Approaches to Developing Creative HR Campaigns to Attract and Retain Talent
DOI:
https://doi.org/10.47941/ijhss.3502Keywords:
Creative HR campaigns, Employer branding (EVP), Internal communication in international teams, Change management.Abstract
Purpose: To provide a practical, concept-driven plan for designing HR creative campaigns that attract, engage, and retain talent in multinational organizations by translating dispersed evidence into a cohesive, usable framework (without conducting primary research).
Methodology: A structured narrative synthesis of fifteen peer-reviewed empirical studies (secondary analysis only; no new data collected), integrating findings across employer/EVP branding, internal communication in international teams, management-led initiatives, and institution-oriented activities (e.g., university partnerships, events, CSR, charity) to derive actionable design principles and an implementation-and-measurement blueprint.
Findings: The synthesis consolidates campaign design into an action framework that combines (1) segmented value proposition design, (2) authentic employee storytelling, (3) localized two-way communication, and (4) behavior-shaping mechanisms embedded within HR processes. The article specifies implementable artifacts (a short campaign script, an internal cascade grid, and a change-path map) and a measurement system spanning attraction, engagement, and retention, emphasizing cultural adaptation and ethical safeguards. Illustrative pathways show how campus collaboration and CSR activation can be linked with digital and event-based tactics, while leadership messaging and managerial activations sustain internal adoption.
Unique Contribution Of Theory, Practice, and Policy: The article bridges theory-to-execution by converting scattered empirical results into a coherent “playbook” for multinational HR campaign design, aligning external employer-brand signals with internal procedures. In practice, it offers operational guidance for global rollout and rapid learning through a KPI set focused on attraction, engagement, and retention. For policy and governance, it foregrounds ethical assurance and culturally adaptive implementation as core requirements and recommends future empirical validation of framework effects on quality of hire, time-to-productivity, and 12-month retention across regions.
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