[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-169060-en":3,"doc-seo-169060-105":30,"detail-sidebar-cat-1-en-105":92},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":11,"category_id":12,"category_name":13,"doc_title":14,"doc_description":15,"doc_content":16,"file_id":17,"file_url":18,"file_type":19,"file_size":20,"view_count":4,"is_deleted":4,"is_public":11,"is_downloadable":11,"audit_status":11,"page_count":21,"language":22,"language_code":23,"site_id":24,"html_lang":23,"table_of_contents":25,"faqs":26,"seo_title":27,"seo_description":15,"update_tm":28,"read_time":29},169060,962085320529,"Sarah ","https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc",1,158,"General","Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management - final version","Competitive labour markets make talent attraction and retention a strategic priority, since employee turnover and talent scarcity can erode intellectual capital and weaken organisational competitiveness. Employer branding (EB) is positioned as an evolving discipline combining marketing and HR, shaping brand power, credibility, and employee engagement under changing labour-market conditions. Research links EB to commitment, internal branding acceptance and proactive behaviours, while sector-focused evidence—particularly in banking and the Mauritian context—highlights how HR practitioners perceive EB as a “win talent” strategy.","\u0013 HYPERLINK \"https://eprints.staffs.ac.uk/cgi/users/home?screen=EPrint::View&eprintid=3930\" \u0014Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management\u0015\nIntroduction\nThe environment is becoming increasingly competitive, and in such a competitive environment, attracting and retaining a talented workforce becomes a key strategic priority for many organisations. Notably, according to Blake (2006), one of the largest costs in different types of organisations is their employee turnover. In addition, Chambers et al. (1998) identified talent scarcity as the second-most-important threat to business success, after competition.  Moreover, the global economic recovery following years of depressed growth has accelerated employee turnover, and it has increased employer concerns about talent scarcity and retention (Cascio, 2014). Loss of experienced and skilled employees can lead to a loss of intellectual capital and risk organisations' ability to compete. Therefore, recent studies have emphasized the role of employer branding (EB) in retaining, motivating and engaging employees and attaining increased productivity (Tanwar and Prasad 2016). The concept of employer branding is still evolving, combines the fields of marketing and HR, and has become prominent in recent years for four main reasons: brand power; credibility; employee engagement; and the prevailing labour market conditions (CIPD, 2007). Employer branding has also been presented as a contemporary research field to human resources professionals, the academic community and the corporate world (Backhaus, 2016).\nNotably, there seems to be significant growth in employer branding research and practice by organisations worldwide following on from the global financial crisis (GFC), and this form of branding has become of vital concern to senior management. The main objective of such initiatives was to build talent attraction strategies through a financial growth period. Yet, with cutbacks in staffing following the GFC, organisations have shifted focus to the engagement and retention of existing talent pools. Consequently, the economic recession has had a positive influence on the adoption of such strategies, as organisations recognise the real advantages to talent attraction, engagement and retention (Minchington, 2010).\nIt is well established that building a differentiated and successful service brand requires the commitment of all employees across the service organisation, because these employees embody the service brand in their service interactions (Balmer, 2001; de Chernatony and Cottam, 2009; King and Grace, 2008). Employee commitment has also been found to positively influence acceptance of organisational brand-supporting activities (Shum et al., 2008), internal branding efforts (Punjaisri and Wilson, 2011) and to enhance the adoption of proactive behaviours (Strauss et al. 2009). This was well documented by Wallace’s (2013) study that explored the relationship between employee commitment and brand in the banking sector (Wallace et al., 2013).\nResearch on employer branding has been gaining momentum but has been broad and with limited focus on specific industries and sectors. The banking sector is no different to other sectors in that it requires talent to maintain its core purpose - to design, develop and deliver excellent customer service. Yet ineffective talent relationship management has been found to be one of the core issues that led to the 2008 global financial crisis (MacKinnon, 2012). Ganu and Abdulai (2014) capitalised on this gap by reporting a study that examined employer branding and actual employment experience in the banking sector of the African state of Ghana. It also applies to the Mauritian banking sector (MBS) where employer branding is widely viewed with scepticism. With this in mind, this paper examines the perceptions of human resources practitioners in the MBS in relation to employer brandi","cbCaitLDBFW9GwRs","https://ap.wps.com/l/cbCaitLDBFW9GwRs","docx",79449,24,"English","en",105,"# Introduction\n## Employer branding research and strategic context\n## Employee commitment and brand-supporting activities\n## Sector gaps and the banking focus\n## Study purpose\n# Theoretical background\n## Origins of employer brand concept\n## Employer branding definitions and concepts","[{\"question\":\"Why does employer branding matter for organisational attractiveness and talent management?