Employer Branding as a Competitive Strategy: Beyond Recruitment (part I of IV)

Welcome to the first of a 4-part series that will explore how we can level up employer branding as a core strategic driver. Drawing on insights from a select group of industry leaders and experts, this series highlights actionable recommendations and best practices for elevating employer branding beyond talent acquisition to drive business success.

We are pleased to lead this research panel with Bryan Adams , CEO & Founder of HappyDance Careers Websites , who is a CareerXroads Solutions member and has sponsored this research project to work alongside myself and the CXR team to co-facilitate the discussion and survey our members and participants directly.

Where Employer Branding Makes an Impact at the Corporate Level

“During strategy discussions I frequently position our recruitment marketing efforts to our senior leadership as the B2C product of our B2B company.” - Lauri Hetzer , Recruitment Marketing Manager, Total Quality Logistics

As companies strive for differentiation, employer branding (EB) can play a unique role in positioning an organization not just as a great place to work, but as a strategic leader within its industry. Panelists demonstrated how EB’s impact extends beyond recruitment, influencing corporate reputation, strategic investments, and partnerships by showcasing organizational values and future-focused goals.

Yet the panel also agreed that the integration of EB as a strategic priority varies widely. Challenges such as departmental silos, competing priorities, and a lack of executive alignment dilute its effectiveness. We'll be digging into this issue more in the weeks to come. Overall, the conversation underscored that a well-executed employer brand does more than attract talent - it builds alignment, fuels innovation, and solidifies an organization’s competitive edge.

Business Outcomes Driven by Employer Branding

Employer branding drives business outcomes far beyond talent acquisition, influencing customer perception, service quality, and even organizational strategy. Participants highlighted the intrinsic link between how companies treat their employees and how customers experience their brand.

Examples from the discussion included:

• Chewy : Showcases how a culture of care and engagement creates not only happier employees but also exceptional customer experiences, reinforcing both loyalty and brand value.
• Trader Joe's : Aligns hiring practices with their market position, creating a talent ecosystem that actively supports their business identity and customer promise.
• Healthcare Industry: In industries like healthcare, the stakes of employer branding are even higher. Panelists noted how the right talent directly impacts measurable business metrics, such as patient satisfaction scores, health outcomes, and value-based reimbursements.

These examples demonstrate that when EB efforts extend to promote culture, learning, and retention externally, they not only attract better-fit candidates but also bolster the organization’s overall market standing. The consensus: a strong employer brand influences every facet of the business, creating tangible benefits that ripple outward from employees to customers and beyond.

Employer Branding as a Leadership Priority

“I think [the industry] is still not quite speaking the C-suite's language when it comes to employer branding. While I totally agree on focusing on clear KPIs, I think we need to tie EB more directly to what keeps CEOs up at night.” - Joshua Martin, PMP , Employer Branding & Recruitment Marketing Lead, Deloitte

For EB to become a true leadership priority, its value must be clear at the executive level. The discussion underscored that to elevate employer branding (EB) to a top CEO priority, its impact must be clearly quantified and tied to business outcomes.

Key Takeaways from the discussion:

• Simplify the pitch: Focus on a singular KPI aligned with a leadership priority, such as reducing attrition or improving workforce skills for emerging technologies.
• Address high-visibility challenges: Position EB as a solution to visible business issues, such as navigating market competition or mitigating risks tied to negative employee experiences.
• Use tangible metrics: Demonstrate ROI through measurable outcomes like cost-per-hire, time-to-fill, retention rates, and the financial impact of poor hires.

By focusing on what resonates most with leadership, EB professionals can position their work as essential to driving competitive strategy and solving key business problems.

In Conclusion

Employer branding’s evolving role highlights its immense potential as a core business driver. The initial discussions in this research panel demonstrate that EB is no longer just about attracting candidates; it is a powerful tool that can shape market positioning, reinforce organizational identity, and impact financial outcomes.

To fully realize its potential, EB must transcend silos, align deeply with marketing and HR, and deliver measurable outcomes that resonate with senior leadership. When employer branding is elevated to a strategic priority, it actually becomes a bridge between people, culture, and business outcomes, positioning organizations to thrive in an ever-changing (and often unsure) talent landscape.

More to Come

In the weeks ahead, we’ll share more insights from the panel, building on each other to provide a comprehensive overview of the potential of Employer Branding as a Strategic Initiative. Next up: How do you find the right balance in your employer branding work - one that resonates with both business objectives and workforce expectations? (Be sure to subscribe so that you don't miss the updates!)

At the end of this series, we will offer a broader publication that combines the knowledge shared by these seasoned professionals, ensuring that you have the tools and strategies needed to stay ahead in the ever-changing landscape of talent acquisition.

It is worth noting that the full CXR Community - over 6,000 leaders, practitioners, and experts in the recruiting industry - are also weighing in on these topics during the course of the research panel. This is just one example of the conversations happening regularly in our Community. You are invited to participate, follow along, and express your interest in future panels at https://cxr.works/research where you can also download previous research publications.