327 Organizacija, V olume 58 Issue 4, November 2025 Research Papers 1 Received: 21st July 2025; Accepted: 2nd September 2025 Perceptions of Employer Attractiveness across Employee Cohorts in Slovakia Lukáš SMEREK 1 , Cecília OLEXOVÁ 2 , Lívia KNECHTOVÁ 3 1 Matej Bel University in Banská Bystrica, Faculty of Economics, Banská Bystrica, Slovak Republic, lukas.smerek@umb.sk 2 Bratislava University of Economics and Business, Faculty of Business Economics with seat in Košice, Košice, Slovak Republic, cecilia.olexova@euba.sk 3 Ernst and Young in Bratislava, Slovak Republic, lknechtova@gmail.com Background/Purpose: This paper investigates employer attractiveness from the perspective of different employee cohorts in Slovakia. The study aims to identify which employer attributes are perceived as most important and to investigate how these perceptions vary across different generational and educational segments. The research ad- dresses current labour market challenges, including shortages of both highly and moderately skilled labour, further exacerbated by demographic ageing. Methods: A quantitative research design was applied, using a questionnaire survey with a final sample of 481 respondents. A two-step cluster analysis using SPSS software was employed to group respondents with similar preferences. Results: The results reveal that younger cohorts prioritise opportunities for development and reputation, while older generations emphasise salary and job security. Differences in perception were also observed across education levels. The findings highlight the need for a segmented approach in employer branding strategies, tailored to demo - graphic and regional labour market specifics. Conclusions: The study contributes to the literature by contextualising employer branding within the Slovak labour market and providing practical insights for organisations seeking to attract and retain diverse talent. These findings are relevant for both academics and HR practitioners aiming to develop more effective employer value propositions. Keywords: Employer attractiveness, Employer branding, Attributes, Clusters, Intergeneration differences DOI: 10.2478/orga-2025-0020 1 Introduction Employer branding is a growing trend in the field of human resource management (hereinafter referred to as HRM), particularly in response to the shortage of qualified labour across many countries, including Slovakia. It rep- resents a strategic mismatch between employer expecta- tions and labour market realities, driven by demographic, economic and technological shifts. Among these, the rise of AI-driven automation has contributed to the decline of middle-skilled positions, further intensifying competition for qualified talent and reinforcing the need for targeted employer branding strategies. In Slovakia, employers face difficulties in hiring both highly qualified technical staff and lower-skilled workers in the manufacturing sector. The healthcare is also affected, with a notable shortage of medical staff. The creation of new jobs with new require- ments for employees, high demands on people’s skills or retirements can be considered the main reasons. Problems can escalate in connection with population ageing, espe- 328 Organizacija, V olume 58 Issue 4, November 2025 Research Papers cially the gradual ageing of strong population cohorts born between 1970 and 1989 and their subsequent retirement, which reduces the number of working-age population. Ac- cording to the National Active Ageing Programme report for 2021-2030 (Slovak Republic 2021), the burden of the working-age population (aged 20-64) by the senior (aged 65 and over) will pick up from the current approximately 25 people to 36 in 2030 and 63-67 per 100 people at work- ing age in 2060. In terms of the ageing and labour cost index, Slovakia will rank among the EU countries with the highest percentage of seniors and the highest burden on the working-age population. The forecasts are consistent across OECD countries. Slovakia is among the fastest-age- ing OECD countries, and it is expected that the ratio of the population in post-reproductive age to the working-age population will increase from 24% to 54% between 2020 and 2050 (Dujava & Pécsyová, 2020). These labour mar- ket and demographic challenges create an increasing need for companies to differentiate themselves as attractive em- ployers and develop targeted employer branding strategies. Therefore, the primary goal of companies is to attract high-quality job applicants and retain their current employ- ees. Several studies have addressed the topic of employer branding, including publications that attempt to cover the concept comprehensively due to its inherently multidis- ciplinary nature. However, the approach of employers operating in Slovakia is not sufficiently discussed in the literature. Partial problems of employer branding were mentioned by Fratričová & Kirchmayer (2017). More sci- entists have addressed this topic only marginally within re- lated fields (Hitka et al., 2019; Kucharčíková et al., 2019; Vetráková et al., 2020; Hitka et al., 2021). However, the growing interest and importance of employer branding can be seen, thanks to the mapping of this area by HR agen- cies (Deloitte, 2023; Universum, 2023). Universum (2023) states that most companies – the world’s most attractive employers (78%) consider employer branding a top priori- ty. There is also increasing interest from companies and or- ganisations in participating in the survey for The Most At- tractive Employer of The Year, which has been announced in Slovakia for more than ten years and is gaining prestige year by year. The results of the survey are based not only on the decision of the general public, but also on the opin- ions of employees, and gradually, employers from various sectors are being added (Profesia, 2023). While existing literature confirms the relevance of employer branding as a strategic HR tool, there is still limited understanding of how its specific attributes are perceived across different demographic and cultural settings. The preferences of dif- ferent groups of potential job seekers are a specific area of interest due to the meeting of different generations in the labour market. Does it make sense for employers to target their activities at different generations of employees, and also depending on the level of education achieved? In this context, environmental awareness and green skills, such as sustainability thinking or resource efficiency, are emerg- ing as increasingly relevant values, especially for younger generations seeking purpose-driven work. These expecta- tions may shape the way employer branding is perceived and communicated. Ultimately, the literature lacks consensus regarding the specific audience for employer branding (Theurer et al., 2018), particularly in terms of differences between demo- graphic groups (Sarabdeen et al., 2023). The generational perspective has