Esta tese de mestrado investiga as elevadas intenções de rotatividade entre os funcionários baseados em projectos na Bane NOR, uma empresa estatal norueguesa criada na sequência da Reforma Ferroviária de 2017. A Bane NOR é responsável pela infraestrutura ferroviária do país, gerindo 4.200 km de vias, 335 estações e 4.300 propriedades (Bane NOR, n.d.-c). De acordo com o inquérito anual aos trabalhadores de 2023, os trabalhadores de projeto tinham 40% mais probabilidades de deixar a organização nos dois anos seguintes, o que realça a necessidade de avaliar a sua estratégia de employer branding. O Employer Branding, reconhecida como um tópico importante em Recursos Humanos, é conhecida pelo seu papel na atração e retenção de talentos. Estudos sugerem que marcas de empregador bem estruturadas podem ser adaptadas a diferentes grupos de trabalhadores, promovendo um maior envolvimento e reduzindo a rotatividade. Com base nisto, a investigação visa identificar os factores subjacentes que influenciam as intenções de rotatividade e propõe estratégias para reter talentos e garantir a satisfação dos trabalhadores. O estudo utiliza uma abordagem qualitativa, combinando a análise de documentos internos, avaliações do Glassdoor e entrevistas com trabalhadores e dirigentes. Os resultados revelaram que as intenções de rotatividade estão ligadas a factores como uma evolução salarial justa, oportunidades claras de crescimento profissional, equilíbrio entre a vida profissional e pessoal (incluindo flexibilidade e autonomia) e uma melhor comunicação interna. Um desafio recorrente identificado foi a falta de sensibilização e comunicação relativamente à marca do empregador existente.

This master thesis addresses the challenge of high turnover intentions among project-based employees in Bane NOR. Bane NOR is a state-owned enterprise (SOE) that was established after the Railway Reform in 2017 and is responsible for the Norwegian railway infrastructure. Bane NOR oversees development, maintenance, and management. In total, it includes 4200 km of tracks, 335 stations, and 4300 properties (Bane NOR, n.d.-c). According to the annual employee survey from September 2023, there is a 40 % higher turnover intention amongst projects-based workers in Bane NOR to leave the organization within the next two years. This result demonstrates a need to investigate the organization’s employer brand to understand which factors contribute to this trend. Employer branding, a trending topic within the HR field has been linked to several positive outcomes for engaging and retaining employees. Moreover, studies have shown how employer branding can be strategically tailored for different types of groups or employment. To understand which underlying factors are affecting turnover intentions, the research can provide a deeper understanding of which strategies are important to focus on to keep talent and maintain satisfied, motivated, and engaged workers. Existing literature has emphasized the important role of effective employer branding strategies beyond marketing aspects, demonstrating its importance in talent retention and minimizing turnover intentions (see e.g. Backhaus & Tikoo, 2004). The master thesis is a qualitative study which means it is explorative in nature and has used several methods when gathering information and data to offer a comprehensive understanding of the complex dynamics within the context of Bane NOR. Through the analysis of qualitative data gathered from internal documents, Glassdoor reviews, and interviews, this study adds to our understanding of how Bane NOR could utilize targeted EB approaches based on this specific employee group and hence lead to lower turnover and turnover intentions in this group. Employees in projects are often highly educated individuals who are difficult and expensive to substitute. Bane NOR is therefore motivated to keep these employees to keep knowledge within the organization and save costs with turnover. The findings show that turnover intentions are influenced by several contributing factors. Through conducting interviews with employees and leaders in Bane NOR's project-based environment, it became apparent that the most important elements in employer branding were fair compensation and salary development, easily accessible and clear development opportunities, and a healthy work-life balance that includes flexibility and autonomy. Another important factor was the need for increased efficiency and communication. Quite often, it was not a lack of EB initiatives but rather a lack of communication and awareness of them. Furthermore, the unique context of working on projects is having several leaders, which presents some challenges and highlights the importance of developing leadership abilities in this context.