Employer Branding in UK Higher Education Institutions: Impact on Talent Management Outcomes

In higher education institutions (HEI), surging demand for knowledge-intensive human capital, exacerbated by external environmental factors, presents the opportunity for in-depth study and the empirical review of higher education branding as well as its impact on talent management outcomes. This is the subject of this research. Based on the study of UK HE sectors, through the lenses of resource-based view and brand equity theories, this thesis extends the understanding of the context to which employer branding influences talent management. In doing so, the study focuses on employer branding processes in UK HEI and the employer value propositions that influence talent attraction and retention in UK HEIs. The study explores how these outcomes are shaped by employer branding processes. Employing a qualitative research method, the study interviewed seventy-five highly qualified academic talents, heads of business schools, HR Directors, HR partners, Marketing directors and marketing managers from 17 UK Business schools in South-eastern England and Scotland. The data were thematically analysed to identify patterns across the data set. Findings provide empirical evidence to a best -fit employer branding model as strategic tool for managing talent outcomes in higher education institutions. This is a significant contribution to knowledge based on this research. Findings also suggest employer branding as strategic talent management intervention in UK higher education institutions and further highlights key attributes (employer brand optimizers) that accentuate influence of employer branding on talent attraction and talent retention. The study also suggests a significant relationship and influence of employer brand stakeholders on talent attraction and talent retention. In doing so, this study provides stakeholders with insight into the effectiveness of employer branding as a strategic tool for talent attraction and retention in a competitive global knowledge-intensive business environment like HEIs. Findings from study further highlights the importance of multi-dimensional approach to the employer brand process underscoring the dynamic nature of talent management delivery. In addressing the study from a HEI context, this study adds to the literature on talent management in HEIs by providing evidence on the conceptualization and management of employer branding and talent management