Employer Brand Management Research Articles

Legitimacy work of employer brand managers: how to find approval for employer branding policies and measures within an organisation?

Although organisations rely on employer brands, knowledge regarding management practices used to convince internal stakeholders from such engagements is limited. Consequently, this study examines employer brand manager’s legitimacy work. Building on structuration theory, it details the management actions taken to secure approval and structural reasons justifying an organisation’s engagement with employer brands. Using data from 69 organisations in Austria, this study evaluates how conviction regarding employer branding policies and measures emerged and identifies five key management practices: dramatising, radicalising, distributing, pragmatizing, demonstrating. These practices underscore “contextuality” in legitimacy work, illustrating how managers adapt their strategies to different phases in employer branding. This study contributes to existing literature by clarifying the legitimacy issues in intra-organisational management of employer brands, expanding our understanding of organisational politics and the role of structures in employer brand management. Additionally, it offers practical insights to help employer brand managers navigate the complexities of their roles more effectively and gain support for their initiatives by using pioneer, partner, and follower strategies.

ЭКОСИСТЕМА БРЕНДА РАБОТОДАТЕЛЯ: ОБЗОР ЦИФРОВых РЕШЕНИЙ ПОТЕНЦИАЛьНых АКТОРОВ ДЛЯ ПОВыШЕНИЯ ЭФФЕКТИВНОСТИ УПРАВЛЕНИЯ ПЕРСОНАЛОМ

The challenges of recent years — technological progress, the COVID-19 pandemic, SVO and others — have adjusted the values and behavior of people, social relations, business models of companies. The limited number of specialists in the labor market gives them priority in choosing an employer. More than ever, HR managers are expected to provide innovative solutions to improve the efficiency of HR management. The formation and development of the employer brand is the foundation for improving the indicators of attracting, retaining and engaging employees. The transfer of digital values from everyday life to production has determined the need to provide candidates and employees with a quick and convenient service for interacting with the employer company. The inability to conduct their own development of digital solutions across the entire spectrum of HR business processes directs managers to search for relevant intersubject interactions. Cooperation allows us to unite in an ecosystem and solve our own tasks to ensure the sustainable development of the company: for the employer to increase the efficiency of personnel management by working with the employer brand, for developers to test and update digital solutions in the field of personnel management.
 
 The purpose of the study is to review the digital solutions of potential actors of the employer brand ecosystem to improve the efficiency of personnel management.
 
 The results of the study are presented by the author’s definition of the employer brand ecosystem; the characteristics of the key elements visualized by the employer brand ecosystem model; an overview of the digital solutions of potential actors, developers and suppliers, throughout the process of employer brand management.
 
 Throughout all stages of the AIDA model in employer brand management: “I know the company, I observe its activities, I want to work in it, I apply for a vacancy and accept an offer”, it is possible to find an appropriate and effective digital solution by collaborating with actors.

МІСЦЕ БРЕНДА РОБОТОДАВЦЯ В КОМПАНІЇ

The article reveals the essence of the terms "employer brand", "employer value proposition", "HR-marketing". The employer brand is the image of the company in the minds of the target audience as a good place to work. The place of the employer brand development strategy in the system of enterprise strategies is considered. The employer brand is not a spherical, detached process, it is inscribed in the HR-strategy, and the HR-strategy is inscribed in the business strategy. In addition to the fact that companies in the world now work in the searcher's market, each has its own specifics that prevent easy hiring and long-term retention: the unpopularity of the industry, the huge scale of hiring, "young" companies, salaries not at the upper limit of the market And much more reasons related to the lack of human capital. The relevance of employer brand management during the war is substantiated. Employer branding is important during wartime: if the company has business development plans and future prospects; if the firm plans to diversify its business and develop new employment markets; the company can and should "catch" the best market specialists who have now lost or may lose their jobs; the enterprise should not disappear from the air, so as not to lose everything that has been worked up to date; the company must maintain the team and its effectiveness. The goals of building an HR-brand have been determined: recognition; managing expectations; reduction of hiring costs; increasing the number of reviews, improving the quality of candidates, reducing staff turnover, increasing satisfaction, the term of cooperation with the company; achieving HR-strategy goals: internal and external. The relationship between the product brand and the employer brand is considered: the HR-brand is inseparable from its consumer brand. The architecture of the employer's brand is given. At the core of the entire employer brand system is the company's corporate culture and vision. This is the heart of the company, what makes it unique. What any company has, because corporate culture is always there. And then tools are built around this culture. A set of HR-brand tools is outlined: employer value proposition, employer brand personality, target audience, communication plan, employer brand management.