become increasingly important in the con- text of workforce diversification; yet, few studies system- atically explore how various age cohorts in post-transition economies, such as Slovakia, perceive employer branding. Therefore, this paper aims to identify the key attrib- utes of building an employer brand that are important for employees of different generations in Slovakia to perceive as attractive, thereby contributing to theoretical knowl- edge that takes into account the local context and offers practical conclusions applicable to companies operating in Slovakia. The paper adopts a context-specific approach to em- ployer branding, examining how national labour market conditions and demographic structures shape perceptions of employer attractiveness. This perspective aims to com- plement international literature and provide theory-driven insights into generational employer preferences. To achieve the goal, the paper is structured as follows: firstly, a review of the literature on employer branding, including intergenerational differences, is presented. Sub- sequently, the aim, methodology and sample are defined. In the following sections, the significant results of the re- search are presented. In the discussion, the focus is put on the essential elements of the employer brand in terms of generational differences and differences resulting from the level of education. In conclusion, the implications of our results, as well as further research directions and limita- tions, are discussed. 2 Literature review 2.1 Building the Employer Brand An employer brand exists in every organisation, whether consciously managed or not. Without active shap- ing, prospective and current employees will form their own opinions (Daley, 2022). A strong employer brand engages current employees and attracts new candidates, making the employer a preferred choice (Rampl, 2014), serving as a long-term competitive advantage. The concept is increasingly tied to employee engagement and organisa- tional embeddedness, where employer branding reinforces perceived organisational support and employee identifica- tion (Allen & Shanock, 2013). This brand perception is linked to customer views, with stronger business brands 329 Organizacija, V olume 58 Issue 4, November 2025 Research Papers attracting higher-quality talent. Companies with better rep- utations tend to have more satisfied employees, and a pos- itive applicant experience also boosts retention. Retaining valuable employees is crucial for sustaining a competitive advantage (Gelencsér et al., 2023). Employer attractiveness, crucial for recruiting and re- taining professionals, has received substantial scholarly at- tention (Berthon et al., 2005; Pingle & Sodhi, 2011). While attractiveness defines key elements, employer branding focuses on the communication that enhances this appeal. This distinction is grounded in signalling theory, which explains how employers’ signals (such as branding) influ- ence perceptions under conditions of imperfect informa- tion (Backhaus & Tikoo, 2004). Recent studies have also linked employer branding to psychological contract theory and social exchange theory, highlighting how trust and per- ceived fairness mediate employer-employee relationships (Allen & Shanock, 2013; Kucherov & Zayvalova, 2012). Even consumer-targeted communication impacts employ- ees (Batt et al., 2021). Therefore, the employer branding process should be systematic (Stacho et al., 2022). Employer branding borrows from product branding by using storytelling and emotion-based messaging to differentiate the company in the labour market (Rampl, 2014). The employer does not make a specific job offer, but instead builds continuous visibility and relevance. Un- like transactional staffing, employer branding represents a long-term strategy to position the company as an employer of choice (Reis & Braga, 2016). This facilitates talent ac- quisition and enhances internal engagement. Employer branding also supports retaining employees by promoting internal values and consistency between promises and experience (Vetráková et al., 2020). This re- quires alignment of internal and external communication. The process of generating value for employees begins with expressing this value, continues with its measurement, and is then transformed into financial and non-financial indi- cators. It concludes by determining the activities that gen- erate this value (Kucharčíková et al., 2019). From the per- spective of psychological contract theory, this alignment is critical, as discrepancies between communicated promises and the actual work environment can erode trust and re- tention. In this regard, recent findings emphasise that not only psychological but also physical aspects of the work- place matter. Yasin et al. (2025) demonstrate that a green work environment, fostered through green human resource management practices, strengthens employer branding. They demonstrate that employees perceive sustainable and safe physical conditions as part of fulfilling the implicit contract with their employer. A company is considered at- tractive when potential employees proactively pursue job opportunities with it (Reis & Braga, 2016). Company cul- ture is a key medium through which employer branding becomes credible. It is characterised by fairness, hones- ty, respect, and employee trust in the employer’s actions. Consistency in upholding company values is also crucial (Fonseca, 2022). These soft factors are increasingly im- portant in knowledge-intensive industries, where cultural fit and employer ethics significantly influence employee decisions (Allen & Shanock, 2013). Brand building involves identifying what makes an employer unique and defining its core values. The “em- ployee value proposition (EVP)” represents the value of- fered to employees, which Minchington (2006) described as a “set of associations and offerings provided by an or- ganisation in return for the skills, capabilities and experi- ence an employee brings to the organisation.” Several approaches to measuring employer branding are presented in the literature; however, no consensus has been established (Sarabdeen et al., 2023). Some scholars have proposed multidimensional models, such as Srivasta- va, Bhatnagar, and Arora (2017), who validated an 11-item second-order construct comprising “reputation, perceived culture, and HR systems and processes”. Berthon et al. (2005) measured employer attractiveness using five prima- ry values, i.e., attractiveness attributes, a similar approach followed by Lassleben and Hofmann (2023), who added work-life balance. These differing frameworks reflect the complexity of employer branding as a multidimensional phenomenon, requiring a contextual and flexible approach. Robust constructs and a comprehensive measurement model for employer branding were published by Sarab- deen et al. (2023). Ambler and Barrow (1996) originally defined employ- er