Strategic Employer Branding: Brand and Image Management as a Tool of Attractiveness for Talented Capital

The aim of the present research is that of evaluating brand and image management as strategy a to attract talented human capital. In this direction, the research points at deepening employer branding as a perspective of both external and internal marketing strategies, aimed at attracting, integrating and maintaining talents (Kotler, 1994; Ewing and Caruana 1999; Berthon, Ewing and Li Lian Hah, 2005) able to create value for the firm and to become business partners in the shared goal of sustainable competitive advantage. Moreover, human capital can represent a strategic resource for a firm, often becoming a relevant source (Beer, 1997; Lepak et al, 2005; Barney and Wright, 1998) of sustainable competitive advantage (Barney, 2006). Starting from RBT, a theoretical framework is proposed, taking into account the most relevant strategic factors of employer branding, with reference both to potential and to actual employees, as strictly connected with corporate brand strategy. The innovative aspect of the research is that employees become themselves possible resources, in function of their specific role in the firm value creation process. The empirical part aims at verifying the importance of employer branding strategies in a high – knowledge-based context and specifically in Italian high – tech firms operating in the aerospace sector. Results demonstrate the necessity of an aware and structured approach in corporate brand and employer brand’s building.