Is Employer Branding HR’s responsibility?

For too long, employer brand reputation has been misunderstood. It’s been relegated to the uncanny valley of fluffy perks—a trendy office trampoline, a games room, perhaps free popcorn on a Friday. But let's be quite clear: an employer brand is not built on short gimmicks. 

This is no small matter, particularly when the average turnover for UK workers sits at a startling 34%, based on a recent CIPD study. Bonkers, isn´t it?

 

An organisation’s brand, its unique culture, is its greatest competitive advantage that could turn some heads. But the truth is that these initiatives are pointless in isolation. What, after all, is the point of team-building exercises if your people aren't paid well?

 

Copying a product is easy. Replicating a company’s culture and its unique way of managing talent? That’s jumping through hoops. This is the kind of advantage no competitor—or even AI—can truly duplicate.

 

The question: who should own this critical function? Short answer: Human Resources department. Long answer comes next. 

 

Employer branding isn’t just a marketing exercise—it’s about truth and trust. HR is the guardian of both. HR can shape a brand story that highlights what really defines the company—its strong safety culture, reputation, or focus on job security.

 

HR’s leadership in employer branding boils down to four key areas:

 

HR designs the culture that employees live every day. Through different initiatives - Diversity, Equity and Inclusion (DEI), Environmental, Social and Governance (ESG), and Corporate Social Responsibility (CSR)- HR ensures employer branding is not just aspirational—but demonstrable.

More than any other department, HR ensures that the brand reflects the real day-to-day environment: the company’s core values, its culture, and what employees genuinely experience in the office (or remotely).

 

Fair compensation, growth opportunities, and job and psychological security crop up in any employer brand strategy. HR defines these essentials and ensures they align with both market and employee expectations. HR is responsible for engineering the core "product" that marketing will eventually use to attract the right people.

 

With access to employee listening and feedback tools, employee surveys, and performance management tools, HR understands what people would need to take the leap. Yep, like OpenHR´s HR software.

 

HR also has the tools, especially candidate portals (hello OpenHR´s recruitment software), to communicate directly with candidates, give proper feedback, and share other key information - such as their current stage in the process and what to expect in the next steps.

This insight allows HR to shape a brand that resonates, retains, and attracts the right talent.

 

A key part of HR's leadership is measuring the impact of these efforts. By tracking the right data on their dashboards and People Analytics tools, HR can prove the value of employer branding. This goes beyond just monitoring employee retention and turnover rates. 

Plus, it means drilling down into specifics, such as 90-day retention or feedback from training. It also involves closely tracking employee satisfaction scores and the quality of the candidate experience. 

 

On the recruitment front, HR must monitor the efficiency of the process, such as the time-to-fill a vacant position, alongside the effectiveness of their outreach, measured by careers portal traffic, application rates, and the level of engagement and traffic on job postings. 

 

HR works hand in hand with managers, setting clear expectations and aligning leadership with your mission. This connection ensures consistency—from recruitment to day-to-day employee experience.

 

Remember: HR should lead employer branding because they live at the intersection of people, culture, and purpose. HR doesn’t just promote the brand—they build it.

 

While in very large organisations, dedicated roles may exist, the leadership must come from HR. This is because a brand must be built from the inside out.

 

A simple way to frame this idea: HR defines the 'what'; Marketing delivers the 'how'.

HR is responsible for the 'what'—the substance. They are the architects of the employee experience. Marketing, meanwhile, brings the 'how'—they possess the expertise to craft and communicate that message consistently to all stakeholders.

 

Marketing understands how to deliver a message, but it is HR that must first create the brand and the values. This is why ownership must sit under the HR umbrella.

 

HR vs Marketing bickering doesn´t paint both departments in the best light. The internal experience is the seed from which the external brand grows. When an organisation champions transparent leadership, consistent communication, and proper employee recognition, it reinforces a culture that drives genuine engagement and satisfaction.

 

When employees feel truly connected to your company’s purpose and values, the real benefits are profound: they stay longer, are more productive, and perform at a higher level (driving better results for the company). Only then do they become passionate, authentic advocates for your brand. 

 

Word-of-mouth is a powerful, credible tool that helps you attract other top talent far more effectively than any glossy recruitment advert. So, time to forget disjointed processes and proper silos. 

 

Leading these initiatives allows HR professionals to develop a new set of strategic skills, build influential networks, and become true leaders within the business. Let´s be honest, being an HR influencer iis a strategic skill that is, quite frankly, deeply undervalued today.