本研究旨在探究企業雇主品牌的價值與發展趨勢，以及其如何協助企業建立招募策略優勢。在當前競爭激烈的人才市場中，研究主要聚焦於台灣企業雇主品牌策略的現況、挑戰及發展趨勢，並探討其對企業人才吸引與留任的影響。本研究採用質性研究方法，對六位來自不同行業和規模企業的人力資源專業人士、高層管理者和外部專家進行深度訪談。
研究發現，台灣企業對雇主品牌的認知已從單純的招聘工具提升為戰略性資產。強大的雇主品牌不僅能提升企業吸引力，還能增加履歷投遞量，吸引價值觀相符的人才。然而，雇主品牌建構過程中，企業面臨資源限制、品牌統一性和效果評估等挑戰。
此外，社群媒體行銷和數位化招募已成為主要的人才招募方式，也改變了雇主品牌的傳播方式和內容呈現。研究發現，新世代求職者更重視工作生活平衡、企業文化認同和職業發展機會等因素。企業需要適應這些新需求，調整其雇主品牌策略，以建立人才招募優勢。
基於研究結果，本文提出實務建議，包括將雇主品牌納入整體戰略、加速數位化轉型、注重真實性，以及制定個性化策略。對於後續研究，建議結合量化方法進行更廣泛的資料蒐集與分析，擴大訪談範圍以增加對青年世代的了解，並對企業雇主品牌策略進行長期追蹤研究。

This study aims to explore the value and development trends of corporate employer branding and how it helps companies establish a strategic advantage in recruitment. In the highly competitive talent market, the research focuses on the current state, challenges, and development trends of employer branding strategies among Taiwanese enterprises, as well as their impact on talent attraction and retention. A qualitative research method was employed, involving in-depth interviews with six human resource professionals, senior managers, and external experts from companies of various industries and sizes.

The study found that Taiwanese enterprises' perception of employer branding has evolved from a mere recruitment tool to a strategic asset. A strong employer brand not only enhances corporate attractiveness but also increases the volume of job applications, attracting talent that aligns with the company’s values. However, the process of building an employer brand faces challenges such as resource limitations, brand consistency, and effectiveness evaluation.

Additionally, social media marketing and digital recruitment have become primary methods for talent acquisition, altering the communication and content presentation of employer brands. The study reveals that the new generation of job seekers places greater emphasis on work-life balance, cultural fit, and career development opportunities. Companies need to adapt to these new demands and adjust their employer branding strategies to establish a competitive advantage in talent recruitment.

Based on the findings, practical recommendations are provided, including integrating employer branding into overall corporate strategy, accelerating digital transformation, emphasizing authenticity, and developing personalized strategies. For future research, it is recommended to combine quantitative methods for broader data collection and analysis, expand the interview scope to increase understanding of the younger generation, and conduct long-term studies on corporate employer branding strategies.

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