Employer branding and talent management: a meta-analytic review

Employer branding and talent management: a meta-analytic review

Managing talent and branding in learning organization

PurposeThe success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.Design/methodology/approachData were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.FindingsPrincipal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.Research limitations/implicationsPresent research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.Practical implicationsSeveral implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.Originality/valueThe contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

Привабливість підприємств торгівлі на ринку праці

Students are an attractive segment on the labor market, as young people learn quickly, have the skills to work with modern information technologies, are inclined to support and develop corporate culture, etc. The aim of the article is to determine the level of attractiveness of trade enterprises from students’ opinion, taking into account modern trends in the development of the labor market. The hypo­thetical assumption is that trade enterprises do not differ significantly in terms of their attract­tiveness for students when they choose a place of work or internship. The conducted research of modern trends in the development of the Ukrainian labor market showed that significant changes took place during the war, in particular, the number of vacancies decreased by 25 times. Enterprises, for their part, tried first of all to keep the existing staff and were looking for new opportunities for successful operation. There has been a mass migration of the population to safe places, currently about 20% of the population of Ukraine is abroad. Preservation of the working population in Ukraine is an important task of the state and business. The number of vacancies in the field of trade increased by 67% in 8 months of 2023, stabilization took place in the field of trade on the labor market in August according to the R-Index. The students’ perception of the enterprises attractiveness for work and internship was studied. For this, the survey was conducted among students (1341 respondents) with and without work experience. To analyze the results of the survey, the following methods were used: mathematical expectation, root mean square deviation and coefficient of variation of the expert evaluation results. Enterprises were rated according to their attractiveness for work and internships in the field of trade. Among the 9 leading enterprises, according to the survey results, Rozetka, Fozzy Group and Comfy were identified as the most attractive. The conducted research will make it possible to identify the best practices of employer brand management, and will help enterprises to take into account the expectations of their target audience.

НЕЙМИНГ В ФОРМИРОВАНИИ КРЕАТИВНОЙ КОНЦЕПЦИИ ЦЕННОСТНОГО ПРЕДЛОЖЕНИЯ РАБОТОДАТЕЛЯ (EVP)

Geopolitical and economic challenges, the development of technology have significantly changed the external and internal labor market. The demographic situation is complex: there is a trend towards a decrease in the population of the Russian Federation; the number of youth and technical specialists is not growing at the pace necessary to meet the needs of employers; unemployment is kept at a “calm” level with an increase in the number of self-employed (people do not want to be hired because of a change in life values). In the context of the development of production, the struggle for graduates, specialists and talents is intensifying. Employer brand management is moving to a new level of quality: from entertainment events to deep development of the employer brand concept. The identifier of the company’s image is positioning — conveying the employer’s value proposition (EVP) to target audiences. The highlight of the study is a new look at the application of naming from product marketing to employer branding. Naming helps to succinctly, concisely and emotionally attractively formulate the key benefits of working in a company. By creating slogans that convey EVP, HR managers convey the identity, essence of the activity, products and benefits of working in the company. A creative concept in the form of visualization in corporate colors makes the employer recognizable, candidates want to work, employees want to stay. An overview of examples of naming in the formation of the creative concept of the employer’s value proposition is given.

