Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

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Tourism is currently one of the main sectors of profit for the worldwide economy. This study aims to explore ethics and sustainability in employer branding applied in the hotel industry, which is intended to correlate these very current and little-explored themes. This study aims to explore the investigation of these concepts that have grown, especially in the area of tourism and hospitality, as a way to better understand how the hotel sector can improve and develop strategic tools to achieve organisational success and capture the best talent. Methodologically, a Delphi method (three rounds) was performed through 26 participants recognised as experts of three major associations within the hotel industry in Portugal. As the main outcome, this research validated the Ethics and Sustainability in Hospitality Employer Branding Model, comprising three dimensions (HRM and EB Practices; Factors of business ethics and environmental sustainability; and Advantages of UH in implementing the EB strategy and RS communication) and underlying categories. Findings and practical implications to management are presented.

This study examines key competencies in tourism, highlighting the balanced value of technical (hard) and interpersonal (soft) skills. In tourism, where customer interaction and cultural sensitivity are paramount, a multidimensional skill set enhances employability and organizational competitiveness. Findings show that technical skills, such as operational and financial expertise, are essential for efficiency yet insufficient alone to meet complex industry needs. Soft skills—communication, adaptability, teamwork, and problem-solving—are critical for customer satisfaction and positive client experiences. Moreover, competencies like emotional intelligence and leadership are vital in multicultural settings. The study suggests educational programs should integrate both skill types to better align with industry demands. This competency-based approach benefits not only tourism but also broader workforce development, promoting sustainable growth through adaptable, well-rounded professionals.