Employer Branding and Worker Discontent -The Sri Lanka export industry experience of industrial relations.
Introduction
The export manufacturing industry of Sri Lanka, especially the apparel sector is the largest foreign exchange earner in the country. But a recent labour unrest at the Sumithra Hasalaka garment factory in 2024 has shown an absence of alignment between brand image and employee experience. The employees protested poor wages and battery of union employees, a fact that negatively affected the reputation of the company and disrupted the global supply chains (Clean Clothes Campaign, 2024). This accident underscores the excruciating crossroad between employer branding, worker relations and HRM approach in the competitive export environment in Sri Lanka.
Discussion
Employer branding tends to be linked with external marketing having the ability to attract talent and customers by imaging building. However, the real brand power starts within, the perception of the employees of equality, respect, and access (Armstrong and Taylor, 2023). The lack of internal trust in a Sumithra Hasalaka case was undermined by inconsistent communication, poor management of grievances, and absence of dialogue with the union. This reflects similar results of the International Labour Organization (ILO, 2023), which points out that the workers of the apparel sector are frequently exposed to so-called brand hypocrisy, that is, the statement of sustainability is opposed to the working conditions.
The strategic position of HR is to bridge this gap of credibility. Employer brand is based on robust HRM policies which should be fair wages, health and safety, equal opportunities, and workers participation. Dessler (2023) claims that employees who identify with the brand values through HR practices will be brand ambassadors and not protestors. Trust and loyalty can be reinforced by introducing open communication systems and listening systems (such as pulse surveys or consultation with the union).
Additionally, buyers around the world are paying a greater attention to suppliers that meet the requirements of Environmental, Social and Governance (ESG). Loss of ethical standards would create the risk of losing key export business. The HR leaders should thus be custodians of compliance and culture- they need to incorporate fairness into all HR contacts of the firm (recruitment to retention).
Conclusion
The Summerithra Hasalaka factory conflict highlights the fact that employer branding is not a marketing slogan, and it is an organisational reality. To allow the Sri Lankan exporters to maintain international cooperation, HR needs to make sure that employee voice, dignity, and welfare should be a part of brand identity. When employees take pride in working on behalf of their employer, the productivity and reputation increase hand-in-hand, and therefore being an ethical HR is more than just a best practice, but a best business.
References
Armstrong, M. and Taylor, S. (2023) Armstrong’s Handbook of Human Resource Management Practice. 16th edn. London: Kogan Page.
Clean Clothes Campaign (2024) Workers’ Rights Violations at Sumithra Hasalaka Factory, Sri Lanka. [Online] Available at: https://cleanclothes.org/ [Accessed 29 Oct 2025].
Dessler, G. (2023) Human Resource Management. 17th edn. Harlow: Pearson Education.
International Labour Organization (ILO) (2023) Sri Lanka Garment Sector Employment Report. Colombo: ILO Country Office.
STUDENT ID- EUK 00310229
A well-researched, contextually rich, and compelling blog that connects theory with real-world HRM practice. It demonstrates excellent critical insight into how employer branding, ethics, and industrial relations intersect in Sri Lanka’s export sector. Clear, relevant, and highly engaging — an outstanding contribution to HR discourse.
ReplyDeleteThank you so much, Nilanka! I'm thrilled to hear the blog resonated with you, especially the connection between theory and real-world HRM in the Sri Lankan export sector. That intersection of employer branding, ethics, and industrial relations is exactly what I aimed to explore. Your kind words about it being an "outstanding contribution" are truly encouraging!
DeleteThis blog clearly shows that employer branding relies on strong HR practices, not just marketing. The Sumithra Hasalaka case highlights the risks of neglecting employee experience.HR clearly plays a strategic role here.
ReplyDeleteThat's a fantastic point, Gihani. You've hit the nail on the head: employer branding is fundamentally about HR practices, not just marketing. The Sumithra Hasalaka case is a stark reminder of the risks of neglecting the employee experience. It definitely underscores the shift of HR into a strategic and critical role. Thanks for sharing your insight!
DeleteReally insightful piece! It’s striking how employer branding often focuses on the external image without fully addressing internal realities. The Sumithra Hasalaka case shows that a company’s reputation can crumble from within if worker discontent isn’t addressed proof that HR practices and authentic branding need to go hand in hand.
ReplyDeleteI completely agree with you, Dilmini! That disconnect between the external focus and internal realities is a common pitfall. The Sumithra Hasalaka case serves as a powerful cautionary tale about how a reputation built externally can quickly crumble if internal worker discontent is ignored. Authentic branding truly must be an outgrowth of strong, ethical HR practices. Thank you for reading and sharing your striking observation.
DeleteReally insightful analysis on the link between employer branding and employee experience in Sri Lanka’s export sector! I especially liked how you highlighted the internal credibility of the brand and the HR role in bridging the gap. Maybe you could also touch a bit more on practical steps HR can take to prevent such conflicts in the future it would make the discussion even stronger.
ReplyDeleteHimesha I agree completely. The HR role must go beyond transactional tasks to become a strategic bridge that guarantees fair treatment and closes the gap between the external brand promise and internal reality.
DeleteGood post — you really brought out how a company’s brand image means nothing if HR doesn’t back it up with fair treatment and real trust inside the organisation.
ReplyDeleteI agree completely. The HR role must go beyond transactional tasks to become a strategic bridge that guarantees fair treatment and closes the gap between the external brand promise and internal reality.
DeleteWhile the analysis clearly emphasises the discrepancy between company branding and employee experience, it may further analyse the systemic power disparities that allow such conflicts to prevail. The discussion places major responsibility on HR, although it underplays the role of ownership, government regulation, and global buyer forces in moulding worker conditions. The suggested fixes might only be surface-level if these systemic limitations are not addressed. A broader investigation of accountability across the supply chain would reinforce the argumen
ReplyDeleteYour point is crucial. For true, lasting change, we must look beyond surface-level fixes. Analyzing systemic power disparities, government regulation, and the role of global buyer forces is necessary to enforce accountability across the entire supply chain.
DeleteReading this article on employer branding and worker discontent in Sri Lanka’s export industry, I’m reminded how easily brand promises can collapse when the human side of business is neglected. As someone from the hospitality sector, I see parallels every day—guests may be drawn by a hotel’s image, but it’s the lived experience of staff that truly sustains that reputation. When employees feel respected, heard, and fairly treated, they naturally become ambassadors of the brand. If not, discontent quickly spills into service quality and public perception. For me, this article is a timely reminder that employer branding is not just about marketing—it’s about embedding dignity, dialogue, and wellbeing into the culture of work
ReplyDeleteYour parallel with the hospitality sector is powerful—the lived experience of staff is the true foundation of reputation, not marketing alone. We must embed dignity and trust.
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