\",\"answer\":\"EB is discussed as a strategy to retain, motivate and engage employees while improving productivity and supporting talent attraction. It addresses concerns about talent scarcity and retention in competitive labour markets.\"},{\"question\":\"How did the employer brand concept originate and develop?\",\"answer\":\"The concept is traced to early 1990s Europe through Ambler and Barrow, and it emerged by applying marketing principles to personnel recruitment. It has since been studied through corporate identity management and image building for both external and internal audiences.\"},{\"question\":\"What does the study aim to determine about employer branding for HR practitioners?\",\"answer\":\"The study aims to identify how EB is perceived by HR practitioners in the Mauritian banking sector, assess how well developed EB is as a concept, and determine the extent to which HR marketing philosophies underpin EB in that context.\"}]","Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management - final version | DOCX",1788244170,8,{"code":4,"msg":31,"data":32},"ok",{"site_id":24,"language":23,"slug":33,"title":14,"keywords":34,"description":15,"schema_data":35,"social_meta":87,"head_meta":89,"extra_data":91,"updated_unix":28},"exploring-hr-practitioners-perspective-on-employer-branding-and-its-role-in-organisational-attractiveness-and-talent-management-final-version","",{"@graph":36,"@context":86},[37,54,69],{"@type":38,"itemListElement":39},"BreadcrumbList",[40,44,48,51],{"item":41,"name":42,"@type":43,"position":11},"https://docshare.wps.com","Home","ListItem",{"item":45,"name":46,"@type":43,"position":47},"https://docshare.wps.com/template/","Template",2,{"item":49,"name":13,"@type":43,"position":50},"https://docshare.wps.com/template/general/",3,{"item":52,"name":14,"@type":43,"position":53},"https://docshare.wps.com/template/exploring-hr-practitioners-perspective-on-employer-branding-and-its-role-in-organisational-attractiveness-and-talent-management-final-version/169060/",4,{"url":52,"name":14,"@type":55,"author":56,"headline":14,"publisher":58,"fileFormat":61,"inLanguage":23,"description":15,"dateModified":62,"datePublished":63,"encodingFormat":61,"isAccessibleForFree":64,"interactionStatistic":65},"DigitalDocument",{"name":9,"@type":57},"Person",{"url":41,"name":59,"@type":60},"DocShare","Organization","application/vnd.openxmlformats-officedocument.wordprocessingml.document","2026-09-04","2026-09-01",true,{"@type":66,"interactionType":67,"userInteractionCount":47},"InteractionCounter",{"@type":68},"ViewAction",{"@type":70,"mainEntity":71},"FAQPage",[72,78,82],{"name":73,"@type":74,"acceptedAnswer":75},"Why does employer branding matter for organisational attractiveness and talent management?","Question",{"text":76,"@type":77},"EB is discussed as a strategy to retain, motivate and engage employees while improving productivity and supporting talent attraction. It addresses concerns about talent scarcity and retention in competitive labour markets.","Answer",{"name":79,"@type":74,"acceptedAnswer":80},"How did the employer brand concept originate and develop?",{"text":81,"@type":77},"The concept is traced to early 1990s Europe through Ambler and Barrow, and it emerged by applying marketing principles to personnel recruitment. It has since been studied through corporate identity management and image building for both external and internal audiences.",{"name":83,"@type":74,"acceptedAnswer":84},"What does the study aim to determine about employer branding for HR practitioners?",{"text":85,"@type":77},"The study aims to identify how EB is perceived by HR practitioners in the Mauritian banking sector, assess how well developed EB is as a concept, and determine the extent to which HR marketing philosophies underpin EB in that context.","https://schema.org",{"og:url":52,"og:type":88,"og:title":14,"og:site_name":59,"og:description":15},"article",{"robots":90,"canonical":52},"index,follow",{"doc_id":7,"site_id":24},{"code":4,"msg":5,"data":93},[94,99,104,109,114,119,124,129,134],{"id":95,"doc_module":11,"doc_module_name":46,"category_name":96,"show_sort_weight":97,"slug":98},11,"Presentations",90,"presentations",{"id":100,"doc_module":11,"doc_module_name":46,"category_name":101,"show_sort_weight":102,"slug":103},12,"Resumes",80,"resumes",{"id":105,"doc_module":11,"doc_module_name":46,"category_name":106,"show_sort_weight":107,"slug":108},14,"Invoices",70,"invoices",{"id":110,"doc_module":11,"doc_module_name":46,"category_name":111,"show_sort_weight":112,"slug":113},15,"Posters",60,"posters",{"id":115,"doc_module":11,"doc_module_name":46,"category_name":116,"show_sort_weight":117,"slug":118},16,"Social Media",50,"social-media",{"id":120,"doc_module":11,"doc_module_name":46,"category_name":121,"show_sort_weight":122,"slug":123},17,"Forms",40,"forms",{"id":125,"doc_module":11,"doc_module_name":46,"category_name":126,"show_sort_weight":127,"slug":128},18,"Letters",30,"letters",{"id":130,"doc_module":11,"doc_module_name":46,"category_name":131,"show_sort_weight":132,"slug":133},21,"Paper Templates",5,"papers-templates",{"id":12,"doc_module":11,"doc_module_name":46,"category_name":13,"show_sort_weight":4,"slug":135},"general-158"]