Marketing At Hewitt Essay

1816 WordsJul 21, 20118 Pages
How the Use of Common Marketing Tools Can Increase Employee Satisfaction While Reducing Costs Many of our colleagues in human resources are now starting to see their roles as similar to those in the sales and marketing group down the corporate hallway. In many aspects, leaders in human resources are responsible for managing a complex product comprising culture, environment, and reward elements — each element having different cost/value drivers, communication channel needs, process and delivery components, varying preferences across segments, and even shelf life (flexible spending accounts for instance). To guide the strategic development of the employee value proposition, many in HR are now starting to embrace the same sort of tools used for decades by marketing. Applying the Marketing Model to HR Like marketers, organizations seek to attract and retain customers — employee customers — often in an extremely competitive environment. Talent can enable or constrain competitive success, and as the war for talent intensifies, whether from changing demographics or critical-talent shortages, more importance will be placed on acquiring and retaining critical people. As in marketing, the concept is to create an employee value proposition that best satisfies the needs of the workforce (the customer) and is aligned with the strategic objectives of the organization. Although not a sale in terms of an overt and conscious decision by the employee to buy (join/stay with) the company, the sale is reflected in other ways, such as in engagement metrics, reduced attrition, lower employee acquisition costs, and improved productivity. How can leading HR organizations address the needs of their employees and ensure that sufficient value is offered by their employees? Listening to Your Employees Our colleagues in marketing know how important it is to continuously collect
Open Document