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.
Highlights
IntroductionUntil that point, part of more or less stable economies suffered the impact of globalisation, and ‘turbulence, disorder and unstable balance became the main features of the new competitive landscapes’ [2] (p. 17)
The proliferation of academic studies and the speed of concepts evolution in recent years demand a systemic approach to access and aggregate these research results to grasp a coherent and integrated sum of investigation results. This supports the choice of a systematic literature revision (SLR) according to the protocol currently accepted by the scientific community
This study explores employer branding (EB) variables as an explanation for workers’ commitment to their organisations and defines those that are directly connected with said commitment
Summary
Until that point, part of more or less stable economies suffered the impact of globalisation, and ‘turbulence, disorder and unstable balance became the main features of the new competitive landscapes’ [2] (p. 17)
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