Assessing the Validity of Employer Branding and Predicting Its Talent-Oriented Outcomes

The concept of employer branding (EB) has been emerged in the 1990s. Since then, it has become the most popular human resource (HR) term, which is widely adopted by managements at global level (Little, 2010). It helps to gain a strong position in the competitive labor market by creating a clear and reputed image of the organization, which helps to attract high-potential employees for vacant position and to motivate, engage, and retain its current employees (Priyadarshi, 2011; Mandhanya & Shah, 2010; Srivastava & Bhatnagar, 2010). In this context, EB is a new dimension in the field of modern human resource management, which is aligned with branding principles for attraction, identification, retention, and engagement of talented employees to run the organizations smoothly, effectively, and efficiently (Lockwood, 2010; Priyadarshi, 2011; Srivastava & Bhatnagar, 2010; Mihalcea, 2017; Botha et al., 2011). It has also been labeled as “talent branding,” which acts as a keystone for an efficient long-term retention and recruitment strategy (Wilden et al., 2010). Despitegaining extensive popularity in modern HR literature, empirical research is still relatively limited in this field (Davies, 2008). Furthermore, most of the studies have focused only on one or two practices of talent management, such as talent attraction and talent retention. Research gap also revealed that there is a need to validate EB scale, especially in the banking sector.