Despite the (unfortunately all-too-common) perception amongst my peers that all I do is ‘play around on Twitter and Facebook all day’, my day-to-day role at the Stopgap Group is in fact rather diverse and indeed, unique.
For those of you that are still unsure as to what I actually do (including my other half!), I look after the marketing and Social Media functions for Stopgap, Fitzroy and Courtenay; marketing, executive and HR recruitment firms respectively. Whilst this variety in brands affords me an enjoyable amount of diversity in my day-to-day role, it has also allowed me to look at both marketing and HR from a holistic viewpoint.
If I look back to when I started in the Marketing department here in late 2007, I wouldn’t be alone in claiming that HR and marketing were separate entities requiring different methods of thinking, marketing and strategy. Move the clock forward to 2010 however, and Social Media has been a huge catalyst, I believe, in bringing these two functions closer together.
I first gained my first real glimpse of this at the well-received Connecting HR event in March. I attended the event in a professional capacity representing the marketing function of Courtenay HR, but soon found I had more in common with the HR community than I had previously thought.
Several insightful conversations with various HR practitioners caused something of an epiphany for me. Listening to these HR professionals discussing the role of Social Media from a human resources perspective, I found that this new medium has blurred the lines between marketing and HR exponentially.
Employees are now much more accountable in terms of ‘employer branding’ than ever before. Traditionally, it has been marketing departments that have set the agenda for controlled communications. ‘Digital Democracy’ however, has given all workplace denizens a voice – and thus an opinion that audiences listen to.
Similarly, ‘brand advocates’ within an organisation are being increasingly used to market the company. In our own organisation, we have several prominent Social Media users whose primary function within the organisation is not marketing. Nevertheless, their blogs, tweets and LinkedIn interactions have all combined to create an additional Social Media marketing / branding function that has undoubtedly complimented the more ‘established’ marketing efforts coming from my direction.
HR and marketing have so many similarities. Both aim to engage groups of people. Both functions wish to market an organisation in the best possible light. Both look at new ways of communicating and engaging – the list is endless.
Now these similarities are not ‘new’ – these principles have been fundamental to these two disciplines for a long, long time. However, the way we as humans communicate is shifting dramatically – and this can be ascribed almost wholly to the advent of Social Media.
As long as HR and marketing remain intrinsically about connecting and communicating with people, I have no doubt that Social Media will be the catalyst that draws these functions even closer together – and why not? Marketing and HR are natural bedfellows and I believe it’s crucial for early adopters of this way of thinking to champion this union and achieve some very big things.