Purpose: The concept of employer branding has drawn the attention of both academicians and practitioners over a decade. However, inaction, the objective of the employer brand managers were hardly tapped. Therefore, this paper aims to explore the views of HR manager on employer branding activities and its implementation. Design/methodology/approach: This study is a case research of three multinational companies in India. A semi-structured interview method has been adopted to collect the data and a content analysis technique was used for analyzing the data into identified themes. Findings: The HR managers of the studied company were discussed with multiple activities related to employer branding practice and implementation in their workplace. The key observations and discussions from the interviews were themed after the analysis as meaningfulness and visibility, employer brand awareness and differentiator and human resource development (HRD) parameters. Research limitations/implications: The combined effect of branding theories and HRD practices will establish the most attractive and successful employer brand building process in place. Involving the potential and existing employees in the psychological contract formation; consistency among the internal and external communication systems; and top management approach with the brand highlighted the need for research and theory development in employment branding. Practical implications: Communication breakdown, strategic mismatch, long-term disconnects and sustained success are the strategic concerns that every company who believe in the idea of employer branding may face and need to well-handled. Originality/value: The study concluded with the belief of the human resources managers from all the three organizations as stated -- adopting a community based strategic approach to the organization's brand and clear about what the employer brand stand across the employment lifecycle drives businesses into success.