Randy McDaniels and Melanie Long presented on building better bridges between marketing and HR. They discussed how collaborating can create brand ambassadors by affirming the brand promise internally. Marketing can help develop an employment brand strategy while HR ensures alignment of internal culture. Successful strategies include internal marketing, rewards programs, and aligning departments to deliver an exceptional brand through engaged employees.

4. Randy McDaniels
President

5. Melanie Long
MSMHR,
Organizational
Development and
Human Resource
Consultant,
McDaniels Marketing

6. • What purpose is there in
collaborating with HR?
• What affect does employee
engagement have on Marketing?
• How can you implement these
changes into your organization?
• Success Stories
• Employment Branding

7. Marketing Delivers
• We are surrounded by brands
• Organizations work hard to
create a brand that is
differentiated from
the rest
• That Brand Promise resonates,
heightening expectations
• $$$ spent communicating
these messages

8. Human Resources Supports
• Establishing and building
internal talent
• Developing commitment
from employees
• Alignment to the
external message

9. Building Better
Bridges Between
Marketing and HR
• Proactive
Communication
• Recruitment
• Training
• Reward and
Recognition
Programs

10. • HR has the tool kit that determines
whether that brand promise is
affirmed in the hearts and minds
of the customer…
– Or renounced by disappointing
service delivery
• Creates Brand Ambassadors
• Marketing and PR can play a role
too.

11. Current Situation
The Current Market
Environment Creates:
– Fading employee
engagement
– Apathy
– Retention and
Talent Shortages

12. Orders are Given
Hire Better Create Put up a
People! Better Ads! Billboard!
• We are all doing more with less.
• We tend to function within our own departments:
⁻ Speaking different languages
⁻ With different agendas
⁻ And even different processes!
⁻ Often times there is little appreciation for
each other’s roles and capabilities in aligning
the external and internal brand.

13. The new and more effective approach gets
rid of the silos and offers more collaboration!
Operations
Marketing
Human Resources

14. Teaming
Marketing’s brand
messaging with
HR’s internal
perspective

15. When the focus is placed on
strengthening the brand
from the inside out, brand
promises are delivered more
consistently and effectively.

16. A win-win strategy
Embracing ownership of
employee engagement
as a team is a win-win
strategy.

17. The best offense in a competitive market
is a strong employment brand
 the perception of your organization as
an employer and the value employees
gain from working there…
Defines your Employment

18. What Can Marketing Do for HR?
• Collaborate
• Develop and sustain an
employment brand strategy
• Develop clear and attractive
messaging
• Supported by strong and
lively values

19. The challenge of an employer is not to train human
resources in branding but to attempt a rare
unification between marketing and human
resources. Organizations that can unite these two
departments behind the power of brand will win the
war of better talent.
M Ritson, ‘Marketing and HR collaborate to Harness employer brand power.’ –
Marketing UK(2002)

20. Prepare for the Journey
• Gather support of
leadership
• Establish a strong project
team
– Conceptual agreement
– Aligning with current
culture
– Aligning with
organizational goals and
objectives

21. Who Remembers Your Brand?
Employees need to believe in the
brand within their organization in
order to go above and beyond.

22. Successful Internal Marketing
Seeks first to understand the culture of
the organization, and then create
human resource strategies that will
intrinsically motivate the people toward
goal achievement.

23. The End-Game
Discovering and creating from the
core ignites momentum and
empowers employees to deliver the
mission, vision and values impacting
patient satisfaction.

24. The Field Investigation
• Identify level of engagement
– Gather and Analyze
– Engage with Patients and Physicians
– Observation of employee behaviors
– Gather new employee’s initial
perception and again after beginning
to work at your organization

25. Collect, Inspect, Analyze and Gauge
• Now, state your organizational purpose.
• Do the results of the investigation align?
• How can we
improve
communication
internally?

26. How can we tell a compelling
story and create a movement
within the organization that will
deliver an exceptional brand to
our prospective customers?
It begins with your people…

27. Use the Data to Your Advantage
Results of the field investigation allow you to:
• Leverage organizational strengths
• Recognize best practices
• Launch internal marketing
– develop a theme
– create motivating messages
• Establish an innovative Rewards & Recognition
program

28. Rewards & Recognition Programs
Performance Excellence at Eisenhower is driven by five teams that consist of
employees and members of the Executive Leadership Team. The five teams
concentrate their efforts on meeting the Performance Excellence goals in
Communications, Leadership Development, Patient Loyalty, Physician Loyalty and
Rewards and Recognition. Each team maintains ongoing programs to reward and
recognize the achievements of the staff of Eisenhower Medical Center.

29. End Result
Aligned employees
You create a service culture
by first letting employees
experience being served.

30. What HR Can Do For Marketing?
• Knowledge Sharing
• Job Alignment
• Conduct Job • Performance Reviews
Analysis (accurate and timely)
• Accurate Job • Corrective Action
Descriptions • Training and
• Consistent Development
Performance
Measures

31. Market Your Employment Brand
Clearly position your organization
on the job market.
Such as…

32. Every
Life
Matters

39. Capturing Your Employment Brand
This is Zendesk
Check it out
http://vimeo.com/41264553

40. WHAT AN EMPLOYER BRAND
CAN DELIVER
• Platform for communicating with current and
prospective employees
• Litmus test for organizational action and behavior
• Filters out poor fits
• Less leave for wrong reasons/more leave for right
reasons
• Helps potential and current employees answer:
• Where am I going?
• What am I part of?
greatplacetowork.com

41. WHAT AN EMPLOYER BRAND
CAN DELIVER
POSSIBLE BENEFITS
• An effective employer brand and positioning in
the talent market
• A roadmap for delivering the brand promise
• Better employee retention
• A committed, motivated and enthusiastic
workforce leading to a more spirited ownership
of all organizational initiatives
greatplacetowork.com

42. WHAT AN EMPLOYER BRAND
CAN DELIVER
POSSIBLE BENEFITS
• Greater bonding between the management and
employees and therefore ability to draw out the
best in each other
• Climate of trust and confidence amongst the
employees leading to greater comfort and
therefore greater productivity
• Improved sense of belongingness at junior levels
greatplacetowork.com

43. Success!

44. Randy McDaniels
rmcdaniels@mcdmarketing.com
Melanie Long
mlong@mcdmarketing.com

45. Thank You!
866-431-4230
www.powerinternal.com
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