HR Marketing as a Strategic Tool for Harmonizing the Labor Market and Social-Labor Relations: A Conceptual Framework Integrating Employer Value Proposition, the 7P Model, and Employee-Based Brand Equity

Malika  Khaydarova

doi:10.51699/cajitmf.v7i4.1370

Authors

Malika Khaydarova Tashkent State University of Economy, Tashkent, Uzbekistan & Turan University, Karshi, Uzbekistan

DOI:

https://doi.org/10.51699/cajitmf.v7i4.1370

Keywords:

HR marketing, employer branding, Employer Value Proposition (EVP), 7P marketing mix, Employee-Based Brand Equity, internal marketing, labor market, talent management

Abstract

The intensification of competition for qualified labor, the ageing of the economically active population, the diffusion of hybrid and remote work, and the generational shift in workplace values have jointly reshaped the mechanisms through which employers attract, engage, and retain personnel. In response, HR marketing has emerged as an interdisciplinary field that transposes the conceptual apparatus of classical marketing — brand identity, value proposition, the marketing mix, and brand equity — onto the domain of human resource management. Despite growing practical interest, the theoretical literature on HR marketing remains fragmented across the adjacent streams of internal marketing, employer branding, and organizational behavior, with few attempts to integrate these streams into a single explanatory model. This article addresses that gap by proposing a conceptual framework that links employer brand identity, the Employer Value Proposition (EVP), the tactical 7P marketing-mix, and Employee-Based Brand Equity (EBBE) into a coherent causal chain. Based on a narrative synthesis of academic and applied sources on internal marketing, employer branding, and consumer-value theory, the article develops an integrated model in which brand identity determines the content of the EVP, the EVP is operationalized through seven tactical levers (product, price, place, promotion, people, process, physical evidence), and the resulting employee experience is reflected in measurable brand-equity outcomes such as engagement, commitment, and reduced turnover intention. The framework offers researchers a structured basis for empirical testing and offers practitioners a diagnostic tool for auditing the internal consistency of their HR-marketing activities. The article concludes by outlining limitations of the conceptual approach and directions for subsequent quantitative validation, including in transitional and emerging labor markets.

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