Talent Management Practices and Employer Branding in Emerging Markets

Abstract

This study investigates the relationship between talent management (TM) practices and employer branding (EB) in emerging markets, focusing on India, Brazil, and Vietnam. Employing a mixed-methods design, the research integrates survey data from 462 respondents (employees and HR managers) with 25 in-depth interviews to examine how TM practices attraction, development, retention, and deployment influence perceptions of employer attractiveness. Quantitative results reveal significant positive associations, with development practices emerging as the strongest predictor of overall EB strength (β = 0.42), followed by attraction. Employee engagement mediates this relationship, while sector (stronger in high-growth IT/services) and cultural collectivism moderate the TM-EB linkage. Qualitative findings highlight the importance of culturally adapted relational strategies and CSR integration in enhancing EB credibility amid institutional voids and talent scarcity. Compared to developed-market contexts, emerging economies exhibit greater emphasis on economic benefits and career growth in shaping employer perceptions. The study extends resource-based view and signaling theories by demonstrating how TM practices function as inimitable resources and credible signals in high-uncertainty environments. Practically, the findings guide HR managers to prioritize localized development and authentic branding to improve attraction, engagement, and retention, while offering policymakers insights for addressing skill gaps through education and diaspora policies. Despite limitations such as cross-sectional data and selected country focus, the research underscores integrated TM-EB strategies as vital for competitive advantage in dynamic emerging markets.

Keywords: Talent Management, Employer Branding, Emerging Markets, Employee Engagement, Cultural Moderation, Human Capital Strategy.