The Globalization and Linearization has increased job market competition and it is intensifying the war for talent haunting. For the continued growth of the organization hiring and retaining potential employees for the organization is become important. Development of a better understanding of the expectations of young graduates and the organizational characteristics that influence them during their job searches is important for organizations (Montgomery and Ramus, 2011). For this purpose some organization has already introduced the concept of employer branding which include the benefit of the employee and employer and their promotion inside and outside the firm (Ambler and Barrow, 1996). The concept of employer branding is the well accepted that desirability of a firm depends on the potential applicant’s perception of the attributes combined with it. Branham (2001) suggests that considering employer branding as a source of ensuring access to potential employees. An employer brand is the collection of psychological, economic and functional benefits given to the employees by their employer (Thorne, 2004). The employee-based brand equity is increased and recognized by financial markets and human capital consist of a part of the market-value of an organization (Cairncross, 2000). In this context of employees, brand equity can be explained as the effect of brand knowledge on potential and existing employees of the firm (Backhaus and Tikoo, 2004). The extent to which a brand contributes in attracting and retaining employees consist of the equity attached with the employer brand. This suggests a good attempt to develop an employer brand by the organizations which are aimed at the employee market.