1.

INTRODUCTION
Any organisation operating in a competitive market is assessed in many areas. Not only are
the products and services offered by the company evaluated, but also, increasingly, its
image as an employer (employer brand). If the image of the company is highly rated on the
market, then it is seen as an attractive place to work and becomes the employer of choice.

The concept of employer branding was introduced in 90. of XX cent in the works of Ambler
and Barrow (1996, p. 187), who described it as the package of functional, economic, and
psychological benefits provided by employment and identified with the employing
company. Employer branding refers to at least two disciplines, such as human resources
management and marketing, which are mutually derived from their work (Wojtaszczyk,
2012, p. 47). In the fast-growing and competitive landscape of the hospitality sector in India,
the pursuit of excellence extends beyond providing exceptional guest experiences. At its
heart, the industry relies heavily on its workforce – a group of individuals responsible for
delivering the exceptional service that sets establishments apart. In this context, the
effective management of talent becomes a pivotal factor in ensuring the sector's sustained
growth and success.

This study aims to delve into the dynamic relationship between employer branding
strategies within the Indian hospitality sector and their consequential impact on talent
management practices. The hospitality sector's distinctive characteristics make it
particularly sensitive to the intricacies of employer branding.

The guest's experience is intricately linked to the attitude, demeanour, and professionalism
of the employees, creating a direct correlation between the employer's image and the
perception of its service quality. Thus, the practice of employer branding extends beyond its
traditional boundaries to encompass not only external marketing but also the internal
nurturing of a workplace culture that resonates with the aspirations of prospective and
existing employees alike. Employer branding in the hospitality sector encompasses a
multifaceted approach that encompasses aspects such as organisational culture, career
growth opportunities, work-life balance, and the overall work environment. Given the
transient nature of the industry, where employee turnover rates can be relatively high,
crafting a compelling employer brand becomes not only a means of attracting top-tier talent
but also a strategy for fostering employee loyalty and retention.

This study seeks to explore the multifaceted dimensions of employer branding strategies
within the context of the Indian hospitality sector. By examining case studies, analysing
industry trends, and gathering empirical data, the study aims to uncover the strategies
employed by leading establishments to establish a distinctive employer brand. Furthermore,
we intend to dissect the tangible impacts of these strategies on various aspects of talent
management, including recruitment, employee engagement, skill development, and overall
organisational performance. The hospitality industry's inherent diversity, ranging from
luxury hotels to budget accommodations and fine dining to quick-service restaurants,
provides a rich landscape for exploring the nuances of employer branding's effects on talent
management.

Our research endeavours to elucidate the mechanisms through which employer branding
influences talent attraction, employee motivation, and, ultimately, the sector's competitive
edge. Through a comprehensive literature review, coupled with insights drawn from
interviews with industry experts and human resource practitioners, this study seeks to
provide valuable insights for both existing hospitality businesses and those seeking to
establish a foothold in the Indian market.

According to Paul Sparrow's "Strategic Talent Management", organisations excel only when
they have an outstanding talent management system. Effective talent management systems
not only acquire and introduce highly qualified people to the organisation but also ensure
that the fit is right between employee and employer. They also monitor and manage an
individual's relationship with the organisation effectively for as long as it is in the best
interest of the organisation to have the individual as an employee.

 Selection of the Right People

 Career Self-Management and career contouring
 Work Diversification and flexibility.

Benefits of Employer Branding:

Employer branding improves the company's external and internal reputation, organisational
attractiveness and helps to retain talented employees. Other benefits of employer branding
include:

1. Lower cost per hire

2. Faster time to hire
3. Lower Employee turnover
4. Savings on salaries
5. Helps to attract qualified candidates
6. Improve company performance

2. LITERATURE REVIEW

1. According to Panelize Botha1 Mark Bussin1 Lukas de Sward in the project of employer
brand is influenced by target group needs, a differentiated Employer Value Proposition
(EVP), the people strategy, brand consistency, communication of the employer brand and
measurement of Human Resources (HR) employer branding efforts.
2. The area of talent management is a problematic concept in the context of the hospitality
industry due to its poor perceived reputation as an employer, and the sector has found it
challenging to attract motivated, trained and qualified 56 Irish Business Journal Volume
12, Number 1, 2019 employees who will deliver on its service promises (Barron, 2008,
Baum, 2008) The Influence of Employer Branding in Talent Management in the Hotel
Industry.

