By Leah Gradl, Vice President – Support Operations, Kent Companies Inc.
If your HR and Marketing teams sit in separate offices, you’re missing the boat.
Today’s competitive advantage hinges on a high-performing team, both in the field and the office. High performing teams are comprised of loyal, long-standing and engaged employees who consistently deliver high quality work. They understand how their individual contributions impact the bottom line. They know their work matters, and they care.
The rules for building and retaining a high performing team are changing. If Human Resources and Marketing work in silos, you’re missing a critical engagement opportunity.
Signs of a Stale Strategy:
- Performance reviews – 1x per year
- Unexpected loss of A-Players
- Personnel files lack documentation
- Employee surveys are lengthy, difficult to complete
- Low participation in committees (safety, civic/volunteerism, social)
- Newsletter is available in only 1 format (print or email)
- Newsletter features are static
- Newsletter focuses on projects only
- Communications have lengthy content and low readership rates
An Integrated Approach
An integrated communications plan needs input from both Human Resources and Marketing. Human Resources is just that – a resource for employees to access benefits, professional development, coaching and career development opportunities. They’re also a resource for managers to monitor and manage engagement, retention and workforce development. Marketing is a key partner. Strategic internal communications integrates brand standards, culture, voice and the best channels to deliver each message. Together, these teams create a framework for two-way employer/employee conversations.
Charting the Course
Do your HR and Marketing teams have an all-in approach? It starts with a shared annual calendar that charts key activities by each quarter and each month. Define consistent categories such as safety, benefits/compliance, engagement/recognition initiatives, training and development programs, recruitment and public relations. Both teams should work together to populate an editorial calendar for the month, quarter and entire year. Opportunities to consolidate and align messages will quickly emerge.
Next, enhance your performance review process by scheduling a mid-year check in. This process is driven by Human Resources, and it delivers benefits to both managers and employees. A performance review isn’t a one-way, once a year message. It’s a shared document that holds the manager and the employee accountable for progress throughout the year.
On an organization level, do away with lengthy surveys that attempt to deep dive into multiple issues. Instead, consider two questions. First, a Net Promoter Score asks employees to rate how likely they are to recommend your business to family or friends as a great place to work. A 1 to 10 ratings scale gives you an annual benchmark to chart long-term progress. Second, offer an open-ended question that simply states, “Tell us why you answered that way, or tell us how we can improve.” A two-question survey drastically increases participation and completion rates. Together, Human Resources and Marketing can audit results for trends and make recommendations based on their findings.
Be intentional in nurturing A-Players on your team. Don’t take their leadership and engagement for granted. Instead, offer a mid-year program that shapes deeper conversations with high performers. Ask for their candid feedback on what the company is doing well; how company values are lived out; how they want to continue individual development; and what additional skill sets your team could benefit from if asked.
Modern distribution methods for these programs range from fully-robust intranet platforms to low-cost integrated solutions using email marketing, group texting and social media platforms.
Working together, Human Resources and Marketing can standardize key processes, programs and messages. This critical work builds engagement, retention and high performing teams that make a difference on the bottom line.
Leah oversees Marketing, HR, Training & Development and related support operations for Kent Companies, Inc. Kent Companies is the 9th largest concrete contractor nationwide and employs over 1,500 team members in 9 offices across the country. www.kentcompanies.com