Maximizing The Value of Linkedln for Employer Branding and Reputation Management of Small Businesses

This paper explores the importance of employer branding and reputation management for businesses. It focuses on small business owners perceptions of LinkedIn as a tool for building and managing their employer brand and reputation. To highlight this, the authors conducted semi-structured in-depth interviews to identify the challenges small business owners face in using LinkedIn effectively for employer branding and reputation management, to explore best practices and strategies for leveraging LinkedIn, to enhance employer brand and reputation and last but not least, to identify the benefits of employee advocacy on LinkedIn for small businesses.

The Role of Employer Branding Practices on Management of Employee Attraction and Retention

Introduction. An employer brand includes everything practiced to position an organization as a preferred employer. Nowadays, business companies are having more difficulty procuring qualified employees who are vital for company success under keenly competitive business conditions. To cope with this difficulty, companies carry out different practices to attract and retain talent, and the employer brand concept has become one of the tools that business companies use to attract and retain talent.
 Aim and tasks. The aim of the study is to investigate, determine and describe how business companies are efficacious in their employer brand management practices to meet the expectations of current and potential employees. It is also aimed to determine which activities are carried out by the business companies for employer branding. In this context, a literature review is carried out within the scope of employer branding to brief the concepts of organizational attractiveness and to ensure organizational commitment.
 Results. Within the scope of the research, the semi-structured in-depth interviews with the human resources professionals of seven large-scale, domestic, and foreign companies operating in the Izmir, Istanbul, and Manisa provinces were examined. The findings of the interviews are evaluated by the qualitative analysis method according to the research methodology. The result of the research conducted and the references to the definition of the employer brand were compiled under five nodes. These are the work environment, economic benefits, work-life balance, career development opportunities, and social activities. On the other hand, the economic benefits node was compiled under two different sub-nodes, namely wages and fringe benefits. The characteristics and contributions of the employer branding were investigated, and the effects of the employer brand on retention within the scope of talent management were investigated.
 Conclusions. It has been observed that the organizations' awareness level of the employer brand concept is high, and it has been discovered that they have many practices for both potential candidates and current employees. These practices have revealed that they differentiate themselves from their competitors in terms of business characteristics, working environment, and global opportunities. All these efforts provide many benefits such as increases in the number of applications, increases in attractive employer rankings, increases in employee motivation, and decreases in employee turnover rates.

The concept of forming and developing an employer brand in Ukraine during the war

In today's unstable environment, various asymmetric threats require employers to find resources to create a favorable image to maintain a stable position and ensure competitiveness. Such a strategic resource is the potential of the employer's brand, and therefore, its formation and development becomes an important task for business managers. The purpose of the paper is to study scientific approaches to understanding the concept of «employer brand», to consider its components and to compare it with the related concepts of «employer brand» and «HR brand» The author defines the content of the concept of «employer brand» as a set of purposefully formed characteristics of an enterprise as an employer associated with the target audience with a clearly positive and unique set of tangible and intangible incentives. The author emphasizes that the employer brand is an important aspect and component of effective HR management processes, which significantly affects the efficiency of recruitment, attraction, use and retention of qualified personnel. The main stages of work on building an employer brand are given. It is proposed to understand the concept of «employer brand management» as the process of planning, implementing and evaluating strategies and programs that help an enterprise to ensure efficient use of resources and develop its own employer potential in the labor market. According to the research results, the top ten Ukrainian companies with the best employer brand in 2022 are presented and the trends of changes are analyzed. New trends in the development of the employer brand in the conditions of a full-scale war in Ukraine are summarized, including: creating an authentic EVP, focusing on onboarding, ensuring a diverse and inclusive work environment, implementing the principles of DEI (Diversity, Equity, and Inclusion) in daily activities, developing Employee visibility or «employee visibility» and supporting volunteering and social partnerships. The application of a step-by-step method of auditing a competitive employer brand is proposed, which can qualitatively improve the procedure for its formation and development.

