Employer Branding as a Talent Management Tool: A Systematic Literature Revision

Abstract

The aim of this paper is to present a systematic literature revision (SLR) that shows the relationship between the concept of employer branding (EB) and talent management (TM). Based on the EB model proposed by Backhaus and Tikoo in 2004, and the macro-contingent model for talent management introduced in 2019 by King and Vaiman, we intend both to analyse the theory correlating the EB concept and TM, and to identify TM dimensions that are reflected on the EB concept. A systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics. Findings show that scientific literature on the subject grew considerably in the last four years, reflecting the rising concern over the creation of an employer brand at the organisational level. EB explores talent attraction and retention particularly, though, unexpectedly, is also becoming a concept explored by nations to attract a qualified workforce. Analysing selected articles, we may conclude that EB is clearly considered as a tool within the largest process of talent management.

Brand Knowledge and Organizational Loyalty as Antecedents of Employee-Based Brand Equity: Mediating Role of Organizational Culture

“…Furthermore, employees who seem to be knowledgeable and confident in their positions are more likely to form a bond with the firm and its brand. Considering the significance of attachment development, a few academics coined the term “employee brand commitment,” which they described as “the level of workers' psychological attachment to the brand, which determines their readiness to go above and beyond to achieve the brand's goals.” Scholars defined brand commitment as “the degree to which workers identify and are associated with their brand experience, are willing to expend extra efforts to achieve the brand's objectives, and are inclined to stick with the service organization” in accordance with this description (Kimpakorn and Tocquer, 2009 ; Reis et al, 2021 ). Based on these definitions, dedication is definitely the most critical consideration in determining equity.…”

Cultivating green workforce: The roles of green shared vision and green organizational identity

“…The current study contributes to the extant knowledge on talent management in numerous ways. First, given an escalated gravity of interest in attracting and retaining talent in the 21st century organizations ( Davern, 2021 ; Reis et al, 2021 ), characterized by increased accountability and responsibility toward environment ( Saleh and Atan, 2021 ), organizations have increasingly put more emphasis on the sustainable talent management practices to foster environmental sustainability ( Gaikwad et al, 2016 ; Jooss et al, 2021 ; Mitosis et al, 2021 ). This is in line with the increased governmental pressures to mitigate organizational impacts in global warming and surging instability of the 4 th “industrial revolution” ( Ogbeibu et al, 2021 ).…”

Work values across generations: Development of the New Work Values Scale (NWVS) and examination of generational differences

“…Those ideas are known to be based on instrumental attributes that serve utilitarian functions (e.g., money, job location, job security, or promotion perspectives). Instrumental attributes are suggested to be the primary constituents of employer branding that serve for the discrimination between a better and a less good employer ( Reis et al, 2021 ). Research further points to the importance of symbolic attributes that serve less utilitarian but rather self-expressive reasons, like innovativeness or prestige.…”

“…Due to the seminal conceptualization by Backhaus and Tikoo (2004) , employer branding leads to an organizational image that further influences the perception of the employers’ attractiveness, an important antecedent for the successful recruitment of talents ( Backhaus and Tikoo, 2004 ). A positive employer brand is therefore suggested to be essential to attract and retain the best among available talents ( Reis et al, 2021 ). At the core is the question of those main drivers that motivate people to work for a certain organization.…”