Page 1 of 12 Original Research

An employer brand predictive model for

talent attraction and retention
Authors: Orientation: In an ever shrinking global talent pool organisations use employer brand to
Annelize Botha1 attract and retain talent, however, in the absence of theoretical pointers, many organisations
Mark Bussin1
Lukas de Swardt1
are losing out on a powerful business tool by not developing or maintaining their employer
brand correctly.
Affiliations:
1
Department of Industrial Research purpose: This study explores the current state of knowledge about employer brand
Psychology and People
Management, University of
and identifies the various employer brand building blocks which are conceptually integrated
Johannesburg, South Africa in a predictive model.

Correspondence to: Motivation for the study: The need for scientific progress though the accurate representation
Mark Bussin
of a set of employer brand phenomena and propositions, which can be empirically tested,
Email: motivated this study.
[email protected]
Research design, approach and method: This study was nonempirical in approach and
Postal address:
PO Box 2334, Saxonwold
searched for linkages between theoretical concepts by making use of relevant contextual data.
2132, South Africa Theoretical propositions which explain the identified linkages were developed for purpose of
further empirical research.
Dates:
Received: 03 June 2011
Accepted: 15 Sept. 2011
Main findings: Key findings suggested that employer brand is influenced by target group
Published: 14 Nov. 2011 needs, a differentiated Employer Value Proposition (EVP), the people strategy, brand
consistency, communication of the employer brand and measurement of Human Resources
How to cite this article: (HR) employer branding efforts.
Botha, A., Bussin, M., &
De Swardt, L. (2011). An
employer brand predictive Practical/managerial implications: The predictive model provides corporate leaders and
model for talent attraction their human resource functionaries a theoretical pointer relative to employer brand which
and retention. SA Journal could guide more effective talent attraction and retention decisions.
of Human Resource
Management/SA Tydskrif vir
Menslikehulpbronbestuur, Contribution/value add: This study adds to the small base of research available on
9(1), Art. #388, 12 pages. employer brand and contributes to both scientific progress as well as an improved practical
http://dx.doi.org/10.4102/ understanding of factors which influence employer brand.
sajhrm.v9i1.388

Introduction
Key focus of the study
Why would someone really good at their job want to join your company? And how will you keep
them for more than a few years? Against the background of these contemporary questions, and
at a time when seeking talent in the ever shrinking global talent pool has become an international
crusade, companies are uncertain as to what talent attraction and retention decisions they should
be making (Armstrong, 2007; Bussin, 2007; Crous, 2007; Leonardi, 2007; Minchington, 2006).

A growing body of research evidence supports the relationship between employer brand and
the attraction and retention of talent (Cheese, Thomas & Craig, 2007; Crous, 2007; Minchington,
2010; Willock, 2005). Even though it is fairly customary amongst larger companies to use
employer brand to attract and retain talent (Dell, Ainspan, Bodenberg, Troy & Hickey, 2001),
companies are ineffective in developing, maintaining or realigning their employer brand efforts
correctly thereby losing out on a powerful talent attraction and retention tool (Cheese et al., 2007;
Minchington, 2006).
© 2011. The Authors.
Licensee: AOSIS Most employer brand research focuses on the possible relationship between various employer
OpenJournals. This work
is licensed under the
brand concepts and talent attraction and retention, with limited attempts to build a coherent
Creative Commons employer brand model that can successfully predict talent attraction and retention. The key
Attribution License. focus of this study is to integrate relevant employer brand concepts, or employer brand building

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 Page 2 of 12 Original Research

blocks, in an employer brand predictive model that can in the current marketplace (Rosethorn, 2009; Willock, 2005).
be empirically validated to predict talent attraction and Talent refers to an individual’s differentiated potential or
retention. ability to execute against the organisation’s growth strategy
and is a term that is much talked about in the contemporary
Background to the study era, however, effective talent attraction and retention remains
an elusive business feat (Boshard & Louw, 2010; Charest,
In an era where skills and knowledge of employees are 2011; Cheese et al., 2007; Leonardi, 2007; Personnel Today,
amongst the main competitive enablers, organisations cannot 2008; Prinsloo, 2008).
ignore the significance of attracting and retaining talented
people (Hallén, 2007; Minchington, 2010; Mohaptra, 2005; Although research evidence supports the relationship
Prinsloo, 2008). between employer brand and the attraction and retention
of talent, limited attempts have been undertaken to identify
The new economy is characterised by a volatile talent employer brand concepts in the format of an employer
demand–supply equation set against erratic attrition trends brand model, that predicts talent attraction and retention
and boundless cutthroat competition, and organisations (Armstrong, 2007; Backhaus & Tikoo, 2004; Crous, 2007; Dell
have never had a tougher time in finding, managing and et al., 2001; Jenner & Taylor, 2007; Martin, 2007; Minchington,
nurturing talent (Cheese et al., 2007; Mohaptra, 2005). 2010; Willock, 2005).

