsige,”jegerdygtigtildetkommunikative,jegkanikkedetvisuelle”.414
Eller”Jegharaldrignogensindearbejdetmedhjemmesider,jegkanikkenogetsomhelst415indenpåenhjemmeside”.Okay,jamensåmåvijoentenfindeudafsammenom,erdet416nogetdukunnetænktedigatlære,ellererdetnogetvikonstantskaloutsource.417
C:Sådervediogsågodt,atpalettendenerretbred,ogdererIretåbneomkringdet?418
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
47
I:Ja,detervi.Ogja,deterden,denerbredismåvirksomheder,dererpalettenbarebred.Og419
derkommerviogsåtilbagetil,atdetskalmansyntesersjovt.Detskalmanvirkeligsyntes420
ersjovt,fordideterklart,dufårikkelovtilatsiddeognørdenedietlillebitteområde,421
somdugørienstorvirksomhed.Såigen,tildenretteprofil,derervisjove,altså,menfor422
denikkeretteprofil,såskalmanikkeværehososelleriandremindrevirksomheder,det423
skalmanikke.Så,ogdeterjoogsåmedpensionsordningogkantineordningeroghvis424
printerengåristykkersåringermannedtilit-afdelingenogsådannogleting.Det425
fungererikke,sådanerdetbareikkeidesmåvirksomheder,dumåselvfindeudafdet.426
Altså,ogigen,detskalman,dethandlermegetmereompersonen,personlighed.Hvader427
detforenpersonlighedmanhar?428
C:Såhvismanforeksempelsyntesellerhavdeentankeom,atenellerandengangkunnedet429
væreniceatstarteselvstændigt,såvillesådanetjobsomdetItilbydernuværeenfed430
mulighed?Fordideterlidt,deterfaktisknæstendetsammejo.Dukommerjotilatstå431
meddethele.432
I:Ja,fuldstændigt.Deterdet.Altså,hvisduharsådaneniværksætterdrøm,såfordetførsteså433
harjegaltidsagt,hvismanskalværeiværksætter,såskalmanigenligehaveen5-10års434
erfaringsåduharnogetattilbyde,kanmansige.Detersådanmegetgodt,mensåforat435
prøvedet,såerdetgodtatkommeindisådanentypevirksomhedsomos,derfårman436
set,hvaddetvilsige.Ognårmankommerindivoresvirksomhed,selvomviertreår437
gamle,såervijostadigvæknye,såmankommermedpådenrejse,såmanser,hvaddet438
erfornogleudfordringerderervedatstarteselv.Fordi9udaf10439
iværksættervirksomhederdeteretrigtiglangtsejttræk.Altså,forståetpådenmådeatvi440
startedefor3årsidenogvifiktokunderidetførstehalveårogsåfikvi5kundermere.441
Altså,detgårvirkeliglangsomtogvirkeliglangsomt.442
C:OgerInødttilathavenogetandetvedsidenaf?443
I:Nejsådansetikke,menfordetførstesåskalduselvfølgelighaveenkapitalpåenelleranden444
måde.Duskalgøredetklart,kandugåudenlønietårellerto,ellerskaldernoglepenge445
indudefra,fraeninvestoreller,detskalmanfordetførstefindeudaf.Menderudoverså446
skalmansimpelthenhaveentålmodighed,dettagerbarelangtid.Demder,derlaverde447
derApps,ogtroratdeethalvtårefter,såerdeenmilliardtrilliardværd,altsåja,deter448
ligesomatvindeiLotto.Derernogenmegetfådergørdet,mendeter1udaf100eller449
sådannoget.Ogdetbehøvermanhellerikke,altså.Altsåman,detlange,detskalmanjo450
havetålmodighedentilogdetharungemenneskerikkealtid.451
C:Nej,dermåjegsåbaresigeformitpersonligesynspunkt,dersyntesjegogsådeterendelaf452
detfede,atmanseogfølgemedirejsen.Atduer,duermedtil,duharsygtmeget453
ansvarogduharselvfølgeligogsånogetatleveoptil,altså.Mennårdetsågårgodt,såer454
detogsåbareenekstrakado,såblivermanjoheltvildt.455
I:Detervirkeligtfedt.Nårduførstharfåetdetherunderhuden,altsåsåerderikkenogenvej456
tilbageigen.Altså,jegkanaldrignogensindefåetalmindeligtjobienalmindelig457
virksomhedigen.Nårmanførstharprøvetdetheriværksætterlivher,og458
opstartsvirksomhed,ogdenfriheddetgiver,hårdtarbejde,mendenfriheddetgiver.Det459
erfantastisk,virkeligfantastisk.460
C:Detkanjeggodtforstå,detmåværefedt.461
I:Deterdetogså.462
C:Nåmenjegslukkerdenherigen.463
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
48
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
49
D.InitialCodingTemplatesforInterviews
D.1.FirstVersion
• SmallerB2Borganizationvs.Largerorganization
o Smallerorganization
§ Familyownedorganization
§ Employees
§ Overallorganizationalfocus
§ Conditionsforemployees
o Largerorganization
§ Employees
§ Conditionsforemployees
• Recruitment
o Ownnetwork
o Socialmedia
o OnlineJobsites
• Newlygraduatesvs.Experiencedemployees
o Newlygraduates
§ Advantages
§ Disadvantages
o Experiencedemployees
§ Advantages
§ Disadvantages
• GraduatePosition
o Advantages
o Disadvantages
o Checkofactualpossibilities
• ImportanceofEmployerbranding
o Lowvs.Highorganizationalawareness
§ Lowawareness
§ Highawareness
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
50
D.2.SecondVersion
• SmallerB2Borganizationvs.Largerorganization
o Smallerorganization
§ Oldfamilyownedorganizationvs.Newlyestablishorganization
• Oldfamilyownedorganization
• Newlyestablishorganization
§ Overallorganizationalfocus
• Newcustomersvs.Potentialemployees
• Resourcesaving
• Development
§ Conditionsforemployees
• Morecontactwithdifferenttasksandassignments
• Moreresponsibility
• Closertothedecision-makers
• Lesstrainingandintroduction
o Largerorganization
§ Conditionsforemployees
• Morepigeonholedworktasks
• Lesscontactwithdifferenttasksandassignments
• Provideshighersalaries
• Providestrainingandintroduction
• Globalcompetitionfornewtalents
o Recruitment
§ Ownnetwork
• Savesmoney
• Increasedcredibility
§ Socialmedia
o Heavyprofiles
§ OnlineJobsites
• Jobnet/Jobindex
o Normalprofiles
• Graduateland
o Studentworkers
AalborgUniversity 15.September2018CamillaRavnOverbyNielsen(20162703)MACulture,Communication&Globalization–MarketCommunication&Consumption
51
o Employment
§ Newlygraduatesvs.Experiencedemployees
• Newlygraduates
o Advantages
o Disadvantages
• Experiencedemployees
o Advantages
o Disadvantages
§ Personalityvs.Experience
• GraduatePosition
o Advantages
o Disadvantages
o Checkingforactualpossibilities
• ImportanceofEmployerbranding
o Lowvs.Highorganizationalawareness
§ Lowawareness
• Lowerapplicationratefromnewlygraduates
§ Highawareness
• Higherapplicationratefromnewlygraduates
top related