ДОСЛІДЖЕННЯ ФАКТОРІВ ВПЛИВУ НА ФОРМУВАННЯ БРЕНДА РОБОТОДАВЦЯ

The importance of conducting research on the processes of formation and development of the employer brand is substantiated in the article. The impact of the employer brand on the processes of attracting and retaining talented employees has been proven. The employer brand is defined as an important component of the company's competitiveness and success. Among the main benefits of the HR brand for the company are reduced costs for attracting and retaining highly qualified personnel; increased employee loyalty and reduced personal risks; expanded investment opportunities; and stakeholder support. It has been found that employer brand management is a rather complex process that requires systematic research, analysis and results of which have a long-term perspective. the research on the definition of the category "employer brand" has been generalized. The employer brand is considered to be a certain image that carries generalized information about the company as a whole, the working environment it creates, the possibility or lack of career development, and the corporate culture. The author proves the importance of the labor market positioning process, which includes a set of measures aimed at determining the competitive advantages of an enterprise in the labor market and their practical implementation with a view to creating an attractive image of the company as an attractive employer. The main factors influencing the employer brand are divided into internal and external. The main internal factors include organizational and corporate culture; management style; company values and mission; internal communication; availability of career development opportunities; compensation package; company size; social responsibility; job security; flexible working hours and working conditions. Among the external factors are the following: reputation in the labor market; presence of competitors; external communication (PR strategy); product brand reputation; changes in demand for the company's products; political instability in certain regions; and the effects of the COVID-19 pandemic. It is proved that successful employer brand management requires an integrated approach to forming a value proposition for employees and meeting their needs and expectations.

ФОРМИРОВАНИЕ СОВРЕМЕННОЙ МОДЕЛИ ЦЕННОСТНОГО ПРЕДЛОЖЕНИЯ РАБОТОДАТЕЛЯ В УСЛОВИЯХ ГЛОБАЛЬНОЙ ТРАНСФОРМАЦИИ РЫНКА ТРУДА

The relevance of the work is due to the need to develop new approaches to organizing remuneration and motivation systems at enterprises. The subject of the study is the organization’s activities in the formation and development of its own value proposition (EVP) model, as well as the features of the organization of the value proposition in companies. The purpose of the paper is to develop a new EVP model. The objectives of the study are to analyze existing theoretical positions on the employer’s value proposition and to summarize materials from the practical activities of organizations in the field of employer brand management and EVP. The research hypothesis is that in modern conditions there is a need to form a new model of the employer’s value proposition. The main methods of the study are content analysis of internal organizational documents and other components of corporate culture, economic and structural analysis, modeling, and forecasting. The methodological and theoretical basis of the study was domestic and foreign publications, reporting data, materials from agencies and research companies, as well as policy documents in the field of developing the employer’s value proposition. The article discusses aspects of the use of EVP as a new mechanism for positioning a company in the labor market. It is noted that the construction of remuneration systems in the modern market is determined by the peculiarities of the formation of value propositions on the part of specific employers. The characteristics of the traditional model and the new modern EVP model are given. The results of the study can be used to formulate methodological, regulatory conditions and factors for the development of the employer’s value proposition, to prepare an economic mechanism that ensures the implementation of EVP management policies aimed at the rational use of labor resources, expanding the labor market and developing a system of motivation for company personnel. The author concluded that the analysis of the employer’s brand in modern conditions requires the development of methodological tools that will expand the capabilities of employers in the field of forming and improving the brand for the purposes of the most effective positioning in the labor market in order to win in the competition with other employers.

Investigating the influences of employer branding attributes on turnover intentions of hospitality workforce in the COVID-19 in Vietnam

PurposeThis study aims to develop a comprehensive understanding about employer branding dimensions as well as the dimension's possible links with turnover intentions through the lens of existing hospitality employees.Design/methodology/approachA survey was conducted based on a sample of 200 hospitality employees in order to examine relationships between employer branding dimensions and turnover intentions. Structural equation modeling (SEM) was used for data analysis and hypothesis testing.FindingsThe findings found that economic, social, development and security values had negative impacts on turnover intentions; however, the impact of application and interest values on turnover intentions were not confirmed.Practical implicationsHospitality managers can prioritize actions and strategies that influence their staff's intentions to quit, subsequently reducing employee turnover.Originality/valueGiven the lack of studies on employer branding dimensions from the perspective of current employees, especially the employees’ relationships with employee turnover intentions, this study points out employer branding factors that impact employee turnover intentions in the settings of coronavirus disease 2019 (COVID-19). The findings add to the literature on employer branding and employee turnover management and provide insights for hospitality managers in the context of the New Normal.

