“HR has a mission: High-Impact. Business HRâ€”the HR functions residing closest to business unitsâ€”is at the heart of delivering High-Impact to the business. Here is a look at the three biggest factors differentiating Business HR from a traditional Business Partner approach with Deloitteâ€™s recently updated High-Impact HR Operating Model.”
The High-Impact HR (HIHR) Operating Model places HR customersâ€”candidates, employees, leaders, contingent workers, and alumniâ€”at the center
The HIHR Operating Model defines the role of Business HR in the overall operating model, yet itâ€™s far from a â€œone size fits allâ€™ solution
Focus on services. Business HR needs to articulate â€œwhat it doesâ€ through the lens of its stakeholders
Measure with business metrics. Business HR professionals home in on the metrics that matter to the business and view their performance in light of the impact to those metrics.
Drive the business. From an organizational structure perspective, Business HR resources should be aligned with the P&L structure to help ensure they can operationally support the business
Communities of Expertise. Business HR professionals are active, vocal, and committed teammates with the Communities of Expertise to first design solutions collaboratively that meet business needs and then deploy those solutions to the organization successfully.
Expanded capabilities. Many organizations that implemented a Business HR function merely changed titles, but did not assess the new capabilities required to deliver more strategic services to the business.
Workforce insights. For Business HR to provide effective services, meaningful leadership and consulting to the business, it should apply workforce insights to each business challenge.
“Often the first question Iâ€™m asked is, â€œOur customers are other businesses, so is this research relevant to us?â€ And my response is always, â€œYes, because until Artificial Intelligence runs the world and all future business engagements are conducted chatbot to chatbot, your customer on the other side of the screen isnâ€™t a business, itâ€™s a real person, who is also a consumer.â€”
Therefore, we expect in the B2B segment the impact of an individual employeeâ€™s experience on brand loyalty will be less critical to the brandâ€™s business.
For example, if a manufacturer wants customers to use an online ordering tool but the tool doesnâ€™t work properly or is hard to use, the customerâ€™s employees may choose to work around it by emailing or phoning in orders.
The feedback we receive from SAPâ€™s customers also suggests that the impact on brand advocacy is slightly less for B2B organisations than for B2C brands.
Thatâ€™s not to say advocacy is not important to B2B companies. An increasing number of B2B organisations, including SAP, use the Net Promotor Score rating, which measures advocacy as a key indicator for customer satisfaction and business health
For smaller B2B organisations, the impact may be greater because their customers are less likely to be locked into long-term contracts
Recruitment marketing is a tactical approach that combines social recruiting, content marketing with search engine optimization, employer branding, job marketing, employee referrals, recruiting events, and all other strategies the recruiting team uses to find and engage the best talent in the industry.