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The first lockdown of March 2020 forced companies to organize teleworking and revealed its benefits and risks (Lambert et al. 2020). The health crisis led companies to reorganize work, and the employment relationship was reinvented (Diard and Hachard 2021). HR departments were mobilized and showed agility (Diard, Hachard, and Laroutis 2021). The health crisis and successive lockdowns have therefore changed the expectations of employees. The psychological contract has evolved (Diard et al. 2022). If the employer has not kept their promises and has not met expectations in a situation of inadequate teleworking provision (for example, reimbursement of expenses, setting up training), the psychological contract may have been broken. On the strength of this observation, some employees have resigned, while others are considering asking to continue teleworking within a negotiated framework. Teleworking is once again becoming a practice chosen by employees (Malakoff-Humanis barometer 2022). We are witnessing a wave of resignations (DARES 2023). In a tight market, it is necessary to attract and retain talent. The term “talent war” is frequently mentioned. Teleworking is increasingly highlighted in recruitment advertisements, and this raises questions about the contribution of teleworking to the attractiveness of the company and its role in the employer brand. We formulate the hypothesis that teleworking is an asset for the employer brand and an issue of attractiveness. We draw on the literature on teleworking, employer branding, and the psychological contract. A qualitative study with ten HR managers and recruitment managers highlights the issues at stake when introducing teleworking into an employer brand strategy: attractiveness and loyalty. This is an advantage from the point of view of recruiters.