Due to ageing companies will face an increasing level of competition for a decreasing talent pool of skilled workers. The article studies the impact of employers' image, brand, etc. impac the recruiting and quality of candidates a company gets. A sample of 7000 Slovenian respondents shared views on 300 companies. The results show that, the employer brand is multi-dimensional and that each dimension is influenced by different factors. Secondly, even though the results presented are just averages, they clearly show that different companies can have problems in different dimensions.
This paper investigates the school-to-work transition of graduates in different fields of study as well as study programs in three consequent generations of graduates in years of 2007 to 2009. We also focus on new Bologna-harmonized programs’ graduates and investigate their early career outcomes comparing to graduates from pre-harmonized programs. We find that graduating from a particular field of study affects the probability of employment in all three years. In general we find, that regardless of the field we observe decreasing probabilities of employment over the years of 2008 and 2009. Using propensity score matching we estimate the effect of new Bologna-harmonized programs on the probability of employment and find statistically significant negative effect if compared to counterparts that finished pre-Bologna programs. Findings are robust regarding different matching methods.
The article presents a comparative analysis of four clusters of companies. The first two clusters are exporting (tradable) clusters. The first is highly innovative and exporting to global markets. The other comprises more traditional industries, and focuses on European markets. The remaining two focus on (less demanding) domestic and Balkan markets (manufacturing and service cluster). The results show that those more successful are more likely to be exporters to demanding markets. But they primarily also invest more in R&D and generic capital of the firms, have clear vision, strategy, build their generic material and innovate. This is particularly true for the global tradable cluster. Those less successful invest less in generic material, are less innovative, but primarily also do not have the innovation drive or are strategically not innovation oriented or oriented towards investing in generic material. This is particularly true for the service non-tradable cluster and peripheral tradable cluster (traditional industries). But it should be noted that success is also geographically based: on one hand exporters to developed markets prosper, and on the other hand the companies with a heritage of doing business in the Balkan take advantage of the informational capital.