ABSTRACT
In this chapter our main aim is to shed further light on our earlier attempts to combine ideas from HRM, marketing, organisational behaviour and communications to show how employer branding might work in theory and practice in multinational enterprises (MNEs). In so doing, we hope to bridge a research-practice gap in this field. First, we have amended and developed our previous context, content and process framework of employer branding (Martin, 2009a) by linking it to signalling theory and incorporating new ideas on employee engagement (Balain and Sparrow, 2009). Second, we illustrate different features of our revised framework drawing on a case study of employer branding in a global construction materials company. The case shows how one firm is developing a sophisticated approach to employer branding and talent management. It also highlights key tensions in this on-going process, especially in resolving the dual logics of global integration and local responsiveness faced by most MNEs (Rosenzweig, 2006).