branding as the package of functional, economic and psychological benefits provided by employment. They emphasised its dual relevance for both attracting new tal- ent and retaining existing employees. They conceptualised employer branding as the application of marketing princi- ples to HRM, highlighting that consistent communication of these benefits is key to aligning employer identity and reputation. EVP is increasingly seen as the strategic core of em- ployer branding and requires adaptation to demographic and cultural expectations. According to Ambler and Bar- row (1996), EVP functions as a psychological contract that aligns the mutual expectations of the employer and employee. EVP includes elements such as compensation, trust, work-life balance, and growth opportunities. Ac- cording to economic migration theories summarised by Přívara et al. (2023), labour mobility is influenced not only by wage differentials but also by labour market segmenta- tion and perceived opportunity structures. These theoret- ical frameworks support the notion that younger genera- tions and educated talent are more sensitive to perceived employer value propositions. Employer values can be determined through employee surveys, public opinion, internal analysis, or benchmark- ing against competitors. Ranking like Slovakia’s Best Employer (organised by Profesia) also supports brand vis- 330 Organizacija, V olume 58 Issue 4, November 2025 Research Papers ibility by validating employer image through comparative evaluation criteria (management’s approach, employer branding strategies, communication, performance man- agement, employee development, benefits, and corporate social responsibility). 2.2 Attributes of employer attractiveness in terms of intergenerational differences A LinkedIn survey of 18,000 employees from 26 coun- tries, published in the 2014 Talent Trends study, revealed that more than half of job seekers (56%) consider a com- pany’s reputation as a great place to work to be a decisive factor in choosing a job. Other influencing factors includ- ed the reputation for quality products/services (20%), the reputation of the people employed in the company (17%), and the company’s prestige (7%). These findings under- score the importance of clearly articulating organisation- al values, workplace culture, and expectations in external employer branding strategies. This highlights the strategic role of employer branding in shaping external perceptions. Reis and Braga (2016) noted that different generations have distinct preferences, mirroring findings from mo- tivation research, which suggest that motivation factors vary significantly with age (e.g., Hitka et al., 2021). Con- sequently, developing an employer brand that resonates across generational cohorts presents a growing challenge. This challenge is particularly acute in Slovakia, where employers often lack experience in strategic brand com- munication and segmentation, especially when targeting different generations. Contemporary workplaces com- monly comprise three generational groups: Generation X (born 1961 –1981), Generation Y (born 1982 –2000), and Generation Z (born 2000 –2012). This generational framework draws on Strauss and Howe’s (1991) theory, which suggests shared historical and social experiences shape each cohort. Generation X is typically characterised by confidence and independence, stronger loyalty to ca- reer progression than to employers, and a preference for skill development and work-life balance over hierarchical status. They value opportunities for professional growth paired with competitive compensation, especially in envi- ronments that foster diversity and creativity. Generation Y tend to prioritise personal fulfilment, novelty and continual stimulation through change and challenges. They value flexibility, quality of life, recog- nition, and continuous feedback, as well as collaborative workplace relationships (Cavazotte et al., 2012). They are also more likely to share experiences and engage in leisure pursuits (Wiścicka & Misiak-Kwit, 2017). Although they may place less emphasis on work itself, they prioritise an attractive compensation package, personal growth, and a positive work environment. Millennials are particularly interested in rapid career advancement and technological innovation, shaped by their formative years during the in- ternet boom (Twenge, 2010). Generation Z, also known as Gen Z, is the successor cohort to millennials. In contrast, older cohorts may ex- perience greater barriers to digital interaction. Seberini et al. (2022) note that older adults are particularly at risk of internet-related social exclusion, since they tend to use the Internet less than younger adults. They are considered the first true digital natives, having grown up with wide- spread use of technology. The COVID-19 pandemic ac- celerated the digital transformation across all age groups, including those previously less engaged with digital tools. The COVID-19 pandemic helped public administration to reduce the digital divide and increase digital citizenship without citizens even realising it (Tokovska et al., 2023). They bring advanced digital skills to the workplace, using them extensively for collaboration. However, their career outlook tends to be more cautious, shaped by exposure to recent global economic recessions. Aligning with their in- dependence, entrepreneurial motivation, and outcome ori- entation, they place high value on workplace autonomy, including non-traditional employment arrangements such as teleworking (Weidmer, 2015; Lanier, 2017; Dwivendula et al., 2019). A LinkedIn global trends survey (2020) found cross-generational agreement on top work values (listed as a percentage of people who listed selected factors as the most important when deciding on a new job): adequate compensation and benefits, work-life balance, and a posi- tive work culture, possibly also an inspirational colleague and culture. Purpose-driven work was most valued by Boomers (32%) and least by Gen Z (18%). On the con- trary, 36% of Generation Z considered education highly important compared to only 20% of Generation X. Current research is increasingly targeting the prefer- ences of Generation Z as they transition into employment. Ružić and Benazić (2023), studying Generation Z in Cro- atia, identified six key attributes based on Berthon et al.’s (2005) methodology: “organisation’s market orientation, acceptance and good relationships with colleagues, infor- mal workplace characteristics, potential for gaining expe- rience and career advancement, salary and material bene- fits, and a sense of belonging to the organisation.” Their findings also stressed the impact of economic volatility and labour shortage on shaping these generational prefer- ences. Vieira et al. (2024), based on a literature review, identified key attributes for a Generation Z workplace as social responsibility, salary, and the company’s