The aim of this paper is to present a systematic literature revision (SLR) that shows the relationship between the concept of employer branding (EB) and talent management (TM). Based on the EB model proposed by Backhaus and Tikoo in 2004, and the macro-contingent model for talent management introduced in 2019 by King and Vaiman, we intend both to analyse the theory correlating the EB concept and TM, and to identify TM dimensions that are reflected on the EB concept. A systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics. Findings show that scientific literature on the subject grew considerably in the last four years, reflecting the rising concern over the creation of an employer brand at the organisational level. EB explores talent attraction and retention particularly, though, unexpectedly, is also becoming a concept explored by nations to attract a qualified workforce. Analysing selected articles, we may conclude that EB is clearly considered as a tool within the largest process of talent management.

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.

Onboarding handbooks constitute a very important and powerful tool in the socialization and integration processes of recruits implemented by Human Resources. As companies compete to thrive in global markets, the attraction and retention of employees have been given much attention in recent years. One of the strategies developed by companies to achieve this goal are the so-called Onboarding Handbooks given to newcomers, serving as a means of facilitating workers’ integration into the everyday processes of the company. As a consolidated research area, many HR studies have been developed around these subjects, as these manuals have been proven to be important tools in the socialization process of the former candidate, now entering the organisational culture of a given enterprise. A literature review was developed according to the main variables of the study of Organisational Socialization processes, strategies, and methods, with special emphasis on the onboarding book. To find out if these manuals correspond to the relevant literature of HR, eight of the onboarding handbooks from several public and private organizations have been analysed following the proposed structure of onboarding handbooks presented in the literature review. In addition, purposeful sampling was followed and content analysis on the handbooks was developed. The paper’s contributions are twofold: (a) the authors suggest a complete and up-to-date structure for the contents of onboarding books to be applied by HR managers and (b) compare its structure to several manuals of different enterprises from various sectors of the Portuguese economy. Findings show that the onboarding book remains an important tool and facilitator of organisational integration. Although, the onboarding processes are changing, and even the format of the onboarding books can become different (digital or not), their contents are essential for the socialization of newcomers and a means to organisational culture dissemination as well as containing functional contents such as internal norms and regulations.