Human Resource Marketing as a Driver of Talent Competitiveness

Abstract

In an era characterised by acute talent shortages, heightened employee mobility, and intensifying global competition, organisations are increasingly compelled to reframe how they attract, engage, and retain human capital. This study positions Human Resource Marketing (HRMkt) as a strategic driver of talent competitiveness, arguing that the principles traditionally associated with external marketing are now indispensable within the human resource function. Drawing on contemporary talent management and employer branding literature, the paper conceptualises Human Resource Marketing as an integrated approach encompassing employer branding, value proposition communication, internal engagement, and candidate experience management.

The study develops a structured analytical framework to examine how HR marketing practices influence organisational attractiveness, perceived employer value, and sustained talent advantage. By synthesising recent empirical insights and strategic perspectives, the paper highlights how digitally enabled HR marketing initiatives—such as social media employer branding, data-driven recruitment communication, and personalised employee engagement—enhance talent acquisition efficiency and retention outcomes. The findings underscore that organisations leveraging Human Resource Marketing not merely as a recruitment tool, but as a long-term strategic capability, are better positioned to secure, motivate, and retain high-quality talent in volatile labour markets. The paper contributes to the growing discourse on strategic human resource management by demonstrating that talent competitiveness is no longer driven solely by compensation or job security, but by the organisation’s ability to market itself authentically and consistently as an employer of choice.