reputa- tion. Ružić and Benazić (2023) noted that cultural context and specific conditions may explain deviations from the original framework proposed by Berthon et al. (2005). Kapuściński et al. (2023) examined Generation Z in the hospitality sector. They recommended tailored employer strategies, including empowering employees through ad- 331 Organizacija, V olume 58 Issue 4, November 2025 Research Papers ditional responsibilities, supporting development via men- torship programs, and recognising achievements by shar- ing success stories on social media. However, empirical evidence from Central and Eastern Europe remains scarce, and insights on how employers adapt their branding and EVP strategies to accommodate generational diversity are largely missing. Our research addresses this gap by ex- amining how different generational cohorts in Slovakia perceive employer attractiveness and how these insights can inform employer branding strategies. Specifically, we argue that employer branding must be tailored to inter- generational preferences through differentiated Employee Value Propositions (EVPs), communication channels, and management approaches. For example, digital fluency and autonomy may be central to Gen Z messaging. At the same time, opportunities for personal development and work- life balance are more relevant to Gen Y . These findings provide actionable guidance for HR professionals in de- signing more effective recruitment and retention strategies that align with the needs of this generation. 3 Objective, Materials and Methods of Research While the most common selection criteria for employ- ees include technical ability and experience (Poór et al., 2017), age and level of education of candidates are also among the five main factors affecting the selection of em- ployees in Slovak companies (Smerek & Kováčiková, 2019). Therefore, this paper aims to identify the charac- teristics of an attractive employer and the differences in perception of their importance among various categories of respondents in Slovakia, specifically among different generations of respondents and among respondents with varying levels of education. Research questions were formulated as follows: RQ1: What are the most commonly perceived attrib- utes of an attractive employer? RQ2: Does the perception of attributes of an attractive employer depend on age and education? Data collection was conducted through a questionnaire survey from October 2024 to February 2025. An electronic questionnaire was created on the Google Docs platform. Respondents were approached either personally or by email (400 people) and through social networks, specif- ically Facebook and LinkedIn (reaching 2,128 people). This approach represents a form of convenience sampling, which was chosen due to its flexibility and ease of access to a large number of respondents. The sample consists of 481 respondents completing the entire questionnaire. The response rate of the questionnaire was 19.03%. The rep- resentativeness of the sample was verified using the Chi- square test of goodness of fit, based on two sorting attrib- utes: gender and age. Because recruitment relied in part on Facebook and LinkedIn, our sample may reflect platform- and topic-spe- cific self-selection. Recent experiments have shown that subtle changes in the design of social media ads (e.g., explicit cues or themes) can influence who clicks and responds, which in turn can impact composition and es- timates (Neundorf & Öztürk, 2025). Studies of surveys conducted via Facebook further suggest that the topic and presentation can subtly alter responses, although not always consistently (Donzowa et al., 2025). Furthermore, platform dynamics (e.g., LinkedIn profile verification practices and age bias) may underrepresent older or less digitally active workers (Schellaert et al., 2024). We mini- mised this risk through multi-channel outreach and subse- quent age and education representativeness checks; how- ever, generalising results beyond active social media users requires caution. Table 1: Representativeness of the sample in terms of age a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is 121.1. Source: Own processing, 2025 Age Observed N % Expected N Expected % Residual < 25 160 33.26 151.5 31.50 8.5 25 – 40 134 27.86 121.1 25.18 12.9 40 – 64 187 38.88 208.4 43.32 -21.4 Total 481 100.0 481 100.0 Null Hypothesis Chi-Square df Asymp. Sig Decision The categories of age occur with the specified probabilities 4.037 a 2 0.133 Retain the null hypothesis 332 Organizacija, V olume 58 Issue 4, November 2025 Research Papers Table 2: Representativeness of the sample in terms of the level of education achieved a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is 76.5. Source: Own processing, 2025 Education Observed N % Expected N Expected % Residual Primary 78 16.22 76.5 15.90 1.5 Secondary 219 45.53 234.7 48.79 -15.7 Higher 184 38.25 169.8 35.30 14.2 Total 481 100.0 481 100.00 Null Hypothesis Chi-Square df Asymp. Sig Decision The categories of gender occur with the specified probabilities 2.257 a 2 0.324 Retain the null hypothesis For the identification of the basic set, we utilised data from the Statistical Office of the Slovak Republic, spe- cifically the STATdat database, as of 31 December 2023. The age groups in the mentioned database are shifted by approximately two years compared to the theoretical defi- nition of Generations X, Y and Z. However, the definition of generations is given as indicative in all sources. For sta- tistical testing, an exactly defined age in the database of the statistical office was used. For the purposes of evaluating the results, respondents aged 40 – 64 years were consid- ered Generation X, respondents aged 25 – 40 years Gen- eration Y and respondents aged up to 25 years Generation Z. Although generational theory (Strauss & Howe, 1991) defines cohorts by shared cultural experiences, the present study operationalises them through age categories due to data availability, following an approximate alignment with theoretical generation boundaries. For assessing the rep- resentativeness of the sample based on educational attain- ment, the active population aged 15 and above was consid- ered. The testing was conducted at a significance level of α = 0.05, with the results presented in Tables 1 and 2. In our survey, we were inspired by the individual val- ues and attributes that contribute to employer attractive- ness. Respondents were also allowed to add attributes to better identify the specifics of the Slovak labour market. The questionnaire items were derived from established studies (Berthon et al., 2005; Sarabdeen et al., 2023). Un- like most existing studies that focus on global patterns or single generational cohorts, this paper contributes to the literature by comparing generational and educational dif- ferences in the Slovak context. In addition to providing identification data, respond- ents were asked to identify which attributes of an attractive employer they considered relevant and preferred. To com- pare differences in the identification of these attributes, the McNemar test was applied. This test is appropriate for comparing two binary variables, assuming the null hy- pothesis that the distribution across categories is equal. To assess differences in the perceived importance of employ- er attributes, the Wilcoxon Signed Ranks Test was used, which is suitable for ordinal variables. The null hypothesis assumes that the median difference in the paired data is zero. The testing of the significance of differences between individual groups of respondents at the level α = 0.05 was carried out. Finally, to identify groups of respondents with similar preferences, a two-step cluster analysis was con- ducted using SPSS software. Although findings are statis- tically significant at α = 0.05, their practical relevance is discussed with caution, particularly in the context of de- signing HR strategies tailored to generational needs. 