Employer Branding in Fintech Startups: A Mixed-Method Study on Talent Attraction, Customer Perception, and Investor Interest

Vollständiger Abstract

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Employer branding has emerged as a strategic tool for climate-focused FinTech startups, influencing organizational attractiveness, stakeholder perceptions, and sustainability orientation. This study employed a mixed-method research design to investigate the impact of employer branding on talent attraction, customer perception, investor confidence, and climate finance orientation. Quantitative data were collected through structured surveys from employees, prospective recruits, customers, and investors, while qualitative insights were obtained from semi-structured interviews with founders, HR managers, and sustainability leads. Descriptive, correlation, and regression analyses were conducted to examine relationships among variables, and thematic analysis was employed for qualitative data. The results revealed that employer branding significantly influenced talent attraction, demonstrating the strongest effect on internal stakeholders. It also positively affected customer perceptions and investor confidence, indicating its role as a reputational and credibility signal. Qualitative findings highlighted that purpose-driven, sustainability-focused employer branding aligned organizational culture with employee values, strengthened stakeholder trust, and reinforced climate finance orientation. Integration of quantitative and qualitative results suggested that employer branding functioned as a multidimensional strategic asset, extending beyond recruitment to support broader organizational legitimacy and sustainability objectives. The study provides practical insights for FinTech startups seeking to leverage employer branding as a tool for human capital optimization, stakeholder engagement, and climate-aligned strategic growth. Future research is recommended to explore longitudinal effects, cross-cultural variations, and digital employer branding strategies. References Aggerholm, H. K., Andersen, S. E., & Thomsen, C. 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