Sustainability and Diversity Labels in Job Ads and Their Effect on Employer Brands Denise F. Kleiss and Martin K. J.Waiguny 1 Introduction Nowadays talent management and competition are considered a global pheno- menon. Competition does not only happen at a local level, but has moved internationally and people are willing to change jobs and locations more often (Macey and Schneider 2008). Employment markets are characterized by high competition, and obtaining suitable human resources in a competitive market becomes more difficult. A survey by Manpower (2015) including 750 employers in 42 countries indicated that 38% struggle to fill positions, 45% face a shortage of candidates and these percentages continue to increase in recent years (Manpower 2015). Human Resource Managers and executives who want their company to be regarded as having one of the most attractive workplaces can play a key role in ensuring that what a company is showing publicly outside aligns with how their employees are treated inside (Strandberg 2009; Wilden et al. 2010). In order to win this war for talents, business have to focus on marketing themselves rather than just their products or services (Ritz and Sinelli 2018). In response companies are trying to adopt ways to attract suitable candidates in order to fill key positions. The challenge for HR is to make employer branding so attractive that it withstands the value-fit of the attracted generation (Salmen 2012). D. F. Kleiss (B ) · M. K. J. Waiguny IMC University of Applied Sciences Krems, Krems, Austria E-Mail: denise.kleiss@fh-krems.ac.at M. K. J. Waiguny E-Mail: martin.waiguny@fh-krems.ac.at © The Author(s), under exclusive license to Springer Fachmedien Wiesbaden GmbH, part of Springer Nature 2021 M. Waiguny and S. Rosengren (eds.), Advances in Advertising Research (Vol. XI), European Advertising Academy, https://doi.org/10.1007/978-3-658-32201-4_18 255