4 Results In evaluating the perception of attractive employer attributes, respondents had the opportunity to select any number of attributes from the list or add their own. They were then to express their importance on a scale from 1 (low importance) to 5 (high importance). If a respondent did not mention a particular attribute in the response, it was assigned an importance of 0 (no importance). Sub- sequently, the order of the ten most frequently appearing attributes of an attractive employer, according to the per- centage of respondents who noticed them (Table 3), was compiled. For each attribute, its average importance was determined (Table 4). By applying McNemar’s test, groups with statistically significant differences between them in the identification of attractive employer attributes were created. Further- more, using the Wilcoxon Signed Ranks Test, groups of attributes were created and statistically significant differ - ences in the perception of their importance were identified. 333 Organizacija, V olume 58 Issue 4, November 2025 Research Papers Table 3: Difference in identification of attractive employer attributes Source: Own processing, 2025 Table 4: The difference in perception of the importance of attractive employer attributes Source: Own processing, 2025 Figure 1: Cluster Model Summary Source: Own processing, 2025 334 Organizacija, V olume 58 Issue 4, November 2025 Research Papers To identify specific patterns of perception of an at- tractive employer’s attributes that are valid for individual groups of potential employees, a two-step cluster analysis was employed. The attributes mentioned by at least 50% of respondents were considered to create clusters. Therefore, the first 7 of the 10 most frequently perceived attributes – customer satisfaction with the company’s product/ser- vice, career and personal growth, salary, overall company reputation, benefits offered, job security offered, and good company communication were used. Generally, salary is among the most significant factors in determining an em- ployer’s attractiveness. For example, Saini et al. (2015) stated that, although multiple factors are important for job seekers, salary still has the greatest impact on their work decisions. Surprisingly, fewer respondents mentioned work-life balance, as it is often in the centre of attention in society; however, this was also found by Sarabdeen et al. (2023) and Saini et al. (2015). The age of the respondents and their education were investigated as the essential vari- ables. These can be relevant for companies when searching for new employees and can impact the candidate’s suitabil- ity for performing specific work activities, or can positive- ly influence the work team structure. Figure 1 shows the appropriateness of the chosen methodology. Considering the data used, the quality of the identified clusters is not the best, but it is satisfactory for us to draw relevant conclusions and recommendations. When comparing respondents’ answers, 8 relevant clusters were created (Table 5–7). Tables 5–7 provide a de- tailed overview of these clusters, demonstrating how age and education interact to shape preferences for employer attributes. Their analysis enables us to identify distinct pat- terns for Generations Z, Y , and X, providing the basis for the subsequent graphical model (Figure 2). Table 5 breaks down Generation Z respondents by ed- ucation level. The results show that growth and reputation were particularly important to respondents with a college degree. At the same time, those with only primary or sec- ondary education placed a greater emphasis on compensa- tion and benefits. These results highlight that even among the youngest cohorts, education level has a strong influ- ence on perceptions of employer attractiveness. Table 6 presents the clusters for Generation Y . Re- spondents in this age group showed a balanced perception of various employer attributes. While compensation and job security remained important, respondents with high- er education placed greater emphasis on product/service quality and professional development. This suggests that Generation Y tends to evaluate employer attractiveness more differentially than Generation Z. Table 7 summarises the clusters for Generation X. Within this age group, compensation and product/service quality are consistently prioritised across all education levels. Compared to younger generations, Generation X respondents value stability and tangible outcomes from their work experiences. These perceptions explain why compensation and job security are the top priorities in their employer brand preferences. It means that within the group of respondents under 25 (Generation Z) and over 40 (Generation X), differences in the perception of the importance of an attractive em- ployer’s attributes by respondents in terms of education can be observed. In the case of the 25- to 40-year-old age group (Generation Y), respondents with primary education exhibited some of the characteristics of respondents with higher or lower levels of education. This is also a limita- tion of our research. Overall, however, conclusions can be drawn in response to RQ2. In HR processes, such as job analysis and subsequent recruiting, it is quite common for human resource man- Table 5: Clusters of age under 25 Source: Own processing, 2025 Cluster Primary Z Secondary Z Higher Z Size 5.2% (25) 14.3% (69) 13.7% (66) Education 100% 100% 100% Age 100% 100% 100% Mean St. dev Med Mean St. dev Med Mean St. dev Med Salary 2.00 2.33 0 2.75 2.22 4 2.68 2.22 4 Product/Service 3.20 1.73 4 2.65 1.98 4 2.52 1.97 3 Job security 2.04 2.37 0 2.19 2.26 0 2.21 2.33 0 Benefits 1.76 2.07 0 2.54 2.14 3 3.20 1.95 4 Reputation 2.04 2.09 3 2.81 2.01 4 3.15 1.97 4 Communication 1.76 2.11 0 2.01 2.18 0 2.32 2.28 3 Development 3.32 2.17 4 2.83 2.11 4 3.32 2.20 5 335 Organizacija, V olume 58 Issue 4, November 2025 Research Papers Table 6: Clusters of age between 25 and 40 Cluster Secondary Y Higher Y Size 13.1% (63) 11.0% (53) Education 100% 98.1% Age 100% 100% Mean St. dev Med Mean St. dev Med Salary 2.52 2.26 4 3.00 2.31 4 Product/Service 2.46 2.18 3 3.26 2.15 4 Job security 2.83 2.30 4 3.32 2.24 5 Benefits 2.46 2.04 4 2.60 1.93 3 Reputation 2.44 2.15 3 2.26 2.31 2 Communication 1.76 2.18 0 2.17 2.29 2 Development 2.95 2.05 4 2.70 2.28 4 Source: Own processing, 2025 Table 7: Clusters of age between 40 and 64 Cluster Primary X Secondary X Higher X Size 10.8% (52) 18.1% (87) 13.7% (66) Education 100% 100% 100% Age 65.4% 100% 100% Mean St. dev Med Mean St. dev Med Mean St. dev Med Salary 3.60 1.97 5 3.78 1.90 5 3.70 2.07 5 Product/Service 3.42 1.66 4 3.59 1.59 4 3.44 1.76 4 Job security 3.12 2.18 4 2.92 2.29 4 2.71 2.38 4 Benefits 2.52 2.18 3 2.25 2.21 3 2.55 2.21 3 Reputation 2.81 2.07 4 2.79 2.01 4 3.05 1.90 4 Communication 2.38 2.32 3 2.79 2.08 3 2.17 2.10 3 Development 2.92 2.13 4 3.10 2.04 4 3.00 2.13 4 Source: Own processing, 2025 agers and other HR specialists to create preferred groups of employees suitable for a specific job position. Depend- ing on the nature of the activities performed and the job requirements, the most common determinant is the level of education completed. To maintain a desirable corporate culture, the continuity of the workforce structure and suc- cession planning are crucial. The age of recruited employ- ees is a frequent determinant in this regard. For the practi- cal application of our findings, a graphic model (Figure 2) was created. The attributes of an attractive employer with an average importance higher than 3 were considered. In Figure 2, the colours distinguish the education- al groups of respondents to provide better clarity of the model. Green indicates respondents with a university ed- ucation, blue indicates respondents with a secondary edu- cation, and red indicates respondents with a primary edu- cation. This visual coding allows for easier comparison of how different levels of education within each generation perceive the importance of employer attributes. This model can serve as an aid to company manage- ment in setting the employer’s branding strategy regarding the mentioned determinants. The features not connected to the respondents’ categories in the model showed an av- erage importance of less than 3, indicating that their in- fluence on the perception of the attractiveness of the em- ployer’s brand has minimal added value for the company. Interestingly, respondents with higher education showed greater consistency, which enabled us to identify more significantly essential factors. Generation Y members with primary and secondary education could not agree on a sin- gle significant factor. For this generation, it is therefore necessary to strike a balance between following all the signs of an attractive employer. 336 Organizacija, V olume 58 Issue 4, November 2025 Research Papers Figure 2: Influence of the characteristics of an attractive employer on different groups of respondents Source: Own processing, 2025 5 Discussion The most significant attributes of an employer attrac- tiveness are logical. Regardless of education, development is the most important feature for the age category under 25, i.e., young people are aware of the importance of edu- cation for further practice. Similar to our study, Grigore et al. (2023) also examined how age and education influence the perception of employer attractiveness in the context of Eastern Europe, specifically Romania. Their findings underscore the importance of demographic segmentation in designing employer branding strategies for post-tran- sition economies. Sarabdeen et al. (2023) likewise argue that junior employees, or those at the beginning of their careers, are interested in training and perceive develop- ment opportunities as “a value-added attribute”. Similar conclusions were also reported in the research conducted by Kapuściński et al. (2023) among Generation Z in the UK hospitality industry. Based on this, they emphasised the need to offer people the possibility of career develop- ment by providing training or work opportunities in oth- er locations, respectively, in other countries. Dwivedula and Singh (2020) also state that growth opportunities are among the essential factors for Generation Z. According to a Deloitte survey (2023) of Generation Z and Millennials, these groups of people would like employers to offer better career opportunities for part-time employees in this regard. Stiglbauer et al. (2022) dealt with intergenerational differ- ences in a sample of the German online population. How- ever, they concluded their findings by saying that there are no considerable differences in the fundamental character- istics of attractiveness between Generations. Nevertheless, they only pointed to some, e.g., that Generation Z, compared to Generation X, places greater emphasis on development (like our case) but also on relat- ing (in the sense of placing great emphasis on good social relationships). Compared to other age groups, salary did not appear among the most significant attributes of attrac- tiveness – here we can see a similarity with the results of a survey of motivation factors (Hitka et al., 2019), which presents statistically significant differences between age and salary when younger age groups are aware of their limits in skills and experience and the need to acquire rel- evant experience for their career development. Similarly, Gallo et al. (2023) state that this is also the case in the example of Generation X social workers. Financial remu- 337 Organizacija, V olume 58 Issue 4, November 2025 Research Papers neration and upskilling are significant motivators for them. At the same time, career growth is more important for Generation Y , along with interesting work, a friendly work environment, feedback, and a good work-life balance. The findings must be interpreted within the context of the Slo- vak labour market, characterised by ongoing demographic ageing, emigration of young, skilled labour, and regional disparities. These factors may shape how generations per- ceive employer attractiveness and how employers respond through tailored branding strategies. This aligns with em- pirical findings by Přívara et al. (2023), who demonstrated that immigration in V4 countries has a significant and neg- ative effect on unemployment, particularly in the short run, which supports the potential of targeted labour mobility as a solution for less developed regions such as Prešov and Košice. In addition, our results empirically support the du- al-process model of EB proposed by Backhaus and Tikoo (2004). In addition to the dual-process perspective, two complementary models help explain why cohorts in our data weigh employer attributes differently. First, signalling theory (Thang & Trang, 2024) posits that under conditions of information asymmetry, job seekers rely on observable signals to infer implicit employment terms. Gen Z, who are more digitally embedded, is particularly vulnerable to employer signals disseminated through social media; thus, they appear to respond more strongly to online sig- nals about advancement and reputation. Second, psycho- logical contract research suggests that cohorts entering the labour market have different sets of expectations regarding reciprocity. Data from recent cohort-moderated models show that younger workers exhibit lower psychological contract fulfilment compared to older cohorts (Ellethiey et al., 2024), which may increase their sensitivity to tangible advancement opportunities and transparent communica- tion. Together, these mechanisms fit our pattern – Gen Z emphasises growth/reputation, Gen Y emphasises job se- curity, and Gen X emphasises reward – and suggest that tailoring EVP signals to cohort-specific expectations can increase employer attractiveness. Respondents aged 25–40 with secondary education mentioned development as the most important feature. For university-educated people of Generation Y , other at- tributes of employer attractiveness are more important, as they want to apply their education and experience. It is completely different for the group of people aged 40 to 64. They showed the salary as the most important factor, which is not surprising. There can be several explanations. Firstly, the fact that employees at this age already want to materialise the results of their work experience, and at the same time, it is pragmatism because the salary will later affect their retirement income. In addition, the salary in Slovakia is relatively low, including differences in terms of the highest level of education completed, and the salary mainly serves to cover basic needs, which may be another explanation for the emphasis on salary compared to the results of Stiglbauer et al. (2022), where all generations placed less emphasis on money. When examining the other features of employer attrac- tiveness, diversity is evident in the differences between age and educational levels. In general, regardless of ed- ucation, a company’s reputation is important to Genera- tion Z. We can rely on the findings of Wilden et al. (2010), which indicate that the credibility of information also contributes to employer attractiveness. The importance of reputation, especially for inexperienced respondents, which in our case means Generation Z, is explained by Wilden et al. (2010). The main reason is that these people want an employer with a strong brand name on their CVs. Generation Y , currently at a productive age, also considers job security and salary. Generation X agrees, regardless of the level of education, that customer satisfaction with the company products and services is also an important attribute for this generation, which can be explained by the fact that for this generation it is essential to experience the meaningfulness of work and the awareness of the close connection between customers’ satisfaction and the suc- cess of the company, reflected in the amount of pay. They also attach relatively high importance to education, which is currently a prerequisite for maintaining work skills due to the constantly increasing demands on employees. Deloitte survey results (2023) also found that 49% of Generation Z and 62% of Millennials say work is cen- tral to their identity. However, they place great emphasis on work-life balance – a distinctive trait they admire in their peers and the main criterion when choosing an em- ployer. Similarly, work-life balance is also evident in the results reported by Ada et al. (2023) and Rozsa and Ma- chová (2020). However, it was not confirmed by our data. A general explanation could be that nowadays, especially in the post-pandemic period, it is taken for granted, not something that makes the employer unique and different from others (see Universum, 2023), or this may also be a matter of different culture (Baum & Kabst, 2013; Bábik- ová & Bucek, 2019). We believe, following the situation in Slovakia, that it may be a locally specific issue, with low salaries and less attractive job opportunities in individu- al regions of Slovakia. This is also stated by Habánik et al. (2019), who note that Slovak employers tend to focus more on low-wage employees due to Slovakia’s emphasis on industry. For these reasons, the salary and other values mentioned are on the first rungs of the decisive attributes. Based on the findings, employer branding strategies should highlight professional development opportunities and reputation for Gen Z, job security and career progres- sion for Gen Y , and fair compensation and meaningful work for Gen X. Tailoring communication on platforms relevant to each group (e.g. social media for Gen Z, Linke- dIn and internal communication for Gen Y/X) can further enhance employer appeal. In this respect, Ghorbanzadeh et al. (2025) provide empirical support by showing that 338 Organizacija, V olume 58 Issue 4, November 2025 Research Papers social media characteristics, particularly social presence and informativeness, significantly shape employer brand attractiveness and person–organisation fit. From a signal- ling theory perspective, these online cues serve as impor- tant signals of organisational values, reinforcing the im- portance of carefully crafted digital content (Suprawan et al., 2025) as a key driver of recruitment outcomes. In line with global sustainability agendas and shifting generational values, recent research confirms that all gen- erational cohorts are increasingly responsive to employers’ environmental and societal commitments. Generation X shows the most favourable attitude toward sustainability, followed by Generation Z, which highlights the need for organisations to communicate their sustainability efforts effectively to attract these groups (Verčič & Verčič, 2025). Green employer labels in recruitment ads enhance person– organisation fit and employer attractiveness, especially among environmentally oriented applicants (Pfiffelmann et al., 2025). Although not directly captured in our survey items, attributes related to sustainability and environmen- tal responsibility may be indirectly reflected in preferenc- es for development, innovation, and employer reputation. Future employer branding strategies may need to explic- itly articulate their commitments in this area to maintain competitiveness among emerging generations of talent. This supports the theoretical proposition that employer brand associations (e.g. development, reputation, security) influence the employer brand image, which in turn affects employer attractiveness (Backhaus & Tikoo, 2004). Our findings support the view that such brand associations con- tribute to better person–organisation value matching, espe- cially when tailored to generational expectations. 