Innovation Management in Defensive Organizations

Innovation Management in Defensive Organizations

Employee Branding in the Public Sector: A Future-Oriented Three-Layer Model

Document Type : Original Article

Authors
Eram Bagherian 1
Karamollah Daneshfard 2
Reza Najaf Beigi 2
1 PhD Student, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran
2 Professor, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran
10.22034/qjimdo.2026.563387.1777
Abstract
Background & Purpose: Rapid technological developments, changing nature of jobs, and increasing expectations of citizens have forced public sector organizations to seriously consider the issue of human resource branding. Government organizations are faced with special requirements such as transparency, public trust, administrative ethics, and service orientation, which require a different model. On the other hand, the emergence of new skills and capabilities required by future jobs has doubled the need to design a framework. Accordingly, the purpose of this study is to present a three-layer futuristic model for human resource branding in the public sector.
Methodology: This study was conducted with an applied and inductive approach, and in order to extract the dimensions of the three-layer model of human resource branding in government organizations, a qualitative field method was used. Research data were collected through semi-structured interviews with experts in the field of human resource management and futures studies in the public sector. Participants were selected using criterion-based purposive sampling, and the interview process continued until theoretical saturation of 15 people was achieved. The resulting data were analyzed using thematic analysis based on the Atride-Stirling theme network framework to extract basic, organizing, and overarching themes, and ultimately explain the three-layer structure of the model.
Findings: The three-layer model included employee identity, future job capabilities, and organizational requirements. The first layer, HR brand identity, included five overarching themes of professional identity, social identity, digital identity, personal values, and expected image of brand employees, which, with 15 organizing themes, helps explain the dimensions of brand employee identity. The second layer, future job capabilities, included six overarching themes of digital skills, cognitive skills, human skills, green skills, global skills, and technological and data-driven competencies, which, with 18 organizing themes, identifies the skills and competencies required by employees to face future job changes. The third layer, specific requirements for government organizations, included five overarching themes of transparency, administrative ethics, service-orientedness, public trust, and future job security and flexibility, which, with 15 organizing themes, provides a framework for employee performance requirements in the public sector.
Conclusion: HR branding in government organizations goes beyond the individual identity of employees and requires alignment of professional and value identity, future-oriented skills and compliance with good governance requirements. Implementing this model can help attract, retain and develop employees with the capabilities required for future jobs and strengthen the organization’s brand.
Keywords
Human Resources Brand
Three-Layer Model
Public Sector
Futuristic.

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