LEAD­ER­SHIP IN­SIGHTS

The HR Digest - - Content Features -

Trans­form the work­force for your cus­tomers.

Com­pany cul­ture plays a crit­i­cal role in com­pa­nies at the fore­front of its dig­i­tal trans­for­ma­tions. For ex­am­ple, Ap­ple has a unique cor­po­rate cul­ture that em­pha­sizes in­no­va­tion, creativ­ity and ex­per­tise. To pro­mote this cul­ture, they are nit­pick em­ploy­ees through an ex­tremely thor­ough re­cruit­ment pro­gram. To­day, Ap­ple’s brand valu­a­tion stand at $170 bil­lion, which would never hap­pen un­less you have a loyal cus­tomer-base that sees this im­age. Any­one who has been to an Ap­ple store knows that Ap­ple Ge­niuses (em­ploy­ees) are ex­perts in prod­uct they sell and are will­ing to give their time to all of your queries. They’re knowl­edge­able, smart, and pos­i­tively re­flect the com­pany cul­ture. For higher pro­duc­tiv­ity, in­no­va­tion and more ef­fec­tive ex­ec­u­tive, it’s im­per­a­tive that HR use some as­sist from mar­ket­ing. Lynda Gratton, Pro­fes­sor of Man­age­ment Prac­tice at Lon­don Busi­ness School, wrote a blog on “Five

Changes Fu­ture Lead­ers Must Face” and one of the changes was the need for all lead­ers to work more col­lab­o­ra­tively. Top tal­ent is a point of con­cern amongst CEOS, and so em­ployer brand­ing is slowly turn­ing into a crit­i­cal strat­egy to ad­dress present and fu­ture tal­ent short­ages. To­day, less than 20 per­cent of busi­nesses rec­og­nize the need to have an em­ployee brand­ing strat­egy, while only 30 per­cent of com­pa­nies with teams of two or more de­part­ments re­spon­si­ble for man­ag­ing their em­ployer brand. In re­cent years though, the HR is now us­ing as­sist­ing from mar­ket­ing to get on to the bat­tle­ground called the in­ter­net and fetch the best tal­ent.

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