6 Conclusions The topic of building an employer’s brand is not new in Slovakia, but it gained practical importance only in con- nection with the labour market’s shortage of employees. Even though the rate of registered unemployment in Slo- vakia is not enormously high (3.81% in December 2024), employers face growing challenges in attracting and re- taining qualified human resources, especially in less devel- oped regions (such as Prešov and Košice). The paper con- tributes to its results by identifying attributes of employer attractiveness, which can help employers in Slovakia retain talent and attract new ones. Creating an employer brand must be systematic and responsive to generational differ- ences in employee values. The results show that while core values are shared, their relative importance differs by age and education. Employers should segment EVP communi- cation to match generational expectations and consistently deliver on these promises. Practically, this implies foster- ing intergenerational inclusivity, strengthening a culture of feedback, and investing in the growth of younger cohorts to enhance engagement and loyalty. Satisfied and engaged employees can thus become powerful brand ambassadors, shaping external perceptions through authentic advocacy. The conducted research also has its limitations. This study is limited by potential self-selection bias due to conveni- ence sampling and the inability to isolate employer brand- ing effects from broader organisational variables. Specifically, social-media recruitment can introduce coverage and algorithmic delivery effects, as well as co- hort-specific non-response (e.g., lower propensity among older workers) (Schellaert et al., 2024). Future work should pre-register ad variants, log recruitment creatives, and, where feasible, triangulate samples from offline frames or probability-based panels to improve external va- lidity (Neundorf & Öztürk, 2025; Donzowa et al., 2025). Subsequent studies might incorporate longitudinal or ex- perimental designs to assess causality. Upcoming research agendas should also address the role of the sectoral differences, company size, and regional labour market disparities in shaping employer brand pref- erences. In addition, future research should explicitly include elements of corporate social responsibility (CSR) and sus- tainability commitments, given the growing body of evi- dence that younger generations – particularly Generation Z – value employers’ commitment to environmental and social issues (Sengupta et al., 2024; Gintale et al., 2024; Mas-Manchón et al., 2024). Recommended elements in- clude externally verified ESG reports and emissions tar- gets, investment in green skills training, ethical supply chain policies, community engagement and volunteering opportunities, and transparent sustainability communica- tions. Incorporating these elements would enable testing whether Generation Z clusters demonstrate a stronger response to CSR-related signals than older generations and whether CSR enhances value alignment between in- dividuals and organisations beyond basic attributes, such as development and compensation. CSR can, within the framework of signalling theory, act as a strong signal of an organisation’s authenticity and value orientation. Empir- ical findings by Vázquez-Rodríguez et al. (2025) further show that companies with a stronger CSR orientation not only develop soft skills more intensively but also engage their managers more actively in community activities, thereby signaling to applicants that CSR is an integral part of the organisational culture rather than merely a symbolic tool with comparative studies across countries or indus- tries helping to establish broader generalisability. Overall, this paper contributes to the theoretical under- standing of intergenerational employer brand perception and delivers practical implications for strategic HRM and EVP design. It also highlights avenues for future research in a rapidly evolving labour market. 339 Organizacija, V olume 58 Issue 4, November 2025 Research Papers Acknowledgements This work was supported by the Ministry of Education, Research, Development and Youth of the Slovak Republic under project KEGA 020EU-4/2025 The Development of a Model for an Innovative Didactic Concept to Enhance Green Skills of Students at Economics-focused Universi- ties with an Emphasis on Ecosystem Sustainability. This work was supported by the Scientific Grant Agen- cy of the Ministry of Education, Research, Development and Youth of the Slovak Republic under project VEGA 1/0029/25 Specifics of human resource management in Slovak companies related to Industry 4.0. References Ada, N., Korolchuk, M., & Yunyk, I. (2023). 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Building relations between a company and consumers through cocrea- 342 Organizacija, V olume 58 Issue 4, November 2025 Research Papers tion: Polish and Chinese context. Kelaniya Journal of Management, 6(1), 32-46. https://doi.org/10.4038/ kjm.v6i1.7525 Yasin, R., Bataineh, M. S., Atif, M., & Hossain, M. T. B. (2025). Green HRM and employer branding: corporate environmental sustainability and organisational safety climate mediating role and moderating role of job experience. Benchmarking: An International Journal. https://doi.org/10.1108/BIJ-01-2022-0052 Lukáš Smerek, Associate Professor. In his research activity, he has previously devoted himself to the diagnosis of Organisational Culture. Currently, he focuses mainly on Human Resource Management in companies of the V4 countries, comparing HR processes across companies, HRD, and increasing the competitiveness of companies through the application of modern HR and Green HRM. He is an active member of several associations, such as the European Marketing and Management Association (EUMASS), the Slovak Academic Association for People Management (SAAPM), and the Association of Lecturers and Career Counsellors (ALKP). ORCID: 0000-0003-0008-282X. Cecília Olexová, Associate Professor, deals with the issue of human resource management in relation to the efficiency of organisations, both in teaching and research. She prefers a multidisciplinary approach to management, considering legal and tax aspects. She is significantly involved in developing views on the financial aspects of HRM, as well as on green HRM. She is a member of the Slovak Academic Association for People Management (SAAPM) and an ambassador for diversity and inclusion. ORCID: 0000-0003-2154- 9564. Lívia Knechtová is a graduate with a Bachelor’s degree in Business Economics and Management and a Master’s degree in Economics and Management of Small and Medium Enterprises from the Faculty of Economics at Matej Bel University in Banská Bystrica. During her studies, she primarily focused on identifying supporters of crowdfunding campaigns and, later on, the determinants of attractive employers in Slovakia. She currently works at Ernst & Young in Bratislava as a junior specialist in the financial department.