Not Afraid: Marketing for HR.
“I attempt these lyrical acrobat stunts while I’m practicing that I’ll still be able to break a motherf-ing table over the back of a couple old ladies and crack it in half, only realized it was ironic … after the fact.” – Eminem, Rap God
One of the most overused and hackneyed clichés in the people business is also a testament to HR’s historic failing to be taken seriously.
The reason that the whole “seat at the table” conversation has become so banal is that the goal of actually becoming a business partner for our businesses has largely been limited to a somewhat oxymoronic job title.
That the objective of so many in the HR profession is simply to get taken seriously belies the fact that HR remains the “other” and, as such, often assumes an adversarial role, at least in the minds of their employee populations.
There’s no such thing as an HR business partner when most in the business see you as an enemy. That is, if they see HR at all.
HR has never gotten a seat at the table because it intentionally refuses to actually open up to the employees it’s purportedly partnering with. No one really knows what HR does, other than subjecting them to painful performance reviews or making sure the paychecks clear on time.
This is largely by design—HR doesn’t sit at a table. It sits in a silo. That’s why the increasing intersection of human capital management and marketing represents a once-in-a-career kind of opportunity for those in HR to change the perception of their work by changing the way their work gets done.
By adopting marketing and branding best practices to the HR and recruiting function, practitioners can forget about a seat at the table.
They’ll be building the table for everyone else to sit at, bringing in new hires through employer branding and engaging existing employees through inbound communications and segmented campaigns or by amplifying company culture as a competitive differentiation for customers and clients.
Guts Over Fear.
In short, with marketing, HR can not only be a part of any business’s long-term strategy and success but its pulse, tasked with not only protecting its greatest asset but maximizing that investment for today—and tomorrow.
If HR can adopt a marketing mindset, effectively moving from reactionary cost center into a proactive and strategic function that’s driven by data instead of gut feelings, by increasing innovation instead of minimizing risk, and by possibilities instead of compliance, then it’s not only going to survive in the future world of work. HR is going to thrive.
That’s why it’s time to come out of the back office and finally realize that HR has a big branding problem, which means fixing what’s broken. And that means approaching your processes, policies, and platforms with a marketing mentality.
With an estimated 3.4% of all corporate revenue currently going to recruitment advertising and marketing, the opportunity to bolster the bottom line and the HR brand has never been better.
Read more on the Oracle HCM Blog.