Organisational talent management and perceived employer branding

Abstract

Purpose The purpose of this paper is to examine the potential impact of organisational talent management practices on perceived employer branding. Talented employees are the lifeline of any organisation who contribute effectively to the organisation’s success. Talented workforce and their organisational attraction to remain productive act as a primary competitive enabler for the organizational performance. Employer branding now becomes a key factor to achieve success in business which engenders cognitive and emotional association along with positive involvement at workplace among organizational members. In the context of economic competitiveness and globalisation, employers are experiencing challenge in attracting and retaining talented workers. Design/methodology/approach This paper uses quantitative design; questionnaire survey method was used for assessing the organisational talent management and employer branding. Data have been collected through a sample of 232 executives’ class employees from various coal and iron mining industries located in Indian subcontinents. Finally, 197 responses were found to be acceptable for analysis. Hypotheses were tested using a comparison of means, correlations and multiple regression analysis. Findings Findings of the paper show that organisational talent management is strongly and positively with the perceived employer branding. Regression analysis showed that among the eight dimensions of organisational talent management, the predictors that are most effective in predicting the employer branding are, namely, rewards and remunerates fairly, manages work–life balance and attracts and recruits talent. Research limitations/implications This paper was limited by a small sample size and the use of a cross-sectional design is not done. On the ground of analysis, more specific approach is required to apply the findings to the general population. Originality/value Much of the work on employer branding is conceptual based on marketing principle and limited to deal with potential employees. This paper provides empirical evidence from the internal/current employees’ perspective, by investigating the relationship between organisational talent management practices and organisational attraction internally, that is, perceived employer branding. Present paper contributes significantly to the implication and understanding of social exchange theory, internal branding theory and social identity theory in organisational setting (Eisenberger et al., 1986; Liden et al., 1997; Masterson et al., 2000; Settoon et al., 1996; Wayne et al., 1997).