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HR & Marketing
The Corporate Odd Couple
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My View Point Based on Experience
Sean Bisceglia Facts:
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Marketer for 15 years
– Ran Technology Advertising Agency and sold to
– Leo Burnett Company EVP & Board of Directors
– Focused on F1000 Companies & Marketing Departments
Human Capital- 5 years
– Marketing Staffing Company, CPRI and sold to Aquent- largest marketing
staffing firm in world
– Human capital issues and organizations change with over 300 companies
HR & Marketing departments
• 600 Recruiters
Human Capital Software Company- TalentDrive
– Web based technology for sourcing candidates online– One Search, One Source, Thousands of Locations
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Why Such an Odd Couple within
Corporations?
Personality Differences
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HR
Marketers
- Feeling
- Thinkers
- Sensitive
- Data Driven
- Left Brain
- Right Brain
- Cautious
- Risk Takers
- Process
- Urgency
- Fighting for Respect
- Try to Change the World
- Passive Aggressive
- Conflict is Good
- Team Players
- Do It!
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However a key similarity, shared goals and
values exists…
The Importance of these two groups
working together never has been so
important for one reason
“War on Talent”
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At The Same Time Consumer Media Is
Changing In A Big Way:
• iPod wasn’t just a successful product launch it was a
inflection point to put the consumer in charge of their
media
• 3,500 impressions a day from all forces of “media”
• Blogs have gone from 1% to 30% of internet users in 3
years
• 50 million instant messaging and 120 million wireless text
messages a day
• Media is changing from intrusion and brute force
repetition to surprise engagement
• All these changes are creating a new breed of
marketing opportunity to attract/ recruit talent with
alternative, unmeasurable media on marketers
dashboards
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A Profile Of A Next Generation Of
Talent Will Take a New Approach to
Media:
• Their media/consumption is what you only dream of:
Blogs, Podcasts, Videocasts, RSS, Mobile Market, SEO,
Second Life, Wikis, Instant Messaging, You Tube,
Rich Internet Applications (RIA), Web 2.0, Online Social Networks
Text Messaging, Direct Mail, Email, Online Marketing,
Interactive Marketing, Behavioral Marketing,
Digital Campaigns and Promotions, WOM, CRM, VOD…
This is just the beginning…
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New Marketers Understand
And So Do the Talent…
Then
Now
Intercept
Attract
Inhibit
Assist
Isolate
Affiliate
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The Marketing Organization Is
Changing:
• A recent study indicated 48% are changing their
marketing departments to meet changes in the
competitive environment
• 79% of CMO’s feel more empowered more than 5
years ago but the average tenure is only 26 months
• So how can HR capitalize on this trend & dynamic?
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HR & Marketing Need to Come
Together to Solve this Problem
• But how?
• Who’s Responsible?
• What to do?
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A Gap of Responsibility is Clear: HR has Much
on their Plate
Organizational design
Administration Strategic Planning
policy recommendations
organizational evaluation
vacation
Educational incentives Staff Benefit
Retirement benefits
PAID HOLIDAYS section 125 plan Donor programs Sick Leave Employee relations
Uniform allowance
Compensation/ Employee newsletters Accounts payable
Benefits Surveys
Salary
Disciplinary processes Educational assistance
Incident investigations
Fiscal staffing budgets
Job
Evaluation
Departmental budget
Labor-management relations
Complaint/grievance Employee services Job descriptions Enrollment in benefits
procedures Resolution of problems
Employee service awards
Employee discounts for recreational sports
Exit interviews
Health and safety
interviews
advertising
Insurance receivables
Total package costing
Compensation
Insurance fund management
Collective bargaining
compliance
Employee assistance
Safety compliance and training
Family and medical right
Leaves of absence Duty
grievances Contract administration leaves
litigations
assignments
Payroll
Performance appraisal
Record keeping
administration Job posting recruitment Testing administration
Background investigations
Training and talent
development
Unemployment
compensation
Severance benefits
Separations and terminations
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Marketing Organizations have a lot on
their Plate too?...
Building A Brand
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However Job 1, building an employee
brand together, should be for the benefit
of retaining and attracting talent to win
the “Talent War”.
