THE INFLUENCE OF EMPLOYER BRANDING ON ATTRACTING AND RETAINING HIGH-POTENTIAL EMPLOYEES
Main Article Content
Firman Arifianto
Dhenny Asmarazisa
Catur Fatchu Ukhriyawati
This study investigates the influence of employer branding on attracting and retaining high-potential employees (HiPos). In the competitive knowledge economy, organizations struggle to secure and keep top talent, with traditional tactics often failing for the high-expectation HiPo cohort. Through qualitative analysis, this research identifies the key employer branding dimensions HiPos value most, revealing a distinct preference for Development and Interest value over generic benefits. The findings demonstrate employer branding's dual role: it functions as an external "Magnet" for attraction and an internal "Glue" for retention, with the fulfillment of the psychological contract being the critical link. The study concludes that to effectively manage HiPo talent, organizations must tailor their Employer Value Proposition to these specific drivers and ensure consistent delivery on their brand promises through aligned HR systems and managerial action.
Ameyaw, D. A. K., Peprah, W. K., & Anowuo, I. (2019). Human Capital Development and Organizational Performance: A Conceptual Review. International Journal of Innovative Research and Development, 8(10). https://doi.org/10.24940/ijird/2019/v8/i1/DEC18038
Bialek, T. K., & Hagen, M. S. (2022). Cohort‐based leadership development for high‐potential employees: A model for programmatic design. Human Resource Development Quarterly, 33(4), 361–382. https://doi.org/10.1002/hrdq.21459
Boehncke, G. A. (2023). The role of CSR in high Potential recruiting: literature review on the communicative expectations of high potentials. Corporate Communications: An International Journal, 28(2), 249–273. https://doi.org/10.1108/CCIJ-02-2022-0021
Boštjančič, E., & Slana, Z. (2018). The Role of Talent Management Comparing Medium-Sized and Large Companies – Major Challenges in Attracting and Retaining Talented Employees. Frontiers in Psychology, 9. https://doi.org/10.3389/fpsyg.2018.01750
Braganza, A., Chen, W., Canhoto, A., & Sap, S. (2021). Productive employment and decent work: The impact of AI adoption on psychological contracts, job engagement and employee trust. Journal of Business Research, 131, 485–494. https://doi.org/10.1016/j.jbusres.2020.08.018
Farndale, E., Agarwal, P., & Budhwar, P. (2022). Outcomes of talent identification in economically liberalized India: Does organizational justice matter? Journal of Business Research, 144, 740–750. https://doi.org/10.1016/j.jbusres.2022.02.043
Finkelstein, L. M., Costanza, D. P., & Goodwin, G. F. (2018). I-O Psychologists Can Help Make Sure Your HiPos Aren’t NoPos. Industrial and Organizational Psychology, 11(2), 257–261. https://doi.org/10.1017/iop.2018.15
Garavan, T. N., Morley, M. J., Cross, C., Carbery, R., & Darcy, C. (2021). Tensions in talent : A micro practice perspective on the implementation of high potential talent development programs in multinational corporations. Human Resource Management, 60(2), 273–293. https://doi.org/10.1002/hrm.22048
Herrera, J., & De Las Heras-Rosas, C. (2021). The Organizational Commitment in the Company and Its Relationship With the Psychological Contract. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.609211
Jooss, S., McDonnell, A., & Burbach, R. (2021). Talent designation in practice: an equation of high potential, performance and mobility. The International Journal of Human Resource Management, 32(21), 4551–4577. https://doi.org/10.1080/09585192.2019.1686651
Kehoe, R. R., Collings, D. G., & Cascio, W. F. (2023). Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice. Personnel Psychology, 76(2), 585–615. https://doi.org/10.1111/peps.12558
Kotlyar, I. (2018). Identifying high potentials early: case study. Journal of Management Development, 37(9/10), 684–696. https://doi.org/10.1108/JMD-12-2017-0404
Kwon, K., & Jang, S. (2022). There is no good war for talent: a critical review of the literature on talent management. Employee Relations: The International Journal, 44(1), 94–120. https://doi.org/10.1108/ER-08-2020-0374
Lacey, M., & Groves, K. (2021). Approaches to Developing High-Potential Talent. In The Routledge Companion to Talent Management (pp. 457–470). Routledge. https://doi.org/10.4324/9781315474687-36
Nurmala, N., & Hermina, U. N. H. (2024). Talent management: Preparing future leaders. International Journal of Business, Economics and Management, 7(3), 160–167. https://doi.org/10.21744/ijbem.v7n3.2314
Soomro, A., Ramendran, C., & Moona Haji Mohamed, R. K. (2025). The Role of Psychological Contracts in Enhancing Employee Retention Strategies. Semarak Advanced Research in Organizational Behaviour, 3(1), 1–20. https://doi.org/10.37934/sarob.3.1.120a
Tenakwah, E. S. (2024). Winning the war for talent: how strategic HR is the key to attracting and keeping top performers. Strategic HR Review, 23(5), 192–195. https://doi.org/10.1108/SHR-05-2024-0031
Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of Industry 4.0. Journal of Management Development, 38(2), 118–129. https://doi.org/10.1108/JMD-06-2018-0181
Ye, Y., Zhu, H., Xu, T., Zhuang, F., Yu, R., & Xiong, H. (2019). Identifying High Potential Talent: A Neural Network Based Dynamic Social Profiling Approach. 2019 IEEE International Conference on Data Mining (ICDM), 718–727. https://doi.org/10.1109/ICDM.2019.00082