The impact of talent shortage obstructs organisational efforts These trends highlighted the need for empirically validated
to execute against growth strategies thereby rendering employer brand models that can predict effective talent
sustainability threats to organisations and straining economic attraction and retention efforts, and provide a coherent view
growth (Boshard & Louw, 2010; Charest, 2011; Ingham, 2006; that explains employer brand concepts contributing to talent
Prinsloo, 2008). Corporate leaders and their human resource attraction and retention.
functionaries are moving towards placing a high premium
on employer brand as a critical success factor for companies
striving for competitive advantage in the talent war (Cheese Problem statement and research objectives
et al., 2007; Crous, 2007; Minchington, 2006). This observation A research of current literature has revealed that the global
is confirmed in a recent global survey by Deloitte LLP (2010) talent pool is shrinking and organisations are uncertain as to
who found that the importance of employer brand appears what talent management decisions they should be making
to have the attention of companies with retention plans as (Armstrong, 2007; Bussin, 2007; Crous, 2007; Leonardi,
more than seven in ten (72%) will increase their focus on their 2007b; Minchington, 2006). Research evidence confirms the
employer brand in the year to come. relationship between employer brand and the attraction and
retention of talent (Crous, 2007; Dell et al., 2001; Minchington,
Purpose of the study 2010; Willock, 2005), however, Minchington (2006) claims
that many organisations are not developing or maintaining
Against the background explained earlier, the intent of
their employer brand correctly, and talent shortages can
this study is to provide managers and human resource
render organisations vulnerable in terms of competitive
functionaries an employer brand model to guide more
sustainability (Boshard & Louw, 2010; Charest, 2011;
effective talent attraction and retention decisions that could
Prinsloo, 2008).
augment overall business performance, whilst the qualitative
model-building approach of this article is aimed at bringing What are the key building blocks of an employer brand
conceptual coherence to the employer brand domain thereby predictive model that can be empirically validated to
adding value to scientific progress. effectively predict talent attraction and retention, and
contribute to both favourable positioning in the quest for
Trends from the research literature talent as well as competitive sustainability? This is the main
question that this article aims to address.
The transition from the industrial era to the knowledge era
has changed the employer–employee relationship paradigm,
The secondary objectives, derived from the problem
and the supply and demand curve for talent is becoming
statement, are to describe the theory that constructs each
increasingly favoured towards the talented employee. The
building block, and integrate these building blocks to form a
quest to win the talent war confronts companies around
conceptual coherence that depicts employer brand relative to
the world to realign their employer brand efforts in a bid to
talent attraction and retention.
mitigate talent limitations (Deloitte LLP, 2010; Minchington,
2006).
Value-add of the study
Employer brand is associated with an organisation’s The quest to win the talent war has expanded to employer
differentiated attractiveness in terms of functional, economic brand issues deemed to be related to the attraction and
and psychological benefits (Ambler & Barrow, 1996; Corporate retention of talented staff (Bussin, 2007; Crous, 2007; Dell
Leadership Council, 2007; Donath, 2001; Minchington, 2006) et al., 2001; Hallén, 2007; Lawler, 2000; Minchington, 2010;
and a strong employer brand acts as an enticement for talent Prinsloo, 2008; Zingheim & Schuster, 2000). The impact

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of persistent talent shortage could render organisations people are attracted to a source that could fulfil their needs
incapable of growth, and detract from their efficacy in (Armstrong, 2007; McClelland, 1961). The application of
gaining or sustaining a winning edge, thus ultimately market segmentation techniques are recommended as the
jeopardising their survival (Boshard & Louw, 2010; Charest, most optimal way to segment the employee population, and
2011; Prinsloo, 2008). The collapse of organisations adversely determine the most appropriate employer value that will
affects the macroeconomic environment as it counters differentiate the employee offering and address the needs
sustainable economic growth, which in turn negatively of the target population (Kotler, 2007; Minchington, 2010;
influences a better quality life for all. Moroko & Uncles, 2009; Walker, 2007). Market segmentation
allows for targeted marketing of stakeholders based on insight
into their specific needs and are segmented in geographic
The need for employer brand models, which could be
segments, demographic segments, psychographic segments
empirically tested to successfully predict talent attraction
and behaviouristic segments (Kotler, 2007; Walker, 2007).
and retention, motivated this study. Benefits of models are
underscored by Mouton (2001) who states models allow
It thus seems probable that insight into the target group’s
one to make predictive claims under certain conditions, and
needs and preferences could add impetus to the attractiveness
bring conceptual coherence to a domain of science thereby of the employer brand; such insight could enhance alignment
simplifying our understanding of the world. Thus, models between functional, economic and psychological benefits
limit, isolate, simplify and systematise the domain that is on offer and the needs of the target group but should also
investigated, and provide explanation sketches and the enhance ethics and fairness and mitigate possible perceived
means for making predictions (Jordaan, 2007). discrimination:
Proposition 1: The target group’s needs, relative to
The aim of this study is to present an employer brand
business strategy, influences employer brand.
predictive model with building blocks that denote an
integrated approach which shapes and influences the total
employer brand process relative to talent attraction and A differentiated Employer Value Proposition
retention. It is hoped that this employer brand predictive A differentiated Employer Value Proposition (EVP) adds
model will provide managers and human resource impetus to the employer brand; it describes a desired future
functionaries guidance on more effective employer brand state relative to the Company’s strategic objectives and
decisions that will mitigate talent limitations and bolster preferred culture (Kochanski, 2004), and is informed by a
overall business performance. thoughtfully designed total rewards strategy (Armstrong,
2007; Blanchard, 2007; Bussin, 2007; Corporate Leadership
Council, 2007; Deloitte Consulting LLP, 2008; Lawler,
An outline of the structure of the rest of the 2000; WorldatWork, 2007; Zingheim & Schuster, 2000).
article Differentiated EVPs leverage core differentiating talent
The remainder of the article is structured as follows: a brief attraction aspects, and allows for targeted employer brand
literature review is followed by the research design, the marketing efforts (Corporate Leadership Council, 2002;
results of the research are presented under findings, and a Kochanski, 2004; Minchington, 2010; Purkayastha, 2006;
discussion features the last section of the article. Sartain & Schumann, 2006). A differentiated EVP provides
a succinct and clear distillation of what sets a company
apart as an employer, and is defined as the unique set of
Current theoretical perspectives attributes and benefits that will motivate target candidates
Based on a critical review of current literature which searched to join a company and current employees to stay (Sartain
for linkages between theoretical concepts, the following & Schumann, 2006). The EVP is unique and based within a
employer brand concepts are isolated due to referenced human capital strategy or people strategy, which is aligned to
researchers’ significance attributed to these concepts in business strategy (Kochanski, 2004), and is informed by five
relation to talent attraction and retention. main elements, namely: work environment and affiliation
(this includes values, culture, quality of colleagues, managers
and leaders), work content including challenging work and
Needs work–life balance, benefits including development and
Research findings by Milkovich and Newman (2008) confirm career growth (indirect financial reward), and remuneration
that job candidates are attracted to companies with benefits (direct financial reward), (Corporate Leadership Council,
that fit their inherent preferences or needs, whilst research 2002; Michaels, Handfield-Jones & Axelrod, 2001; Munsamy
findings by the Corporate Leadership Council (2002) & Bosch Venter, 2009; Sartain & Schumann, 2006). According
emphasise the alignment between the Employee Value to Munsamy and Bosch Venter (2009), organisations are at
Proposition (EVP) and employee needs constitutes an offer risk of turnover when their EVP is perceived less competitive
fit. Employee or target group needs include functional, than that of other organisations.
economic and psychological preferences (Minchington,
2010; Moroko & Uncles, 2009; Sartain & Shumann; 2006). From an overview of the literature it seems plausible that a
These findings are supported by Maslow’s Theory of Human differentiated EVP plays a role in employer brand success:
Motivation and McClelland’s Acquired-Needs Theory Proposition 2: A differentiated EVP influences the
that claim a person’s motivation is shaped by needs and employer brand.

