What can happen when HR and Marketing actually work
At face value, the benefits of a strong partnership between HR and Marketing is not obvious. Traditionally entrenched as two separate divisions, the synergy that exists between the two disciplines is overlooked.
We live in an age where the line between external brand identity and internal company culture is becoming increasingly blurred. Brand reputation and brand engagement now hinges not just on what a company markets, but also on how it treats its employees.
“Marketing and HR have historically functioned in silos, with distinct roles and objectives. Marketing focuses on promoting the company's brand, products and services to the external market, while HR’s “customers” are focussed internally on current and prospective employees”, says Marcus Gibbs, our Director of Brand at Dovetail.
Yet, both are integral to the strategic objectives of any organisation, particularly in building and managing a company's reputation and brand. Whether it’s obvious or not, HR and Marketing rely on the same strategies, for example media coverage, social media posts, advertising, employer branding, awards and brand serve a dual function in attracting and retaining employees in the same way as they attract customers.
A divide between HR and Marketing becomes problematic if they aren’t aligned and working together. So, why is collaboration between these two entities not strategically prioritised?
Jackie Gordon, Dovetail’s co-founder and Director, points out,
“HR’s role in building the employer brand is as critical as Marketing’s role in building the consumer brand. Aligning these two perspectives is paramount to ensure a unified, authentic message that resonates both internally and externally.”
The key to bridging this divide lies in fostering an understanding and respect for the objectives of each department.
Here are a few strategies to consider:
Mutual goals and objectives: A crucial first step is recognising that both departments aim to enhance the company's reputation. Marcus suggests, "Setting mutual goals and objectives provides a common ground for HR and Marketing to work together. A coordinated strategy can lead to a more cohesive brand image, both internally and externally. In our experience it often starts at the top - if a CEO or leadership team commits to common goals, it’s easier to get buy-in further down the organisation."
As an example this could be achieved through a collaborative campaign that highlights the company's values. Both departments could align their efforts to showcase the company's commitment to sustainability, for example. Marketing could focus on promoting this to the public and potential customers, while HR could concentrate on integrating these values into employee policies and practices. This shared goal would encourage collaboration and ensure consistent messaging.
Integrated communication channels: Implementing shared communication channels can help break down silos and promote understanding between departments. As Jackie puts it, “When both departments communicate more effectively, they can better align their strategies and work towards the same goals.”
One way to implement this strategy is by adopting shared digital tools that facilitate collaboration and communication. This could include a shared calendar for coordinating campaigns and initiatives, a mutual repository for brand assets and materials, and a shared platform for discussions. This would enable both departments to stay updated about each other's activities and would foster a collaborative work environment.
Cross-functional training and development: Cross-functional training can help bridge the knowledge gap between these departments. A basic understanding of each other's functions can foster mutual respect and improve collaboration.
An organisation could set up a program where marketing professionals attend workshops on HR topics, such as employee engagement, recruitment strategies and organisational culture, and HR professionals attend sessions on topics such as branding and customer experience. This cross-departmental learning experience could foster mutual understanding, respect, and collaboration in developing the employer brand in parallel with the customer brand.
Shared metrics: Shared metrics ensure that both departments are on the same page in terms of the company's progress. When both HR and Marketing can see how their efforts contribute to overall company goals, it encourages cooperation and shared responsibility.
So for example one could implement a shared dashboard that tracks key performance indicators (KPIs) relevant to both HR and Marketing. This could include metrics like employee and customer net promoter scores, updates on numbers and types of social media followers, website stats on hits on career pages, employee engagement, brand perception, and customer satisfaction.
In conclusion, while the divide between HR and Marketing is a reality in many organisations, it’s one that can and should be bridged.
"The future of business lies in the alignment of HR and Marketing. A company’s aim should be to create a symbiotic relationship where each understands and values the role of the other. That’s when you can truly maximise the potential of your brand and move up the Brand Engagement Pyramid."
As Jackie reminds us, "The strength of a brand is not just in the products or services it sells, but in the people that represent it. Aligning HR and Marketing is a crucial step towards unleashing the full power of your two most powerful assets, your people and our brand."
As we move forward, it's clear that the convergence of HR and Marketing is not just desirable, but necessary for the success of a modern organisation and for any organisation putting Brand at the heart of its strategy.
Dovetail Brand Engagement was formed by HR and Brand specialists specifically to leverage the opportunities for brand engagement (and business return) that result from HR and Marketing being strategically synergistic. It is the first agency in Australia to have both brand and HR solutions under one roof.