Human Resource (hr) Branding - an Inexpensive Ways to Make a Company Famous

Human Resource (HR) Branding - An Inexpensive Ways to Make a Company Famous

* Mr.Ch. Srikanthverma

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Abstract

A brand is a product, service or concept that is publicly distinguished from other products, services or concepts, so that it can be easily communicated and helps in establishing a unique identity. The most important point to be noted here is that building a brand is a corporate strategic issue and not a short term tactical activity. HR today is viewed a big role in driving corporate success and for customer satisfaction. HR branding has been an established phenomenon in the western countries; it is still to catch Indian organisations. Already there are a few Indian companies' like Tata Consultancy Services (TCS), Wipro, Infosys, Satyam, Tata Telecom Polaris etc., which are successfully ruing with established HR brands both in India and abroad. This article emphases the need of HR branding and achieving brand success in employees. Particularly, this paper proposes some guide lines and ways for less expensive steps for promoting Company by all means with HR Branding.

**Assistant Professor, Department of Business Management, Post Graduate Centre, Lal Bahadur College, Warangal - 506007. [A.P]. E - Mail: cherala.srikanthverma@gmail.com

Introduction:

Organisations, in the past, looked up to functions like sales, marketing, Research and Development, etc, to foster the growth of the company, but today, they are also looking at Human Resource (HR) for the same. Most professionals now admit that one of the few channels left to communicate the corporate brand to its customers is the employee. Various researches have revealed that strong brands contribute to strong competitive presence in the market. Therefore, the importance of branding HR follows quite as a consequence. A brand is a product, service or concept that is publicly distinguished from other products, services or concepts so that it can be easily communicated and helps in establishing a unique identity. The most important point to be noted here is that building a brand is a corporate strategic issue and not a short term tactical activity. In case of HR, the past few years have seen dramatic changes in its perception or outlook by corporate leaders. From just being looked as a support function, HR today is viewed as a key player in driving corporate success and customer satisfaction. While HR branding has been an established phenomenon in the western countries it is still to catch on in Indian organisations.

Objectives of the study: The objectives of the study are

1. To present the need for HR branding and achieving brand success through employees and to analyse the various steps involved in HR Branding and

2. To highlight some guide lines and less expensive ways to make a Company famous by all means with HR Branding.

The need for HR branding:

The past few years have seen dramatic changes in its perception or outlook by corporate leaders. From just being looked as a support function, HR today is viewed as a key player in driving corporate success and customer satisfaction. In today's knowledge driven economy, HR plays a strategic role in bringing in the right kind of people into the organisation. In a sense, HR is the first face of an organisation that a new prospective employee sees. HR is of paramount importance for an organisation. Market research has shown us many times over that strong brands do contribute to strong competitive presence. In that sense, in HR's new avatar, the importance of branding HR follows quite as a corollary. In the present times, the role of the HR manager is more of public relations skills combined with strong problem-solving skills. The top management is able to recognise the HR team's contribution to the business objectives of the company, by and large; other employees tend to overlook its role in the success of the organisation. The biggest hurdle is the fact that HR departments derive their importance by becoming 'power centers' and that have to change. It has to be become a partner as the other functions are, than just remaining a support arm

To make the right impact on the target audience, the HR head needs to have a good understanding of the business and its future course. This can help him/her increase the value and stature of the HR function within and outside the organisation. A good balance between task and people-orientation, responsiveness to employee issues and concerns, coaching and training people managers to take responsibility of people-related issues can help in establishing a good brand.

Achieving brand success through employees:

A brand is an external manifestation of several internal processes of a company. The stronger the internal processes the better the chance of the brand getting stronger. Time and lack of a continuous brand perspective can create problems in its success. Potential employees in the market place would like to associate themselves with companies that have a brand of success, leadership, people-development, and which instill a deep sense of pride and commitment. Not many HR departments market themselves correctly, internally as well externally. However, there are few companies like Tata Consultancy Services (TCS), Infosys, IBM, Cadence, HP, Sun Microsystems, Wipro, Daksh, Satyam, Tata telecom, I-Flex solutions, Texas Instruments, Polaris Software and Birlasoft, who have successfully established their HR brands both in India and abroad. The Indian companies Wipro and Infosys would be the leaders in branding. In case of MNCs, it is Microsoft, IBM, Intel, Oracle, HP and Accenture, which are the leaders. Experts state that to reach out to all levels of employees, the HR team has to perform the role of a facilitator instead of enforcer. Effective communication (listening and promoting) and educating the employees about their capabilities and potential contributions can help strengthen the HR brand. There are three steps to embed the HR brand. First is the strong internal anchoring of HR. HR members must have a pride in their profession and must not be limited to activities like staffing, training, and compensation. HR members must see themselves as architects, not as functionaries alone. Secondly, HR has to function as the CEO's closest ally and must extend this to each of the business leaders within the organisation. Lastly, the HR must take the lead in investing in 'reflecting' and 'visioning' processes in the organisation.

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