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 Page 4 of 12 Original Research

People strategy Proposition 4: Consistency in the portfolio of brands

Employer branding relates to the application of branding influences the employer brand.
principles to human resource management and successful
employer branding is defined as an employer’s targeted Communication
people management strategy to deliver on the employer brand The aim of employer brand communication, or employer
promise (Backhaus & Tikoo, 2004; Glen, 2007; Minchington, brand voice, is to create an understanding of the employer
2006; Tüzüner & Yüksel, 2009). Employer branding brand, and the employer brand voice must be consistent with
encompasses an organisation’s values, systems, policies all organisational marketing efforts in order to be effective
and behaviours towards the aim of attracting, motivating (Duraturo, 2010; Edwards, 2005; Lloyd, 2002; Minchington,
and retaining current and potential employees (Wilden, 2010; Rosethorn, 2009; Willard, 2010). Employer brand
Gudergan & Lings, 2006). The delivery on the employer communication is defined as honest and authentic employer
brand promise requires alignment with the identified needs brand messages about employment promises which could
of the specific target population, as well as alignment with be delivered upon through an organisation’s employer
the corporate and consumer brand (Barrow & Mosley, 2005; branding (people management) practices (Backhaus &
Kotler, 2007; Milkovich & Newman, 2008; Walker, 2007).
Tikoo, 2004; Minchington, 2010). The importance of coherent
employer brand communication efforts is encapsulated
Both the employer brand employee platform as well as the
in Minchington’s (2010) observation that when internal
employer brand strategic platform informs the people strategy
communication, marketing and Human Resources (HR)
to deliver on the employer brand promise (Minchington,
departments fail to collaborate on the company’s employer
2010). The employer brand employee platform refers to
aspects such as recruitment and induction, remuneration brand strategy, the result is often nothing more than a HR
and benefits, career development, research, reward and project that burns cash and creates employee cynicism.
recognition, communication, work environment and Various online, as well as off line communication channels
performance management (Minchington, 2010). The could be applied to convey targeted employer brand
employer brand strategic platform encompasses aspects messages to the target audience; these channels should enable
such as mission, vision, values, corporate reputation and instant connectivity with organisations, as well as rapid
culture, policies, leadership and management competence response from organisations (Duraturo, 2010; McKinsey,
and innovation (Minchington, 2010). Any gap in the 2005; Minchington, 2010).
organisation’s ability to deliver on the employer brand
promise will negatively impact the employer brand and the From the initial literature review the significance of
organisation as a whole (Backhaus & Tikoo, 2004; Barrow & communication relative to employer brand converges, and
Mosley, 2005; Deloitte LLP, 2010; Minchington, 2006). the following proposition is made:
Proposition 5: Communication influences the employer
From the initial literature review it seems plausible that brand.
both the employer brand employee platform as well as the
employer brand strategic platform should inform the people Metrics
management strategy to ensure an organisation can deliver It is not one of the aims of this study to determine the influence
on its employer brand promise: of employer brand measurement on the effectiveness
Proposition 3: A people strategy informed by the employer of employer brand. One of the intensions is to rather
brand employee platform as well as the employer brand investigate the measurement of HR employer branding
strategic platform influences the employer brand. (people management) efforts as a possible influencer of
employer brand. Higgins (2010) and Lockwood (2006) claim
Brand consistency that meaningful and value adding metrics has the potential
The total portfolio of brands needs to be aligned in to support delivery on the employer brand promise as it
organisational strategy as each brand subset has an impact measures HR employer branding (people management)
on the other, and the essence of the corporate and consumer efforts (Backhaus & Tikoo, 2004; Barrow & Mosley, 2005;
brand should be reflected in the essence of the employer brand Edwards, 2005; Minchington, 2010). Higgins (2010) from the
to ensure consistency in delivery on the portfolio of brand Watson Wyatt Group suggests that employer branding could
promises (Barrow & Mosley, 2005; Fraser, 2009; McKinsey, be measured by populating the HR scorecard with employer
2005; Minchington, 2010). Organisations with superior brand metrics relevant to people management practices
employment offerings are those whose employer brand which will deliver on the EVP.
matches their corporate and consumer brand(s), and where
the value proposition the business articulates is reflected by
the actions of all people, at all levels of the business, at all
Research design
times (Fraser, 2009; Minchington, 2010). Research approach
The research paradigm adopted for this study is nonempirical
Based on the initial literature review it is postulated that and a model building approach was followed. This approach
one of the key components of a great employer brand is has been adopted based on the fact that this study proposes
consistency in delivery on the portfolio of brand promises: an employer brand predictive model which represents

