Considering the past research studies, Employer Branding has been one of the hottest strategies in employment. It is an international concept where the demand is for skills and competence. By creating brand images, employers are struggling to differentiate themselves in both internal and external environment. Branding is a term by itself which gives a taste of innovative and creative possessions. On the same lines, Employer Branding is also very prominent in the Human Resource Management (HRM) field and acts as one of the communication magic tools for acquiring and retaining the talent in this fast changing technological era. This article, through illustrative examples, provides a holistic perspective on employer branding and the application of concepts of employer branding used for attracting and retaining the talent pool. It gives valuable insights into the practices of HR executives and how they are related to employer branding. The article further discusses different factors like psychological motives, organizational cultures, values and branding strategies, which influence the HR executives to attract and retain the employees in the organization. The concept of employer branding communication helps the companies to differentiate themselves from the other companies in the field.

The concept of `Employer branding' relates to attracting and retaining the skilled human resources in the organization. Employer branding is a holistic term taken from the field of marketing and is related to strategic brand management. Today's fast-paced changing business environment has a greater impact on every organization's highly qualified and motivated workforce. In order to keep pace with the changing market dynamics, every organization is trying to place itself in a unique position on the corporate ladder. There is a huge demand for competent personnel, which is escalating steadily, particularly the demand for vital positions which require technical and in-depth expertise to meet the current requirements of the job market. On the contrary, the labor market is becoming more difficult due to the ongoing demographic changes all over the world. Though the magnitude and pace of this change may vary in different countries, many recent research studies have outlined some significant facts.

There will be a decline of 20% in the workforce population in the age group of 20-29, while there will be an increase of 25% in the age group of 50-64. If we consider that this will have a direct impact on labor market in many organizations, this will in return, generate the problem of the labor crunch to find highly skilled and challenging successors to replace at least 30 to 60% of senior executives. In the next five years, it is estimated that a minimum of 70% of senior executives will be eligible for retirement. Due to this reason, organizations will face huge talent crunch and high job mobility among the talented workforce.

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