This study examines how potential employers shape potential employees’ social identity before joining the organization. Drawing on social identity theory and signaling theory, we argue that potential in-group members (potential employees) follow a routine similar to that of in-group members (employees) when assessing the value of organizational membership for their self-concepts. Our study uses organizational crises as identity-threatening events to investigate whether and how they influence potential employees’ anticipations about social identity, as well as their perceptions of the organization’s attractiveness. Empirical evidence from our scenario-based experiments with 1,617 individuals conducted in the United Kingdom and the United States shows that identity changes occurring from organizational crises decrease organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility.