Marketing Tools In Modern HR Practices

Posted in Marketing & Strategy Articles, Total Reads: 1692 , Published on 17 February 2018
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Today in the world, it is increasingly becoming difficult to enhance sustainable growth of the firm due to extensive global competition. In the battle for new talent, HR divisions have been compelled to extend their nomenclature from hiring and firing, directing personnel frameworks and procedures, employee training and development to adopting strategies to grow employer awareness, to build the employer brand as a “great place to work,” and to retain top talent. With technology presenting new solutions to organizations, HR departments have also started using cutting edge technology tools in the market. These best of breed tools help in cutting competition but the ultimate challenge remains to identify market opportunity, grab that and generate measurable results.

The TRANSFORMATION: What is the need of Marketing in HR?

In the past, the role of the HR officials was largely functional, it focused on – payroll, leave management, compliance, employee benefits, policy making and training and development. Recruitment generally meant putting an advertisement on the paper and hoping for the best, or hiring a recruiter. But then technology and social media advancements happened and shook the HR industry in leaps and bounds driving it into a transformational role.


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As a result, the old roles of HR began to evolve. Being just a brand name company was no longer enough. Social media gives people the answers to questions like- what it is like to work in a company, what sort of people work there, what kind of company perks exist and what is the company culture like. With this, the employee brand was born. Employee is an Ambassador whose experiences are shared with the captive online audience who in turn share it with their audiences. Now recruitments begin online, the prospective employees search the companies on LinkedIn, Glassdoor or other reliable platforms adding the responsibility of a brand builder and marketer on the HR executives. For HR pioneers, a solid employer brand can draw in a higher calibre of candidates and build up a loyal talent group that fills in as promoters for the organization.


Recruitment began to change too. Technology coupled with innovation opened up a radical new universe of talent, it was a distinct advantage. Employees were also increasingly becoming the available source of recruitment to help the HR identify the right job seekers. For this, HR need to be equipped with the right tools- a strong employer brand, great company narrative and an inspiring work environment that gives rise to being a communication expert and a motivator. Impacting the influencers through a successful advertising procedure, joined with effective demand generation, is a more compelling approach to build recognition. Technology also gives the HR people with huge chunk of data which they can analyse and transform into meaningful information to make better decisions, i.e., making better hires and retaining employees all at one’s fingertips.


Marketing tools making a difference in modern HR practices:

To cater to the increasing demand of HR executives, various companies are providing them with efficient tools. For example, Oracle has introduced Smarter HR and Talent management tools which leverages mobile, social, analytics, Internet of Things, big data and the cloud to help them become more insight-driven, strategic, talent-centric and responsive. Marketing tools nowadays play an important role in HR activities.


Also, investing in the right tools where the power of HR blended with marketing can create effective talent acquisition solutions for employer branding is highly critical. For example, Universum Global utilize top colleges, alumni base, and professional associations to accumulate intel from students and experts to exhort employers on the best way to pull in and hold talent pool that is best suited to the organization’s vision and culture. Its consultative arrangements offer understanding the present managers need to stay competitive. Similarly, there exists, another tool- Portfolium that is building an incredibly sophisticated proprietary, fully searchable candidate database with a matching algorithm designed explicitly for college recruiting, and reaches students directly on campus through exclusive partnerships with over 150 Universities. The Muse is an online career portal that offers job postings, organization profiles, expert guidance, skill-building assets, and training services to job seekers. For organizations hoping to procure top talent, it gives another approach to share their unique stories and elevate their brands to an exceedingly keen group of prospective candidates. InterviewJet has a relatively straight forward business model built on the premise of selectivity over scalability. Instead of establishing a multi-level marketing scheme disguised as a “recruiting marketplace,” InterviewJet delivers a curated list of 10-15 handpicked, high quality candidates directly to its members’ inboxes every week. Employer can then request an interview to a preferred candidate and thereafter, the tool helps in scheduling those interviews. SnagAJob, delivers for the manifold multi-unit, multi-franchise type employers out there who at any given time have half a million active job postings on SnagAJob. It strives to reduce scarcity of solutions for hourly, high volume and low skilled positions.


Using corporate site, SEO and online presence in the best possible way to propel company’s position as an industry pioneer is significant. Companies achieve this by posting free white papers and consistent news feed and optimising the site with key industry terms so that they are promptly found by the job seekers. Integrating customer relationship management tool that with a content management system on a central platform for both recruiting campaigns and communications about employee perks and benefits programs. Including details for all employee programs on one dashboard makes it easy for employees to understand the programs and take advantage of them while simultaneously helping HR management to track results.


Lastly, for proper channelling of this newfound collaboration, clarity in existing roles through department leads, internal communication and undertaking of project management tools is necessary. Some ground breaking organizations have also started to create new roles to enable further define and build up the business brand.


The road ahead:

HR officials are gaining more power within their organizations, are more concerned with strategic corporate decisions and are increasingly becoming a purchase influencer for other corporate services (i.e., IT). They are actively seeking information to enable them assemble processes and best practices and the strategic importance of their position grows along with the pressure to exhibit quantifiable outcomes.


Shockingly, the thought that human capital has an immediate and quantifiable effect on corporate performance has only recently entered the standard corporate cognizance. HR experts have moved from the social committee to the revenue committee and are bringing forth assorted specializations, an indication of expanding criticalness and venture. HR administrators in vast associations are the interface between innovation in the area of measuring resource impact and corporate strategy. Development, acquisitions, workforce diminishments, employee relations and workforce turnover, are a few of the points that keep those in HR occupied daily. Additionally, technology shifts critical to HR are simply the expanded utilization of employee self-service tools, process automation and workforce intelligence.

The universal challenge for organizations has always been recognizing a market opportunity ahead of the “gold rush”—and building a plan to capture the opportunity in an a proficient and successful way. The market is growing, yet it is likewise swarmed and maturing; right now is an ideal time to grab the opportunity to capture, grow and safeguard your position.


Conclusion:

The Human Resource work is at the focal point of far reaching developments. Digital advancements are profoundly affecting the way in which representatives and prospects associate and communicate with organisations. Notwithstanding a couple of exemptions, HR in many companies keep on staying established in conventional methods of engagement. They are reinventing and equipping themselves with new-era digital tools, and it is imperative for HR to match them step-for-step. Thus, aligning marketing objectives with HR policies broadens the company’s horizon and enables the best of talent to stay on board and represent the brand.

 

This article has been authored by Rishika Sarin from IMI New Delhi

 

References:

https://talentculture.com/five-marketing-strategies-hr-should-embrace/

https://yourstory.com/2017/03/hr-and-marketing-sync/

https://www.oracle.com/applications/modern-best-practice/hr-and-talent-management/benefits-to-payroll.html

https://www.ere.net/why-hr-and-marketing-a-killer-employer-brand/

https://business.linkedin.com/marketing-solutions/blog/content-marketing-thought-leaders/2017/why-hr-is-the-new-marketing

http://recruitingdaily.com/the-top-10-hr-technologies-and-recruiting-tools-of-2016/


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