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This study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.

A mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).

The findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.

To the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

The purpose of this paper is to identify the differences in employer branding between the companies that participate and those that do not participate in employer ranking.

Quantitative data were collected through a survey from 188 companies operating on the Russian labour market. Descriptive statistics, frequency analysis, correlation analysis and multivariate analysis of variance were used to analyse the collected data.

The findings revealed specific profiles of the companies that participated and did not participate in employer ranking. Companies differed in their employer branding orientation, internal branding, employer branding strategy, employer branding programmes and employer branding communications tasks. At the same time, brand orientation did not differ between participants and non-participants of employer ranking.

This study integrates the employer brand equity theory and the signalling theory to better explain the differences between participants and non-participants of employer ranking.

Employer branding (EB) has become a powerful tool for organizations to attract employees. Recruitment communication ideally reveals the image that companies want to portray to potential employees to attract talents with the right skills and competences for the organization. This study explores the impact of EB on employer attractiveness by testing how pre-existing employee preferences interact with EB and how this interaction affects employer attractiveness.

A quasi-experiment among 289 final-year students was used to test the relationships between EB, perceived employer image, person-organization (P-O) fit and employer attractiveness, and the potential moderating variables of pre-existing preferences, in this case operationalized as locational preferences. Students are randomly assigned to four vacancies: one with and one without EB cues in two different locations: Groningen and Amsterdam. The authors used standard scales for attractiveness, perceptions of an employer and person-organization fit. The authors test the relationships using a regression analysis.

Results suggest that if respondents have previous predispositions, then their preference can be enhanced using an EB-targeted strategy. Based on these results, the authors can conclude that EB and related practices can be successful avenues for organizations in the war for talent, particularly if they reaffirm previous preferences of potential employees.

The research is original in the way it provides empirical evidence on the relationship between EB and attractiveness, particularly when previous employee preferences exist. This is of value to employers using EB as a tool to influence employer attractiveness.

This study aims to explain the relationship between employer branding, social media, online reviews and intention to apply for a job vacancy (IAJV), which organizations should ponder upon while designing branding campaigns.

The sample belongs to 385 final-year management graduates and postgraduates enrolled in central universities in the state of Uttar Pradesh, India. The dual mediation model is tested by regression and PROCESS macro.

Out of five employer branding dimensions, three (corporate social responsibility, healthy work atmosphere and training and development) were found to be significant predictors of IAJV. On the other hand, the dimensions of compensation and benefits and work-life balance did not influence candidates’ intention to apply for a job. The findings indicate that social recruiting could act as an effective tool for leveraging an organization’s image as an employer and could communicate unique brand values to the target market. Moreover, review whether positive, negative or neutral attributes could help job seekers affirm and reaffirm employer branding attributes before applying for a job.

Studies in social media and employer branding areas lag far behind in practice, and the present research attempts to fill this research gap. A further contribution of this research work will be to assess the role of reviews for a meaningful analysis of potential employees’ intentions to apply in an organization.

This review article offers an insight into employer brand and its importance for organizations, as well as an overview of international employer brand based on research on this topic available to date.

An examination and critical evaluation of 37 research articles, two scientific monographs and a chapter was conducted. The selection of articles was based on conducted content analysis.

Having an employer brand has become of utmost importance for many organizations since it was first described in academic literature in mid-1990s. Despite its key role in organizational success, there is a certain lack of recognition of employer brand in academic literature. While employer brand research is somewhat scarce, international employer brand research is almost non-existent. Organizations that operate on different international markets often recruit their employees internationally as well. However, employer brand developed and managed locally differs from the one developed and managed globally.

This review is based on a small number of articles available in the databases. Additionally, only the research papers written in English were included in the review.

This review paper offers a much-needed overview of literature on employer branding within international context. International employer brands and international employer branding have so far been neglected within employer branding literature, despite the obvious need for differentiation. Therefore, this article seeks to provide a systematic overview and identify relevant characteristics of the international employer brand.

This study aims to provide an extensive review of the employer brand literature by capturing research trends and proposing a research agenda.

A bibliometric analysis was conducted to study 232 peer-reviewed articles indexed on Scopus from 2004 to 2021. Content analysis is added where appropriate to further explore empirical studies and influential papers.

Based on bibliometric analysis, this study provides data about the volume, growth trajectory, geographic distribution, main authors, three main themes and future research avenues for each of these themes. Content analysis sheds light on research subjects, types of data, methods and most influential papers.

This paper is among the first to conduct a bibliometric analysis along with content analysis focusing on employer brand. An extensive research agenda derived from the studied literature is also provided for interested scholars.

This case study aims to understand the criticalities of hiring in a knowledge-based start-up; the various ways of retaining talent in a knowledge-based start-up; the competency requirements of human resource professionals in start-up organizations; the trade-off between business profitability and the R&D drive of the company; and the various organizational structures available for a knowledge-based start-up.

Ayush Jain, a first-generation entrepreneur, is facing a challenge with his start-up, TechShlok. TechShlok is an IT solution provider with its headquarters in Jaipur, India. The company is doing very well and is able to achieve many accolades. As the company grows in business and employee strength, it is facing talent acquisition and retention challenges. Ayush is in a fix to solve the talent issue and retain the key talent of the organization.

The case can be taught in a Human Resource Management course, including “talent management” and “human resource planning”. The case may be taught at upper undergraduate levels. It can also be taught in courses of entrepreneurship and knowledge-based start-ups.

Teaching notes are available for educators only.

CSS 11: Strategy.

The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued, offers industry stakeholders the opportunity to reduce such issues through working more collaboratively and strategically to magnify the pool in which individual organisations compete for talent.

This paper proposes a conceptual framework of industry talent branding, based on brand equity theory, signalling theory and the employer branding literature.

Industry talent branding opens a potentially new stream of research on how talent attraction and retention issues may be addressed. The authors propose that there is merit in moving beyond the organisational-level phenomenon of employer branding to industry talent branding through articulating a broader collaborative and strategic agenda to increase and widen the talent pool available to organisations.

The proposed framework offers the hospitality industry and its encompassing stakeholders a means to adopt a more proactive, collective and strategic approach to address long-standing talent challenges.

This paper combines brand equity and signalling theories to develop the concept of industry talent branding, defined as a strategically curated, yet realistic impression of the employee value proposition (i.e. the benefits and rewards received by employees in return for their work performance) available within the industry, that by design will sustainably attract new employees into the industry and retain existing talent.

This paper aims to investigate the relationship between employer branding (EB) and talent retention. The paper also analyses the mediating role of employee engagement in the association between EB and talent retention.

Partial least square structural equation modelling has been applied to carry out the analysis. The findings are based on the perceptions of IT professionals (n = 397) to assess the interrelationship between EB, employee engagement and talent retention.

The paper gives empirical insights on how employee engagement helps promote employer value offerings to the employee, which helps in the successful retention of employees. The results indicate that employee engagement partially mediates the association between EB and talent retention.

This study provides a clear direction to a diversity of practitioners working in IT firms. Building and maintaining sympathetic and emotional connections with co-workers, team leaders and higher managerial employees can help increase employee engagement. The findings can help business planners and managers focus their efforts on employer brand elements for successfully involving their workforce.

Authors believe this study is one of its kind to test the association between EB and talent retention mediated by the engagement level of employees. The present research study will help future academia delve into how EB can significantly impact the engagement and retention of existing employees.