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 Page 5 of 12 Original Research

key building blocks associated with employer brand that of relevance. These keywords include employer brand,
influence talent attraction and retention. A key benefit of target group needs and/or segmentation, differentiated
conceptual model building is its potential to accurately EVP, people management strategy and/or delivery on the
represent phenomenon through a set, or sets, of statements employer brand promise, brand consistency, employer
(Mouton, 2001; Torraco, 1997; Welman & Kruger, 2001). brand communication, and employer branding metrics and/
or measures. The selection criteria for relevant data consisted
In this positivist assumption research approach phenomena of published research articles and studies, related to the
are explained by identifying main concepts from theory keywords that were written in English from 2002 to 2011. The
construction, and by searching for linkages between aim was to focus and isolate data that indicated descriptions
concepts, which according to Cooper and Schindler (1998) and/or correlations between variables which were applied
and Mouton (2001), allows one to make predictive claims in formulating postulates or propositions. Relevant data
and bring conceptual coherence by explaining links between were isolated in a tabular tracking sheet, as well as data that
propositions. An inductive form of theory construction was were eliminated as their content proved no relevance to the
applied whereby sets of postulates or propositions were problem definition and the purpose of the study.
formulated about the phenomena. Theoretical propositions
were inductively derived from the sets of postulates Analysis of the data
until comprehensive sets of theoretical propositions were A total of 129 manuscripts were reviewed by means of the
developed which can be tested empirically. keywords to identify data of relevance. The location of
relevant textual data was accurately noted and recorded to
Research method ensure that the results could be replicated by accessing the
The research method is presented under the following same data bases. Data were analysed by means of a thematic
subheadings: targeted body of literature, gathering the data, analysis approach whereby 24 research articles were selected
analysis of the data and presentation of the data. and summarised in a tabular format detailing the author,
study purpose, sample and setting, method of analysis
and key findings. These 24 research articles were selected
Targeted body of literature
based on their research findings that indicated correlations
This study aims at developing a new model to be tested in and/or descriptions between keywords. The data sets of
future research for causal links between relative employer variables relative to the keywords that demonstrated a
brand propositions. In order to build the model the unit coherent linkage between theoretical concepts were analysed
of analysis was quantitative and textual data relating to through inductive thematic analysis to derive at theoretical
employer brand issues were accessed through literature propositions which are postulated for purpose of further
searches. Data were found in text books which are located empirical research.
in academic libraries of the University of Johannesburg (UJ),
University of Pretoria and the University of South Africa
Presentation of the data
(UNISA), and in journals located in various databases such as
Emerald, EBSCOhost and SAePublications. These databases The findings of the research will be presented under keyword
were selected based on their accessibility and relevant headings derived from the relevant employer brand concepts
coverage of multidisciplinary business, HR and management that were identified in the literature review.
data, and were accessed through web portals, for example,
http://www.uj.ac.za/library. The UJ web portal was also Results
used to trace and extract relevant data from electronic Research findings
master’s theses and doctorate dissertations. Database
searches of professional organisations such as Corporate The research review findings are discussed under the
Leadership Council (CLC), Deloitte LLP, Employer Brand following headings.
International (EBI), and Collective Learning Australia
(CLA) were also conducted. The targeted literature was Target group needs
mainly restricted to English textual data found in research Target group needs are defined as the differentiated needs
theses and/or dissertations, journal articles and text books of the target population (Minchington, 2010; Walker, 2007)
relative to employer brand issues published between 2002 that would require marketing segmentation techniques to
and 2011. The selected date range coincides with the onset provide insight into the differentiated needs (Moroko &
of the awareness of talent shortage, the high premium that Uncles, 2009; Sartain & Schumann, 2006) enabling companies
organisations have placed on employer brand as a competitive to offer benefits in alignment with these needs and
advantage in the talent war during recent years and the execute attraction and retention strategies more effectively
dissemination of relevant textual data during this period. (Corporate Leadership Council, 2002; Milkovich & Newman,
2008; Moroko & Uncles, 2009).
Gathering the data
Keywords derived from the isolated employer brand concepts Four studies were found to be relevant. Moroko and Uncles
identified in the initial literature survey, served as guidance (2009) findings suggested that the application of marketing
to narrow down the textual data search to identify articles segmentation techniques enhances employer branding

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efforts and boosts the effectiveness of the strategy as a whole. employees are attracted to employer brands they associate
Tüzüner and Yüksel (2009) found that turnover increased with, and expect the company to deliver on the anticipated
and job satisfaction decreased where no attention was paid to employer brand promise, or on the ‘what’s in it for me’ (i.e.
various needs of employees whilst Mortensen (2010) found what is in it for the employee). Schumann (2006) concludes
that employer brand and talent attraction and retention can that the employer brand must be articulated in an
be augmented when organisations segment prospective organisation’s actions and values which are embedded in
talent needs. Berthon, Ewing and Hah (2005) observed that people management practices driven from the inside out.
successful employer branding relied on understanding Research results by Boyd and Sutherland (2005) confirmed
factors contributing toward employer attractiveness, and the importance of a people strategy with clearly articulated
cross-cultural differences influenced diverse ways in which people management practices that will obtain employees’
employer attractiveness was perceived. commitment to living the employer brand and delivering on
the employer brand promise. Based on an extensive literature
Differentiated Employer Value Proposition review the article by Hughes and Rog (2008) concluded that
For the purpose of this study a differentiated Employer the inclusion of an employer brand and a differentiated EVP
Value Proposition (EVP) is defined as the distinctive total was important for the successful implementation of talent
employment experience (Kochanski, 2004; Minchington, management, and that internalisation of the employer brand
2010; Purkayastha, 2006; Sartain & Schumann, 2006), or would depend on the organisation’s people management
unique financial and nonfinancial offering (Corporate practices. Research conducted by Deloitte LLP (2010) and
Leadership Council, 2007) provided by an organisation in by CareerBuilder (2008), which involved the analyses of
return for skills, capabilities and experiences an employee 265 000 respondents, confirmed that in order for companies
brings to the organisation (Minchington, 2006); it helps to attract and retain talent, they must be able to continuously
to establish a differentiated positioning relative to other deliver on the employer brand promise. Research findings by
employers (McKinsey, 2006; Minchington, 2006; Sartain & Minchington (2010) and Sutherland and Karg (2002) verified
Schumann, 2006) by adding impetus to the employer brand the importance of considering both the employer brand
(Kochanski, 2004). employee platform, as well as the employer brand strategic
platform when implementing employer of choice people
One study demonstrated a linkage relative to investigating management (employer branding) practices. These studies
the impact of a differentiated EVP. The findings of Knox confirmed that a culture of career growth and innovation,
and Maxwell (2009) reflect that employees in five different challenging work, pay for performance, and a values driven
organisations consider different EVP attributes to be organisation are attributes which knowledge workers view
attractive; thereby confirming the importance of a distinctive as important when looking for the ideal employer.
EVP which could add impetus to an organisation’s employer
brand. Brand consistency
For the purpose of this study brand consistency refers to a
People strategy coherent relationship between the employer brand, corporate
Within the context of this study the people strategy is brand and consumer brand where the total portfolio of
informed by the employer brand platforms (Minchington, brands are aligned to ensure clarity in strategic positioning
2006), and relates to the application of branding principles to and consistency in the delivery on the portfolio of brand
human resource management to enable the organisation to promises (Barrow & Mosley, 2005; Fraser, 2009; Minchington,
deliver on the employer brand promise (Backhaus & Tikoo, 2010).
2004; Glen, 2007; Minchington, 2006; Tüzüner & Yüksel,
2009). Four relevant studies were found. Findings by Freeman and
Knox (2006) confirmed a correlation between an attractive
Eight relevant studies were identified regarding selection. employer brand image and likelihood to apply for a job,
Punjaisri and Wilson (2007) observed a significant need and the importance for an integrated approach between
for the coordination of marketing and HR practices within internal marketing and external marketing to develop a more
an organisation to establish and reinforce the alignment of congruent employer brand. Research by King and Grace
employees’ behaviours with the brand values. These practices (2008) confirmed that the alignment of the EVP, or ‘what’s
include recruitment and induction, communication, and in it for me’ as an employee, with the business or customer
training. Findings by Hodes (2006) validated the importance brand enhanced employee engagement, and commitment to
of building the employer brand from the inside out to the business or customer brand. Gapp and Merrilees (2006)
ensure delivery on the employer brand promise and that found misalignment between external brand (the promise)
the delivery on the employer brand promise is embedded and internal brand (delivering on the promise) damaged
in all HR activity, strategy and outputs. These findings of the trust between employees and senior management,
Hodes (2006) were reiterated by research findings of Kgobe and resulted in discord between strategic plans and
(2010) who found employer branding practices close gaps operational activities. Mosley’s (2007) article presented two
between what employees expect and what the organisation key conclusions: firstly, the practice of managing the links
delivers. Studies by Schumann (2006) confirmed prospective between brand, culture and customer experience has evolved

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significantly over recent years; employer brand should be given the context of this study. An article by Higgins (2010)
consistent to the overall brand message, and the notion of underscored the importance of measuring HR employer
employer brand management completes a journey that began branding efforts to ensure delivery on the employer brand
with a disciplined approach to managing the total brand promise by designing an HR scorecard which is context
experience. Secondly, through an application of the same specific. Both leading and lagging indicators should be
principles to service brands and customer management, included in employer branding measures to ensure business
employer brand should be managed during touch points on is supplied by relevant and useful knowledge rather than
the employer brand employee platform, and during actual historical information, and delivery on the employer brand
experience of the employer brand strategic platform. promise.

Communication of the employer brand Discussion

Within the framework of this study communication of At a time when seeking talent in the ever shrinking global
the employer brand refers to an employer brand voice talent pool has become an international crusade (Armstrong,
(Duraturo, 2010) that reflects honest and authentic employer 2007; Bussin, 2007; Crous, 2007; Leonardi, 2007; Minchington,
brand messages (Backhaus & Tikoo, 2004; Barrow & 2006), the quest to win the talent war has expanded to HR
Mosley, 2005; Minchington, 2010) which are consistent best practice, employer brand, reward, recognition and
with all organisational marketing efforts (Duraturo, 2010; benefits – all issues related to the attraction and retention of
Minchington, 2010; Willard, 2010) and channelled effectively talented staff (Crous, 2007).
to reach the target audience (Bhattacharya, 2009; Duraturo,
2010; Minchington, 2010). Employer brand is defined as the organisation’s differentiated
attractiveness in terms of functional, economic and
Five relevant studies were found. Kapoor (2010) found psychological benefits that are identified with the image of
communication of key employer brand messages remained the employing company (Ambler & Barrow, 1996; Corporate
one of the top three challenges in managing an employer Leadership Council, 2007; Donath, 2001; Minchington, 2006).
brand whilst Bowd (2006) observed the communication of
employer brand messages was key in order to positively
Although a growing body of evidence supports the
impact employer brand perception. Research findings by
relationship between employer brand and the attraction and
Watson Wyatt (2005) indicated that organisations that
retention of talent (Crous, 2007; Dell et al., 2001; Minchington,
are highly effective communicators experienced strong
2010; Willock, 2005), limited attempts to build an employer
employer brand strength, high levels of engagement and 20%
lower turnover rates than their peers. Organisations with brand model to predict talent attraction and retention has
excellent communications performance had metrics in place been undertaken (Armstrong, 2007; Backhaus & Tikoo, 2004;
to gauge the impact of their communications programmes. Jenner & Taylor, 2007; Martin, 2007). The purpose of this
Knox and Bickerton’s (2008) findings emphasised the study was to explore the current state of knowledge about
importance of clearly communicating the brand proposition, employer brand and to determine the key building blocks of
and also ensuring that these communications are reinforced an employer brand predictive model that can be empirically
by organisation behaviours and supported by processes validated to effectively predict talent attraction and retention.
which deliver on the promise. A conceptual model building
approach by Miles and Mangold (2004) illustrated the The benefit of the study’s model building approach systemises
importance of consistently delivering the employer brand the employer brand domain and brings conceptual coherence
message at all the employee touch points (recruitment, to a domain of science. Another contribution of the study is
orientation, communication, shared services, performance providing managers and human resource functionaries an
and development, reward and recognition), and that integrated approach which shapes and influences the total
employees should experience employer brand through every employer brand process relative to talent attraction and
day behaviours, values, management competencies and
retention. The following discussion synthesises linkages in
leadership competencies.
literature between theoretical concepts and explains causal
links between propositions.
Human Resources employer branding metrics
Within the context of this study Human Resources (HR)
Summary of findings
employer branding metrics refer to the measurement of HR
employer branding (people management) efforts (Fernon, This section starts by synergising the findings and the
2008; Higgins, 2010) which are informed by both the employer premise of this study is explored by detailing whether the
brand employee platform and the employer brand strategic literature review reiterates, or differs from, the findings. The
platform (Minchington, 2010) to ensure people management propositions are set in the discussion and mirror the flow
practices deliver on the EVP and employer brand promises of the employer brand predictive model which is depicted
(Higgins, 2010; Lockwood, 2006). in the latter part of this section. This section concludes
by suggesting theoretical implications and practical
No significant employer branding metrics research results implications, presenting limitations as well as suggestions
were found. Only one article was found to be of relevance for future research.

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 Page 8 of 12 Original Research