Organizational learning via gamification for employer brand management

PurposeThis paper aims to deepen our understanding of how serious games could be used for learning in organizations to empower brand performance and image sustaining competitive advantage from a Resource Based View (RBV) perspective and to examine the practical implications of the evolving technologies for employers.Design/methodology/approachThe research methodology is based on a qualitative approach adopting the case study research method (Yin, 2003). Data were collected through fifteen semi-structured interviews (a total of twelve hours) with the involved departments (particularly, Human Resource Management and Marketing) and one month of direct observation for their learning and communication approaches.FindingsSerious games can encourage the learning of employees enhancing their skills and brand performance. Besides, Customer Relationship Management (CRM) tools, a knowledge base, and social media platforms can help in promoting favorable employer brand knowledge, which positively influences the brand image and awareness.Practical implicationsFrom a RBV perspective, businesses can develop their employer branding practices through engaging ways of learning and brand knowledge management supported by digital tools along with boundary-less workplaces, communication efforts, and change management enabling them to enhance brand performance and sustain a competitive advantage.Originality/valueThe evidence on marketing knowledge management is still limited. This case study research makes an empirical contribution by analyzing how serious games and digital technologies could foster the learning in organizations for building strong employer brand knowledge. It answers the call for providing more insights on the relationship between knowledge management and employer brand management.

Analysis of methodical approaches to employer brand management and evaluation

The object of research is the models of management and evaluation of the employer's brand as components of the effectiveness of the enterprise. One of the problematic points is that there is no universal model for employer brand management. Employer brand assessments are often subjective and untrue. The target audience of the employer brand requires new approaches to management from the employer. This is due to a change in the generation of candidates in the labor market. One third of applicants are Generation Z (born 1995–2010). Companies are losing potential employees due to value proposition mismatch, employer brand immaturity. During the study, the following scientific methods were used as a method of theoretical analysis in the study of employer brand management models. As well as methods of theoretical analysis, comparison and generalization for a general analysis of the issue and the determination of generalized characteristics of brand management and evaluation models. In the proposed work, the issues of modern employer brand management are considered. The best models have been identified that consider an integrated approach and form a separate ecosystem within the enterprise. Conclusions are drawn about the need for further search for the most appropriate assessment of the employer's brand. The importance of a flexible approach to employer brand management has been studied. It also summarizes the main methods for assessing the employer brand, which will become the basis for further analysis. Thanks to the results of the study, company managers will be able to choose a modern employer brand management model, its components and main characteristics. The employer's value proposition needs to be reviewed through the hiddenness of components that may be important to the candidate. Also, the assessment of the employer brand will be comprehensive: internal and external. The relationship between employer brand maturity and company performance is direct. The higher the level, the less losses the company incurs in the selection, training and development of employees.

Employer and internal branding research: a bibliometric analysis of 25 years

PurposeIn the past 25 years, employer and internal branding have grown significantly. Prior reviews tended to focus on either one of these domains. This study aims to map the intellectual structure of research on both employer branding and internal branding, thereby identifying impactful authors and journals, current and evolving themes and avenues for future research.Design/methodology/approachUsing VOSviewer and Biblioshiny software packages, a bibliometric analysis of 739 articles was conducted using various methods such as citation analysis, bibliographic coupling, cluster analysis, keyword analysis and three-field plot. The Scopus results were further validated using 297 articles produced by the Web of Science data set. It ensured the robustness of the results and generalizability of the findings across bibliometric data sets.FindingsThe findings first report the impactful articles, authors and institutions of employer and internal branding research, along with popular keywords used in this area. Next, the analysis reveals four major clusters and seven subthemes (i.e. employer brand and job seekers, employer brand and employees, employer brand and international human resource management (HRM), third-party employer branding, internal branding – conceptualization/review, internal branding – antecedents and consequences, internal brand management). Early research focused more on “corporate brandings,” whereas current research deals more with “employer branding: antecedents and consequences,” “employer branding conceptualization/review,” and “internal branding” and its subthemes. The employer and internal branding clusters have evolved largely independent from each other. This study offers future research directions and practical implications per cluster.Originality/valueTo the best of the authors’ knowledge, this study is the first comprehensive bibliometric analysis of both employer and internal branding research.

