Conceptualising employer branding in sustainable organisations

Purpose - The purpose of this paper is to reconceptualise employer branding in sustainable organizations at the intersection of branding, strategic human resource management (HRM) and corporate social responsibility (CSR). Design/methodology/approach - Based on an outline of current conceptualisations of employer branding, the paper discusses the strategic potentials of merging corporate branding processes, strategic HRM and CSR into a theoretical framework for reconceptualising employer branding as co-created processes and sustainable employer-employee relationships. Findings - When organizations adapt strategies for sustainable development (including CSR), it affects how to approach stakeholder relations and organizational processes, including the employee-employer relationship and employer branding processes. However, current employer branding conceptualisations do not comply with such changed corporate conditions. The suggested framework reconceptualises employer branding as an integrated part of a CSR strategy, thus offering a new way of approaching employer branding as supporting sustainable organizational development and long-term employer-employee relationships. Practical implications - The proposed conceptualisation of employer branding implies a shift in focus from end result to process. As part of the process, organizations need to approach employees as corporate partners in order to co-create employer-employee values. Originality/value - This paper suggests and discusses a new conceptualisation of employer branding, which appreciates co-creation and employer-employee dialogue as strategic processes for supporting sustainable organizational development.