Target group needs People strategy

Research findings indicated that the target group needs Within the context of this study the people strategy relates
dimension had a positive relation to employer attractiveness, to the application of branding principles to HR management
employer brand efforts and the augmentation of talent to enable the organisation to deliver on the employer brand
attraction and retention (Berthon, Ewing & Hah, 2005; promise (Backhaus & Tikoo, 2004; Glen, 2007; Minchington,
Moroko & Uncles, 2009; Mortensen, 2010; Tüzüner & Yüksel, 2006; Tüzüner & Yüksel, 2009).
2009).
Empirical research findings indicated that delivery on the
The aforementioned finding was reiterated by target group employer brand promise was embedded in all HR activity,
needs related literature that found people are attracted strategy and outputs (Hodes, 2006; Kgobe, 2010), and the
to a source that could fulfil their needs (Armstrong, 2007; internalisation of the employer brand depended on the
Minchington, 2010; Walker, 2007), and that segmentation organisation’s people management practices (Boyd &
tools and techniques assist in adapting the talent brand Sutherland, 2005; Hughes & Rog, 2008; Punjaisri & Wilson,
message for each segment based on insight into the target 2007; Schumann, 2006) which were informed by elements
group’s needs and preferences (Moroko & Uncles, 2009; of both the employer brand employee platform as well as
Sartain & Schumann, 2006). Research studies done by the employer brand strategic platform (Sutherland & Karg,
the Corporate Leadership Council (2002) and Milkovich 2002).
and Newman (2008) reveal job candidates are attracted to
companies with a good offer fit and benefits that fit their Literature suggests that an organisation’s people strategy
inherent preferences. delivers on the employer brand promise where the value
proposition that the organisation articulates is reflected by
However, the application of market segmentation to the the actions of all people (Backhaus & Tikoo, 2004; Barrow &
employer brand context is not without limitations. There Mosley, 2005; CareerBuilder, 2008; Glen, 2007; Minchington,
are, for example, legal barriers to segmenting current 2006). According to Minchington (2010), both the employer
and potential employees on the base of race, gender, age, brand employee platform as well as the employer brand
ethnicity or disability; this potential barrier could be negated strategic platform should inform the people strategy to
if companies invest in the gathering, holding and analysis ensure the implementation of people management practices
of quality employee needs data that informs segmentation which will abet delivery on the employer brand promise.
approaches within the context of fairness and the broader
company strategy (Moroko & Uncles, 2009). The reiteration in linkage between empirical research
findings and relevant literature sustains the third proposition
The synthesis in linkage between research findings and the (P3) and suggests that a people strategy, informed by the
literature review supports the first proposition (P1) of this employer brand employee platform and the employer brand
study which postulates that target group’s needs, relative to strategic platform impacts on employer branding practices
business strategy, influences employer brand. which consecutively influences the employer brand.

Differentiated Employer Value Proposition Brand consistency

Research findings by Knox and Maxwell (2009) reflected Research findings by Freeman and Knox (2006) confirmed
that employees in five different organisations considered the importance for an integrated approach between internal
different Employer Value Proposition (EVP) attributes to be marketing and external marketing to develop a more
attractive; and confirmed the importance of a unique and congruent employer brand, whilst King and Grace (2008)
distinctive EVP which added impetus to the employer brand. found that the alignment of the EVP with the business
and/or customer brand enhanced employee engagement,
The aforementioned research finding was reiterated in and commitment to the business and/or customer brand.
relevant literature that suggests the EVP helps to establish The finding of Gapp and Merrilees (2006) confirmed that
a differentiated positioning relative to other employers misalignment between external brand (the promise) and
(Deloitte LLP, 2010; McKinsey, 2006; Minchington, 2006; internal brand (delivering on the promise) damaged the trust
Sartain & Schumann, 2006). Kochanski (2004) cites the between employees and senior management, and resulted in
importance of a distinctive EVP in the best places to work discord between strategic plans and operational activities. All
lists. A distinctive EVP adds impetus to the employer brand of the mentioned findings correspond with Mosley’s (2007)
(Kochanski, 2004), and leverages core differentiating talent conclusion that employer brand should be consistent to the
attraction aspects by enabling targeted employer brand overall brand message to ensure delivery on the employer
marketing efforts (Kochanski, 2004; Purkayastha, 2006). brand promise.
A differentiated EVP motivates target candidates to join a
company and current employees to stay (Brand Learning, Literature affirmed that an organisation with a superior
2009). The linkage between relevant findings supports the employment offering is one whose employer brand matches
second proposition (P2) and implies that a differentiated EVP their corporate and consumer brand(s) (Fraser, 2009;
influences the employer brand. Minchington, 2010). Minchington provides compelling

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 Page 9 of 12 Original Research

