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Consumerisation Of HR

29 Oct 2018, by yowza

We live in an age of instant gratification where anything we need is available on demand, anytime anywhere. And we as consumers, are increasingly getting accustomed to personalised experiences in our daily lives; from the recommendations offered by Amazon and Netflix, to the instant gratification of services such as UberEats and the ease of working around traffic delays via Google Maps. A wave of “consumerisation” is sweeping across industries, redefining products and services.

As individuals’ daily lives continue to get transformed by this unprecedented wave – powered by disruptive digital technologies, they increasingly expect similar experiences at their workplaces too. In other words, employees expect the same social and collaborative tools and experiences in the workplace that they enjoy in their everyday lives.  That’s the new game in town, as far as employee expectations in the 21stcentury are concerned. Welcome to “Consumerisation of HR”

Implications for Organisations

Employees are on the front lines of brand representation, and organisations are realising that the same focused attention aimed at developing customer relations should be given to their workforces. This transformation is leading companies to apply a consumer and digital lens to their HR functions through the creation of social, mobile, and consumer-like employee experiences, and positive touch points at all stages of the employee life cycle for enhanced employee engagement.

Implications for HR

One of the biggest areas of focus for CHROs today is building more consistent employee experiences. Just as marketing seeks to optimise customer experience with a brand or product for consumer engagement, HR is now expected to devise strategies to engage employees more completely with the company culture, and give a meaningful experience of the organisation’s brand.  This involves more than simply using social media and internal communications to recruit, onboard, and engage employees. The central focus of such strategy must be to craft systems & policies and use technologies that facilitate an empowering environment that delivers consumer like experiences for workers.

This is where Employer Branding plays a crucial role. Research reveals that most of the leaders are looking for their employer brand strategy to improve the employee experience and drive employee engagement. Employer Branding takes a more holistic approach to shaping the culture of the organization. It focuses on every aspect of the business to:

  • Develop/communicate winning EVPs through internal and external communications
  •  Create aspirational employees experiences
  • Ensure that every people management touch-point is aligned with the brand ethos of the organisation

The payoff:  improved competitiveness in attracting, recruiting and retaining top talent, enhanced workforce productivity, greater employee engagement, cost reduction and organisational success.

It is however critical to ensure that the employees’ brand experience is aligned with the desired customer brand experience, and a common platform for marketing and HR is created.  Employer Brand Management thus represents a significant evolution in the quest for corporate brand integrity.

HR has thus progressed from being process-led administrators to vital strategic partners. Consumerisation will result in continued growth of HR, wherein they are expected to embrace additional skills spanning knowledge of research/people analytics, branding & communication and technology. This new role of HR is blurring the lines between the functions of Marketing, Communications, Social Responsibility, and Human Resources.

 

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