Unlocking U.S. Talent: How Employer Branding Can Power Companies’ Growth

Just a decade ago, stating that your profession was “Prompt Engineer” would have sounded like science fiction—a blend of programmer and futuristic poet. No one asked for it because it simply didn’t exist. And yet, today it is one of the most celebrated professions in the new digital world: a hybrid role between strategist, language designer, and translator between humans and artificial intelligence. This evolution reminds us that the future of work has always included the invention of new professions. A large portion of the most in-demand jobs by 2030 do not yet have a name or a formal university degree.

Approximately 92 million jobs—representing around 8% of global employment—will be completely obsolete by 2030, according to projections from the World Economic Forum in its Future of Jobs Report 2025. This report highlights the accelerating pace of automation and the need for continuous reskilling and upskilling across all industries.

Attracting qualified talent has become a major challenge for the sustainable growth and innovation of companies, which compete for a limited number of professionals with advanced technical skills, strategic thinking, and adaptability, in a context where the speed of technological change exceeds the labor market’s ability to adapt. Data from LinkedIn’s 2024 “Future of Talent” report further emphasizes the widening skills gap, with 70% of companies reporting difficulties in finding candidates with the right blend of technical and soft skills.

A paradigm shift has occurred. Today, employees behave like consumers: they research, compare, read reviews, and evaluate culture, purpose, and benefits before accepting a job offer. In this new scenario, companies across all sectors no longer choose talent; talent chooses them. Therefore, developing a solid employer branding strategy is no longer optional, but essential for attracting and retaining key profiles for business growth.

A common challenge amplified for Chinese companies

This need multiplies exponentially for Chinese companies in the U.S. The country’s policies, restrictions on technology transfer, and adverse regulatory movements, such as intensified controls on foreign investment and industrial espionage, risk a chilling effect for professionals. Employees of Chinese companies may feel insecure about both their job future and their status in a climate of growing bilateral hostility.

Talented candidates, especially those with in-demand skills, have many options in the U.S. market. Opting for a Chinese company may be perceived as an unnecessary additional professional risk, particularly given the increased scrutiny from U.S. government agencies, like the Committee on Foreign Investment in the United States (CFIUS).

For years, China was predominantly seen as the world’s manufacturing floor, a producer of goods. However, as it began to assertively compete with the U.S. in critical sectors, underpinned by ambitious industrial policies like “Made in China 2025,” the perception within the United States underwent a profound transformation. China is no longer just a manufacturing partner; it has unmistakably become a strategic economic and technological competitor.

Chinese companies in the United States plan to expand business operations despite geopolitical and profitability challenges, according to a survey released by the China General Chamber of Commerce. As of July 2024, CGCC’s Chinese member companies have invested at least $140 billion, employed more than 230,000 people, and indirectly supported over a million jobs in the US, the CGCC reported. This expansion underscores the long-term commitment of Chinese enterprises to the U.S. market, despite a challenging operational environment.

In highly competitive labor environments such as the U.S., where the war for talent is real and international mobility is key, Chinese companies face a double challenge: competing for scarce skills while dealing with institutional distrust. While all companies need to build a strong employer brand to attract and retain talent, Chinese firms face additional challenges related to cultural, linguistic, and perception barriers. They often encounter bias or a lack of familiarity with their corporate culture, which can lead to distrust or limited interest from local candidates. This cultural and operational disconnect—combined with increased regulatory scrutiny of Chinese companies in the U.S.—can create a perception of instability or risk. As a result, they have a heightened need for a robust employer branding strategy that not only localizes the Employee Value Proposition (EVP), but also functions as a reputational risk mitigator for both internal and external stakeholders.

The following recommendations are especially timely and critical for Chinese companies to align with local talent expectations but also offer universal relevance, providing strategic value for any organization competing in today’s increasingly complex global talent landscape:

1. Shift from a communication model that talks about the company to one that speaks to the needs and interests of talent.
2. Apply new technologies to talent management: Use AI or Big Data tools to better understand talent’s motivations and concerns and connect them with business objectives. For example, AI-powered platforms can analyze employee feedback to identify retention risks or suggest personalized learning paths.
3. Differentiate with a unique EVP and narrative: connect who you are and what makes you different as a company, with the needs, interests, and concerns of today’s talent to create a compelling narrative that attracts our ideal candidate while reflecting our personality and culture. This narrative should clearly articulate the company’s purpose and values beyond financial metrics.
4. Put leaders at the forefront: To connect with your collaborators and attract external talent, allow leaders to open the dialogue. A leader converses, is approachable, and embodies the corporate culture. A leader sets an example. Visible and authentic leadership communication can significantly boost employee morale and external perception.
5. From captive audience to idea generators: Co-creation of programs with employees or potential talent. Involving employees in decision-making processes, from benefits packages to new product development, fosters a sense of ownership and innovation.
6. Apply Marketing techniques to talent management: Incorporate marketing and creativity techniques to better connect with audiences and define a new relationship experience with them. This includes leveraging social media, targeted campaigns, and engaging content to showcase company culture and career opportunities.
7. Your best influencers are in house: An employee connected with the company’s culture is the best and most credible amplifier. People already talk about their work on social media, sharing their achievements, experiences, or highlighting the actions carried out in their company. Why not capitalize on these conversations and turn our employees into promoters of positive conversation? Employee advocacy programs can be highly effective in building trust and attracting talent.

Losing or failing to find suitable talent implies high direct and indirect costs, including ungenerated revenue, overworked employees, project interruptions, and deterioration of internal culture. A 2023 report by the Society for Human Resource Management (SHRM) estimated the cost of replacing an employee to be, on average, six to nine months of that employee’s salary. In the long term, these impacts translate into less innovation, erosion of the employer brand, and loss of competitiveness.

Companies that invest in employer branding can increase their key talent retention rate by up to 50%, according to a 2023 study by LinkedIn Talent Solutions. By embracing these strategies, companies in the U.S. can transform challenges into opportunities, building strong employer brands that attract and retain the best talent, ultimately fostering sustainable growth and success in a dynamic global landscape.