Co-created employer brands: the interplay of strategy and identity

PurposeThe study aims to explore strategic employer brand management by combining experiences of multiple organizations. In particular, the purpose is to identify what strategic management processes managers consider relevant to employer brand management for small- and medium-sized enterprises (SMEs).Design/methodology/approachThis study took an inductive approach, observing a practitioner project in Sweden. The data were gathered during four full-day workshops, where 14 SMEs from different industries were chosen to participate and to actively work their employer brand(ing) activities.FindingsThe results show that organizations have difficulty understanding and comparing employer branding practices, and thus, evaluating their own brand. The major themes show that organizations have two focus points for their employer branding work: building strategic structures (processes) on one hand, and a collective identity that aligns with the brand values, on the other. However, organizations differ in these dimensions, affecting what needs to be done to become successful.Originality/valueThis contributes to the limited knowledge about employer branding, human resources development (HRD) and SMEs. In addition, most of the previous studies have neglected to take into account the differences between organizations, approaching employer branding as a universal process. This paper summarizes different positions for employer brands that affect strategy: the unmanaged, the non-strategic, the impersonal and finally, the co-created. Co-creation can be facilitated with the help of constructive and collaborative HRD. Then, it can be turned into a dynamic capability that builds competitive advantage.

The influence of employer brand loyalty and commitment on talent retention: Towards a conceptual model for Higher Education Institutions

Talents are the ‘bolts and nuts’ of an organisation as well as the prime source of business performance and sustainable competitive advantage. Countless surveys report that the demand for talent exceeds supply; hence the war for talent is the biggest challenge to organisations across the globe. Due to the battle for talent, private Higher education institutions (HEI’s) are forced to employ novel ways to win the war for great talent. One of such ways is eliciting brand commitment and loyalty through the provision of total rewards. The adoption of employer brand and talent management strategies can be encapsulated in the phrase ‘all in search of sustainable competitive advantage’.Talent is the only factor of production which reacts when acted upon, hence deserves prioritisation on the HR agenda. Organisations have personas that are translated into a brand that the labour market understands and reacts to. Employer branding has become the principal currency of attracting and retaining talent. Employer branding is a concept increasingly on the minds of managers and practitioners as it becomes more challenging to attract, grow and retain the right calibre in a fiercely competitive labour market. Distilled from literature employer brand refers to an organisation's magnetic ability to attract and retain suitably qualified talent. Private Higher education institutions are fighting for talent like a lion protecting its cubs.

The Relationship between Employer Branding and Talent Management: A Study on Manufacturing Sector

Talent management is a common attraction and retention technique for talented workers in the current business scenario. Still, talent management contributes to the more significant appeal, and retention of employees is an unexplored area in the manufacturing industry. In Malaysia, employer branding is gaining significance. While the idea of the Employer brand has become a routine for companies, several researchers have recently attracted the attention of this field. Developing, recruiting, and keeping workers is a great challenge for every company. The purpose of this study is to explore the relationship between positions in employer branding and talent management. The paper aims to analyze the current state of the manufacturing industry in branding roles and assess their effect on talent management. The research seeks to address the employer branding and talent acquisition concept and the company's techniques. As a result, this study aims to look into the functions of employer branding in fostering employee talent management. For a better understanding of the relationship, this research proposes a conceptual model. This research is then evolved into a concrete study hypothesis for future investigations. The goal is that the researcher's findings will reveal a substantial link between employer branding positions and talent management. For relevant practitioners and new researchers, this study will be a possible eye-opener.

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

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.