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6 - Employer branding and career theory: new directions for research

Published online by Cambridge University Press:  05 July 2014

By
Graeme Martin  and
Jean-luc Cerdin
Edited by
Paul Sparrow ,
Hugh Scullion  and
Ibraiz Tarique
Graeme Martin
Affiliation:
University of Dundee
Jean-luc Cerdin
Affiliation:
ESSEC, Cergy-Pontoise, France
Paul Sparrow
Affiliation:
Lancaster University
Hugh Scullion
Affiliation:
National University of Ireland, Galway
Ibraiz Tarique
Affiliation:
Pace University, New York
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Summary

Introduction

In this chapter, our aim is to combine insights from employer branding and career management to explain some of the issues facing the talent- and reputation-management agendas in organizations. More specifically, our objectives are:

  1. to propose a revised model of employer branding and its links to talent management and organizational reputations, which are key elements in effective career management

  2. to analyze links between employer branding and career management

  3. to reflect on some of the problems raised by the interdisciplinary nature of employer branding in practice and the consequent implications for careers.

Previous research into employer branding and organizational reputations by one of the authors (e.g., Martin and Beaumont, 2003; Martin and Hetrick, 2009; Martin, Gollan, and Grigg, 2011) has led us to accept a working definition of an employer brand as:

a generalised recognition for being known among key stakeholders for providing a high quality employment experience, and a distinctive organizational identity which employees value, engage with and feel confident and happy to promote to others.

(Martin, Gollan, and Grigg, 2011)
Type
Chapter
Information
Strategic Talent Management
Contemporary Issues in International Context
 , pp. 151 - 176
Publisher: Cambridge University Press
Print publication year: 2014

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