Les conceptualisations de la marque employeur ont contribué à améliorer les pratiques de recrutement pour les employés. La littérature sur la marque employeur ne parvient cependant pas à intégrer une approche expérientielle et à considérer que le travail peut être consommé. Partant de la recommandation de Mosley (2007) d’adopter une approche expérientielle de la marque employeur, cette recherche identifie les dimensions spécifiques de la marque employeur expérientielle dans le domaine de la vente. La situation du commercial est unique de par son impact sur l’expérience du client et la réussite de l’entreprise. ainsi que de par sa nature frontalière et son fort turnover. L’absence d’adéquation entre l’expérience professionnelle promise et l’expérience réelle peut entraîner une rotation rapide des effectifs, en particulier chez les vendeurs avec des conséquences négatives sur la relation client.
C’est pourquoi nous explorons la marque employeur expérientielle (MEE) dans cinq études en appliquant le cadre expérientiel d’Holbrook. Nos cinq études révèlent les dimensions spécifiques de la marque employeur expérientielle. Deux étapes (focus group et analyse de 651 commentaires d’expérience professionnelle publiés sur glassdoor.com) permettent de créer une échelle de la MEE, que deux études ultérieures (n = 234 et n = 210 vendeurs) testent. Cette approche de la marque employeur expérientielle peut aider les entreprises et les directeurs commerciaux à comprendre la nature expérientielle de leur marque employeur et à renforcer l’attrait de leurs offres d’emploi.
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