Exploring Employer Branding for Talent Acquisition: Comparative Analysis of Employer Branding Attractiveness dimensions among inside Employees and Business Graduates

Abstract

This study examines employer branding as a long-term HR strategy to attract and retain talent. By comparing perceptions between business graduates and current bank employees, this research identifies key employer branding attractiveness dimensions. Data from 600 respondents, using Berthon et al.'s (2005) employer attractiveness scale, highlights the differences in perceived employer value. Theoretical contributions include integrating Employer Branding Theory and Psychological Contract Theory to explain variations in perception. Practical implications suggest organizations must balance internal and external employer branding strategies while leveraging digital platforms. Results showed that the current employees attributed higher importance to social, interest, salary in economic values, development values and application values. The least preferred factor was of economic values, which shows bank does not offer overall good economic values to its employees. The business graduates were more attracted by interest, social, economic and development values. They could not relate the application value factor being Employer attractiveness. Our results offer understanding for human resource managers to comprehend the theoretical foundations of employer brand and its potential implication on practice.