But who is responsible…
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Nobody is Responsible…
Responsibility for Day-to-day Management of Employer Brand
21%
Nobody specific
15%
CEO
13%
No answer
11%
HR dept/head
Board/Snr mgmt
8%
HR & bus. Heads
8%
7%
Partners/Owners
5%
Marketing Dept
5%
Other
4%
Middle mgmt
0%
5%
10%
15%
20%
25%
Source The Economist
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The “Expectations” are Confusing or
Inaccurate
Expected benefits of development of employer brand
Employees recommending org
as place to w ork
71%
70%
Higher staff retention
Employees committed to
organisational goals
58%
56%
Reduced recruitment costs
Enhanced general marketing
communications
Increased profitability
34%
29%
Source The Economist
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However, Both HR & Marketing Agree it’s too
Important for HR to Handle
"Employer branding is too much of an important issue to be left solely to HR
dept" Agree?
59%
60%
51%
44% 44%
50%
38%
40%
30%
20%
18%
20%
10%
3%
10%
10%
2%
1%
0%
H.R. Professionals
Operations / Managers
Agree Strongly
Agree
Disagree
Non-Operations
Disagree Strongly
Source The Economist
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A Conundrum & Opportunity:
If Marketing is not responsible, only 5% say they are
If the organization says its too important for HR to handle 44%
If HR says they should NOT handle 79%
The confusion creates opportunity & necessity to work
together and provide leadership
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What are HR Folks to Do? How to Work with the
Changing Media & Marketing Department?
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5 Steps to Partner with Marketing…
1
Marketing needs to treat recruiting talent as if they were marketing the
company’s product.
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Provide data, provide anecdotes on business case
3
Leverage your knowledge of technology tools to integrate with
marketing and brand building
4
Hold them accountable as they would you
5
Accept/ Embrace their DNA and leverage to your advantage
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1
Marketing needs to treat recruiting talent as if they
were marketing the company’s product.
• Marketing spends much time on analytics, message, tactics, creative
media to market the company’s product to generate revenue &
create the brand
• HR suggesting or asking to integrate the same brand strategy and
creativity to recruit and retain talent should be embraced
• Imagine the power of the tactics, creativity and energy if the mindset
of marketing was changed
• But how do you get marketing to commit the resources?
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2
Provide data, provide anecdotes on business case
• Work with and feed marketing the data on “the war for talent”:
– future of skilled workers, competitiveness, the need to fill the open
FTE’s
• Illustrate the need for better marketing thru data you already have
– ATS: number of resumes, # of unqualified, strategy to work with
passive candidates
– Career Site- number of visits, hits, lack of “stickiness” of job
applicants
– Communication strategy and marketing to passive candidates
• The need to market is real:
– Based on over 40,000 resume web locations growing to 100,000 in
4 years to attract, engage, build relationships with passive and
active candidates on-line
• Once the data tells the urgent story for talent acquisition, a plan
needs to be developed
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3
Leverage your knowledge of technology tools to
integrate into marketing
• Why are these tools important for you?
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Educating the marketing team of all the online “push”
technology tools and aggregators will provide insight:
• Bring a tool box to the marketing team:
– Bringing so many tools to a marketer’s table will provide
creditability
– Their eyes will be opened to other opportunities to help develop a
marketing plan beyond just the career site and advertising
– Because marketers are typically early adopters of technology,
they will embrace partnerships or even leverage online
technology tools for marketing and recruiting
– Integrating and leveraging tools as a recruitment and retention
strategy is a proven best practice in marketing
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4
Hold them accountable as they would you
• The toughest of all, marketing is held accountable everyday for
various internal metrics. Now is the time for HR to be on their
dashboard:
– A metric for marketing to talent needs to be established
– Develop (together) key deliverables, results, measurable actions
and measurable outcomes for each quarter
• If marketing can help with a clear impact on talent acquisition both
groups win (However marketing will be better at internal spin)
• Accountability can be shared and expected but the push back will
be evident and strong
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5
Accept/ Embrace their DNA and leverage to your
advantage
• You know the differences, the personality challenges, the risks but
they can be leveraged
– Talent acquisition is or will be the #1 issue facing the organization over the
next 5 years
– The data is there for you to feed
• Treat and interact with marketing as if you were recruiting a
candidate for your company
• Even though marketing is vastly different in personality “DNA” than HR
Professionals, the shared goals can be aligned
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5 steps can lead to a more productive, engaged
marketing organization to support HR & Recruiting
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Thank You
[email protected]
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