Show Me the ROI: Only 18% of Companies Communicate Impact of Employer Branding

Despite a softening labor market, attracting top-tier talent remains essential for businesses to maintain a competitive edge.

A new report from The Conference Board reveals that 78% of surveyed organizations invest in employer branding—a process for businesses to define, leverage, and communicate why they are a desirable place to work so that they can attract, engage, and retain top talent.

But there’s a catch: Most organizations struggle to measure and demonstrate the ROI of these efforts. Only 18% were able to clearly communicate the ROI to their organizations.

“Employer branding is crucial for organizations that are focused on growth. But even more important is the ability to demonstrate a clear return on branding investments. Leaders who can do that can justify and secure continued or increased funding,” said Diana Scott, US Human Capital Center Leader at The Conference Board.

The analysis consists of two reports: one on the complex challenges of measuring employer branding, and the other on practical approaches for demonstrating its impact.

Key findings include:

Organizations recognize the value of employer branding.

• 78% of respondents say their organizations invest in employer branding.
• Half (49%) of firms that invest in employer branding plan to invest the same amount in 2025.
• 23% plan to invest more and 15% plan to invest less.

Attracting top talent is overwhelmingly the top reason to invest in employer branding.

• 87% invest in employer branding to attract top talent.
• 39% aim to enhance the company reputation—the second most frequent reason given.
• Just 6% want to reduce the cost of hiring.

How much are organizations investing?

• In general, small organizations (fewer than 25,000 employees) spend less than $500,000 annually on employer branding.
• Large organizations (more than 100,000 employees) spend more than $1 million.

While many businesses try to measure outcomes, most struggle to clearly demonstrate the financial benefits.

• Over two-thirds (68%) of organizations that invested in employer branding measured any outcomes.
• 41% measured the ROI of employer branding.
• Only 18% were able to share the value of this ROI within their organization.
• Just 3% of organizations that measured any outcome of employer branding reported measuring revenue per employee.

Most leaders believe employer branding positively impacted public perceptions of their organizations.

• For 56% of surveyed leaders, employer branding investment enhanced their organization’s image, leading to increased awareness and positive perceptions in the job market.
• 19% say it amplified existing positive perceptions.

The most common employer branding outcomes measured were related to brand engagement.

• Social media engagement and impressions: 49%
• Career site visits: 45%
• Application rates: 41%

The main employer branding challenges include measurement difficulties, alignment issues, complexity, attribution and causation challenges, and technology barriers.

• The most frequently cited challenge relates to the inherent difficulties in quantifying and measuring employer branding outcomes, such as complex, inconsistent, or unavailable data.
• Respondents cited a lack of consensus when defining what constitutes employer branding activities and how these align with overall corporate goals, as a challenge.
• The broad scope of employer branding complicates efforts to isolate specific outcomes attributable to branding efforts, making it difficult to assess the true ROI.
• A lack of clarity around causation complicates ROI calculations.
• The measurement of ROI requires access to, and manipulation of, data that is housed in different technology platforms that are owned and managed by different business units.

“You can’t do it all when measuring the return on investment of your employer branding. Businesses need to look at their specific talent strategies and business goals when choosing the metrics to track. Doing so will ensure efforts directly contribute to the organization’s overarching mission and objectives,” said Erka Amursi, Principal Researcher, Human Capital, The Conference Board.

Thoughtful metrics can reduce the complexity of measuring ROI.

• Focus on specific KPI-related ROI when comprehensive measurement isn’t feasible.
• Establish clear standard metrics to track (e.g., revenue per employee, open chair cost, cost per hire).
• Implement baseline metrics, conduct periodic evaluations, and consider external factors.
• Incorporate innovative metrics and continuously optimize content and delivery.
• Invest in technology to integrate relevant employer branding data.

Stakeholder management can help amplify employer branding efforts.

• Map out the roles and responsibilities of employer branding stakeholders.
• Ensure stakeholders align on the KPIs being measured.
• Break silos by fostering collaboration across departments, ensuring consistent data and unified efforts.
• Leverage workforce analytics to implement robust tracking systems that provide data for testing employer branding campaign effectiveness.
• Partner with finance teams to quantify and communicate employer branding’s value using metrics that align with broader organizational priorities.

About The Conference Board

The Conference Board is the member-driven think tank that delivers Trusted Insights for What's Ahead^®. Founded in 1916, we are a non-partisan, not-for-profit entity holding 501 (c) (3) tax-exempt status in the United States. www.ConferenceBoard.org