reason for such alignment in claiming that the total portfolio Employer brand predictive model
of brands needs to be aligned in organisational strategy
The purpose of this study was to explore the current state of
as each brand subset has an impact on the other, and the
knowledge about employer brand and to identify employer
essence of the corporate and consumer brand should be
brand building blocks that can be integrated in an employer
reflected in the essence of the employer brand to ensure
consistency in delivery on the portfolio of brand promises. brand predictive model that will predict talent attraction and
Such consistency, according to Barrow and Mosley (2005), retention after being empirically validated.
is essential for a brand as this helps to deliver trust and
confidence for the relevant stakeholder as well as clarity of During the initial literature overview key employer brand
purpose and positioning. concepts were isolated due to researchers’ significance
attributed to these concepts in relation to talent attraction
The synthesis in linkage between research findings and the and retention. These employer brand concepts were refined
literature review supports the fourth proposition (P4) and to the following keywords: target group needs and/or
suggests consistency in the portfolio of brands influences the segmentation, differentiated EVP, people management
employer brand. strategy, brand consistency, employer brand communication
and HR employer branding metrics. These keywords were
Communication used to inform a comprehensive literature review that
Research findings indicated that the communication of resulted in six propositions. Thereafter these same keywords
employer brand messages was key in order to positively were applied to guide research that would either support or
impact employer brand perception (Bowd, 2006; Knox & reject the propositions.
Bickerton, 2008), however, remained one of the top three
challenges in managing employer brand (Kapoor, 2010). Given the fact that the research findings reiterated the
Watson Wyatt (2005) found that organisations who are highly stated propositions, these propositions served as a guide
effective communicators experienced strong employer brand to determine the following building blocks of an employer
strength, high levels of engagement and 20% lower turnover brand predictive model that can be empirically validated
rates than their peers. The mentioned findings are affirmed to effectively predict talent attraction and retention, and
by Miles and Mangold (2004) whose conceptual model contribute to favourable positioning in the quest for talent:
illustrated the importance of consistently delivering the
• Target group needs
employer brand message at all the employee touch points.
• EVP Differentiation
• People strategy
The aforementioned findings were reiterated in the literature
• Brand consistency
which found that the employer brand communication • Employer brand communication
should reflect honest, authentic and consistent employer • Employer branding metrics.
brand messages about employment promises which could be
Figure 1 depicts an Employer Brand Predictive Model. The
delivered upon through an organisation’s employer branding
model is informed by the aforementioned employer brand
(people management) practices, and that the channelling of
building blocks based on their significance relative to
the employer brand message should be carefully considered
employer brand which in turn influences talent attraction
to ensure messages attract targeted talent (Backhaus & Tikoo,
and retention.
2004; Bhattacharya, 2009; Duraturo, 2010; Minchington,
2010). Reiteration in the linkage between research findings
and relevant literature supports the fifth proposition (P5) The model presented in Figure 1 is theoretical in nature and
and proposes that communication influences the employer a form of inductive reasoning, or conceptual explication, was
brand. used to search for linkages between theoretical concepts.
Even though there is criticism of inductive reasoning
because of its qualitative nature, it remains one of the most
Metrics
powerful methods to construct conceptual models and build
Based on the implementation of an HR scorecard in a large
new theories, without which science cannot make progress
organisation, Higgins (2010) found the measuring of HR
(Mouton, 2001). As stated in a previous section of this study,
employer branding efforts are required to ensure an effective
theoretical models allow one to make predictive claims
employer brand that delivers on the employer brand promise.
under certain conditions, and bring conceptual coherence to
The above mentioned finding was reiterated in literature a domain of science thereby simplifying our understanding
that found value adding metrics has the potential to support of the world (Mouton, 2001). The employer brand predictive
delivery on the employer brand promise (Fernon, 2008; model limited, isolated, simplified and systematised the
Lockwood, 2006; Minchington, 2010). The synthesis in linkage employer brand domain that was investigated, thereby
between the study and the literature review supports the adding value to scientific progress though the accurate
sixth proposition (P6) and suggests that employer branding representation of a set of phenomena, and propositions,
metrics influence the employer brand. which can be empirically tested.

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 Page 10 of 12 Original Research

Talent attraction
and retention

Influences
P1 Define the needs of the target market by applying employer brand
1.5.1 Target group segmentation methodology to identify needs, and benefits that will
Employers brand inform a compelling EVP.
needs

P2 Develop an EVP that offers unique and differentiated benefits relative

to the organisation’s strategy, and target group needs.
1.5.2 EVP
Differentiation

P3 Consider both the employer brand employee platform and the

employer brand strategic platform when implementing clearly
1.5.3 People
articulated people management practises which will deliver on the
strategy employer brand promise, for example: employer brand promises
inspiring leadership, therefore ensure leaders have inspiring
capabilities.

P4 Align the EVP with the CVP after needs and benefits have been
1.5.4 Brand identified, but prior to implementing people practices and
communication which will support delivery of the employer brand
consistency promise.

P5 Communicate the employer brand as ‘one voice’ through all

communication channels. Communication channels should fit the
1.5.5 Employer brand target audience, for example: on-line, off-line, mass marketing,
communication traditional, intranet, internet, press releases, internal or external
advertising, expos, corporate literature, on-boarding, meetings.

P6 Design a HR scorecard with metrics that measure HR employer

branding (people management) efforts which will deliver on the EVP.
1.5.6 Employer
branding metrics

P1 – P6, Proposition 1 – Proposition 6; EVP, Employee Value Proposition; CVP, Customer Value Proposition; HR, human resources.
FIGURE 1: Employer Brand Predictive Model Theoretical implications.

Managerial implications attraction and retention. Given the aim of this study, three
main limitations have been identified, each of which provides
Even though the true practical contribution of the study will
opportunities for further research in this area. These are as
reveal itself once the effect of the employer brand predictive
follows.
model on talent attraction and retention has been empirically
validated, it is suggested that the employer brand predictive
Firstly, keywords used to guide the extraction of relevant
model (Figure 1) serves as an operational management
research could have contributed to omitting published
model. The model provides a pointer relative to employer
research. Secondly, a selective approach to data location
brand, and could guide managers and human resource
functionaries in more effective talent attraction and retention could have also limited data gathering as additional research
decisions that could ultimately influence overall business data may have been found by considering data sources
performance. other than Emerald, EBSCOhost and SAePublications,
academic libraries, database searches including professional
The model contributes value in that it addresses key organisations such as CLC, Deloitte LLP, Employer Brand
related employer brand building blocks; these building International (EBI) and Collective Learning Australia (CLA),
blocks represent an integrated approach which shapes and as well as the UJ web portal that was used to trace and extract
influences the total employer brand process. relevant data from electronic research journals including
master’s theses and doctorate dissertations.
Limitations of the study and recommendations
for future research A last limitation of this study is that the presented model has
This study set out to conceptually investigate building blocks not been subject to empirical testing. Different propositions as
of an employer brand predictive model, and to understand diagrammatically depicted in Figure 1 suggest relationships
how these building blocks integrate to form a conceptual between variables. These propositions can be assessed and
coherence that depicts employer brand relative to talent empirically tested during future research.

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 Page 11 of 12 Original Research

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