3. Talent management practices must be strategic in nature, offer support to the foundation
capabilities of a business and act as a supporting strategy leading to desired overall
business goals. The Influence of Employer Branding in Talent Management in the Hotel
Industry Donagh Davern Cork Institute of Technology Leo Jago University of Surrey
Margaret Deery University of Surrey.

4. Employment branding should be viewed as a long-term strategy the brand image of the
organisation promotes. Employer branding is attracting and keeping young, skilled
employees, which is essential and often challenging for today's business. A Study on
Strategy of Employer Branding and its impact on Talent management in IT industries.

3. RESEARCH GAPS:

1. Limited Focus on Local Context: Most existing research on employer branding and
talent management has a global or national focus. There is a research gap in
understanding how these concepts operate within the specific context of Chandigarh,
where economic conditions, labour markets, and cultural factors may differ.

2. Lack of Sector-Specific Studies: The existing literature often provides general insights
applicable to various industries. A research gap exists in exploring how employer
branding and talent management differ across sectors prevalent in Chandigarh, such as
IT, healthcare, education, and hospitality.

3. Limited Exploration of Innovative Practices: Emerging trends like remote work, flexible
schedules, and sustainability practices are changing the landscape of talent acquisition
and retention. Investigating how organisations in Chandigarh are adapting to these
trends within the context of employer branding is a potential research gap.

4. Need of the study:

The competencies and skills of
knowledge
Workers have become extremely
vital
Competitive advantage in the
present day
Business scenario. All the
professionally
Managed organisations make an
all-out
Attempt to acquire, retain and
develop the
Talent pool that they encompass.
Importance of
Human resources has increased
manifold,
Firstly because of their scarce
availability and
Secondly due to an increasing
demand by the
Growing number of business
units are seeking
Quality talent. In this context the
ability of an
Organisation to keep hold of its
vital and
Skilled manpower becomes
extremely critical.
HR department has to play a key
role in
The competencies and skills of
knowledge
Worker have become extremely
vital
Competitive advantage in the
present day
Business scenario. All the
professionally
Managed organisations make an
all-out
Attempt to acquire, retain and
develop the
Talent pool that they encompass.
Importance of
Human resources has increased
manifold,
Firstly because of their scarce
availability and
Secondly due to an increasing
demand by the
Growing number of business
units seeking
Quality talent. In this context the
ability of an
Organisation to keep hold of its
vital and
Skilled manpower becomes
extremely critical.
HR department has to play a key
role in
The competencies and skills of
knowledge
Worker have become extremely
vital
Competitive advantage in the
present day
Business scenario. All the
professionally
Managed organisations make an
all-out
Attempt to acquire, retain and
develop the
Talent pool that they encompass.
Importance of
Human resources has increased
manifold,
Firstly because of their scarce
availability and
Secondly due to an increasing
demand by the
Growing number of business
units seeking
Quality talent. In this context the
ability of an
Organisation to keep hold of its
vital and
Skilled manpower becomes
extremely critical.
HR department has to play a key
role in
The competencies and skills of
knowledge
Worker have become extremely
vital
Competitive advantage in the
present day
Business scenario. All the
professionally
Managed organisations make an
all-out
Attempt to acquire, retain and
develop the
Talent pool that they encompass.
Importance of
Human resources has increased
manifold,
firstly because of their scarce
availability and
secondly due to an increasing
demand by the
growing number of business
units seeking
quality talent. In this context the
ability of an
organisation to keep hold of its
vital and
skilled manpower becomes
extremely critical.
HR department has to play a key
role in
The competencies and skills of
knowledge
worker have become extremely
vital
competitive advantage in the
present day
business scenario. All the
professionally
managed organisations make an
all-out
attempt to acquire, retain and
develop the
talent pool that they encompass.
Importance of
human resources has increased
manifold,
firstly because of their scarce
availability and
secondly due to an increasing
demand by the
growing number of business
units seeking
quality talent. In this context the
ability of an
 organisation to keep hold of its
vital and
skilled manpower becomes
extremely critical.
HR department has to play a key
role in
1. Supporting Industry Growth:

As India's hospitality sector continues to expand, there is a pressing need for effective talent
management strategies.

2. Global Alignment:

The research aligns with the worldwide trend of recognising the strategic value of employer
branding in talent management.

4.Sustainable
1. Enhancing Employee Satisfaction and Well-being:
In a sector where employee satisfaction is closely tied to guest satisfaction, improved
talent management practices can lead to a better work environment, higher morale,
and, ultimately, enhanced guest experiences.

2. Conceptual Framework of Employer Branding Model:

According to Backhaus and Tikoo (2004), employer branding involves all functions of
Human Resources Management, from organisation needs to employee productivity. This
conceptual framework creates the process of both internal and external communication
of attributes to identify the organisation's needs with the aim of attracting, acquiring,
and retaining the employee.
 Image Source: Priya, G & Gopinath, Shanmuga & Raman, Dr. (2021). A Study on Strategy of Employer Branding and its impact on Talent management in IT industries A Study on
Strategy of Employer Branding and its impact on Talent management in IT industries. 20. 3441-3451. 10.17051/ilkonline.2021.05.378.

5. OBJECTIVES:
The study is undertaken with the following objectives:

1. Objective -1: To assess the ways to influence employer branding on talent

retention

a. H1: Job security has a significant impact on talent management

b. H2: Working environment has a significant impact on talent management
2. Objective -2: To suggest ways to improve employee branding in five-star hotels
3. Objective -3: To identify the attributes which make an employee satisfaction level
about the company brand
3. To review or evaluate the results and to formulate suggestions for the Chandigarh area
based on all of the findings. The competencies and skills of knowledge
Worker have become extremely vital
Competitive advantage in the present day
Business scenario. All the professionally
Managed organisations make an all-out
Attempt to acquire, retain and develop the
Talent pool that they encompass. Importance of
Human resources has increased manifold,
Firstly, because of their scarce availability and
Secondly due to an increasing demand by the
Growing number of business units seeking
Quality talent. In this context the ability of an
Organisation to keep hold of its vital and
Skilled manpower becomes extremely critical.
The HR department has to play a key role in

6. RESEARCH METHODOLOGY TOOLS AND TECHNIQUES:

Design:

Building upon previous research methodologies, I plan to conduct this study using a
quantitative analysis approach. The data will be analysed through correlation design, which
will help generate results and draw conclusions.

Data Collection:

In the initial phase, data collection will be conducted through a survey using a standardised
questionnaire. After a thorough review, the selected questionnaire will be utilised for the
study. Seven hotels in Chandigarh have been chosen for the survey.

HR officials from each hotel will be approached for participation. A minimum of five
interviews will be conducted at each hotel, and the remaining questionnaires will be
administered through mail and personal interactions. The questionnaire will comprise a mix
of close-ended and multiple-choice questions.

Data Analysis:

Following the data collection phase, the following steps involve the analysis and
interpretation of the gathered information. Quantitative data will be further presented
through various graphical charts. Utilising graphs and charts in survey analysis will enable us
to draw significant inferences and conclusions.

Descriptive statistical tools will also be employed in the analysis to assess the relationships
between variables. This comprehensive approach aims to provide a thorough understanding
of the data and facilitate meaningful insights.