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.