Winning applicants and influencing job seekers: An introduction to the special issue on employer branding and talent acquisition

Yu, Kang Yang Trevor; Dineen, Brian R.; Allen, David G.; Klotz, Anthony C.

doi:10.1002/hrm.22140

Cited by 13 publications

(19 citation statements)

References 46 publications

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“…The authors highlighted several subthemes for future research. Informed by the extant literature in this field (Saini et al, 2022;Yu, Dineen et al, 2022), in this section, we identify a few themes which require the attention of scholars and practitioners.…”

Section: Key Emerging Research Themes Under Employer Brandingmentioning

confidence: 99%

“…This section briefly reviews the two most significant and recent works in employer branding (Saini et al, 2022;Yu, Dineen et al, 2022), which can guide scholars in future research.…”

Section: Future Research Directions and Academic And Practice Silosmentioning

confidence: 99%

“…A Korn Ferry report projects that by 2030, about 80 million jobs are likely to be vacant because of the unavailability of skilled talent, which would translate into an estimated annual revenue loss of about $8.5 trillion (Franzino et al, 2022). The ageing population, new forms of flexible work arrangements and the rise of gig employment have further contributed to this problem (Yu, Dineen et al, 2022). Some strategies organisations adopt are higher packages and signing bonuses; however, such offers are unsustainable.…”

Section: Introductionmentioning

confidence: 99%

“…It should be noted that employer branding literature is skewed in studying the outside target audiencejobseekers, compared to the internal target audience-employees (Theurer et al, 2018;Yu, Dineen et al, 2022), leading to a general perception of associating employer branding discipline to the study of preemployment phase (i.e., pre-recruitment and recruitment activities) and related unabundant literature (Ahamad et al, 2022;Banerjee et al, 2020;Gupta & Saini, 2018;Kumari & Saini, 2018;Saini et al, 2015;Sonu et al, 2022). This view is also reflected in some of the definitions of employer brand, for example, an employer brand refers to the perception that outsiders have regarding the desirability of a firm as a place to work, mainly in terms of its familiarity, image and reputation (Cable & Turban, 2001).…”

Section: Introductionmentioning

confidence: 99%

“…Yu, Dineen et al (2022) Source: Compiled fromSaini et al (2022) andYu, Dineen et al (2022). (Table1 continued)…”

mentioning

confidence: 99%

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Employer Branding: A Critical Review and Future Research

Saini

2023

NHRD Network Journal

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In the last two and half decades, employer branding as a discipline has grown significantly in terms of literature, events and awards. Also, according to various surveys and reports, employer branding has consistently appeared as one of the top human resource/talent trends in the last 5 years. The relationship between employer and employee has observed a paradigm shift in a dynamic and competitive talent market, and the standardised employee value proposition is longer valued. Increased use of social media, multiple communication platforms and the proliferation of third-party employer branding (TPEB) have posed new challenges for communicating an organisation’s employer brand. This article reviews significant literature to identify key emerging research themes and propose future research questions. Also, we make critical comments on the improper use of employer branding terminology and academic and practice silos.

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Section: Key Emerging Research Themes Under Employer Brandingmentioning

confidence: 99%

“…This section briefly reviews the two most significant and recent works in employer branding (Saini et al, 2022;Yu, Dineen et al, 2022), which can guide scholars in future research.…”

Section: Future Research Directions and Academic And Practice Silosmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Yu, Dineen et al (2022) Source: Compiled fromSaini et al (2022) andYu, Dineen et al (2022). (Table1 continued)…”

mentioning

confidence: 99%

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Employer Branding: A Critical Review and Future Research

Saini

2023

NHRD Network Journal

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Beyond employer brand content: The role of employer brand process attributes in understanding employees' reactions toward their employer

Kanwal

Hoye

2023

Human Resource Management

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Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes only (i.e., instrumental and symbolic image dimensions). This has resulted in limited (content‐based) understanding of the construct and failure to incorporate its branding‐related aspects (process attributes) which represent the crux of employer branding theory. Thus, using the HRM system strength theory and employer branding literature, this article examines three process characteristics (i.e., employer brand distinctiveness, consistency, and consensus) vis‐à‐vis instrumental and symbolic content attributes to understand employee reactions (i.e., employer attractiveness, organizational identification, and employee ambassadorship). Data were collected at two times through Prolific Academic with 254 UK and US employees. Results suggest that employer brand process attributes are valuable sources to enhance employees' identification with their organization. Moreover, distinctiveness and consistency seem especially instrumental in enhancing employees' attractiveness perceptions and display of positive ambassadorship. In addition, the process attributes explain significant incremental and unique variance beyond content attributes in employee reactions.

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Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition

Kay,

Vlachos,

Tasoulis

et al. 2024

Human Resource Management

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Corporate social responsibility (CSR) is purely an asset when it comes to talent acquisition: that is the dominant narrative among Human Resource Management (HRM) practitioners and scholars alike. Growing evidence, however, gives reason to question this assumption. Accordingly, in this conceptual paper, we develop a process model to articulate both the pros and cons of CSR for recruitment. Using fairness heuristic theory as a central organizing framework, we integrate three theoretical perspectives into the HRM and micro‐CSR literatures. First, we leverage dual‐processing attribution theory to propose that job seekers process information about CSR through both heuristic and deliberative processes, leading them to attribute employer CSR to substantive or symbolic motives. We explain how CSR attributions represent a fairness heuristic, meaning a proxy for how trustworthy job seekers appraise an employer to be. Second, invoking expectancy violation theory, we propose that the more job seekers attribute employer CSR to substantive (symbolic) motives, the higher (lower) their justice expectations will be, thereby increasing (decreasing) the consequences to employers for violating those expectations. Third, expanding scholarship on the dynamic nature of organizational fairness perceptions, we propose that job seekers update their attributions of employer CSR in a recursive cycle that can improve, but tends to degrade, as the recruitment process unfolds—particularly if they have high expectations to begin with. In so doing, we nudge the talent acquisition literature beyond static, fixed‐in‐time accounts to a more representative description of the dynamic and dual‐sided role of CSR in recruitment over time.

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Winning applicants and influencing job seekers: An introduction to the special issue on employer branding and talent acquisition

Cited by 13 publications

References 46 publications

Employer Branding: A Critical Review and Future Research

Employer Branding: A Critical Review and Future Research

Beyond employer brand content: The role of employer brand process attributes in understanding employees' reactions toward their employer

Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition

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