HR-BRANDING: HOE KAN MARKETING HET IMAGO VAN HR VERBETEREN? Mey Mey Wijsenbek 1.

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HR-BRANDING: HOE KAN MARKETING HET IMAGO VAN HR VERBETEREN?

Mey Mey Wijsenbek

Agenda

Introduction Workshop Theory Research Results Conclusion & Recommendations Questions

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Introduction

Mey Mey Wijsenbek (Dutch & Chinese name )

1991 -1997 Master in Clinical Psychology in Amsterdam

1998 – 2008 Fortis ( Financial Industry) Recruiter Career Counselor/ Coach HR Advisor Head Recruitment & Trainees Fortis NL Global HR Manager

2006 – 2007 Executive MBA at Rotterdam School of Management

Oct 2008 Shell - SIEP Learning Manager Jan 2010 CP Learning Manager (& Operational

Learning Centre Manager Rijswijk)

Workshop

Split in groups of 3-4 people

Please do short introduction round

Discuss 10 min following questions: What is your impression of the image of HR in

your organization? On a scale from 1-10, what score do you think the

business gives HR? What aspects do you think influence the image of

HR?

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Theory

Word of Mouth Communications

Personal Needs Past Experience

Expected Service

Perceived Service

Service Delivery (including pre- and post- contacts)

Translation of Perceptions into Service Quality Specs

Management Perceptions of Consumer Expectations

External Communications to Consumers

Gap 5

Gap 4

Gap 3 Gap 1

Gap 2

The Customer

The Marketer

The ServQual Model

Berry, Parasuraman & Zeithaml

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Theory The ServQual Model

Service Dimensions Explanation

Reliability The ability to perform the desired service dependably, accurately and consistently.

Assurance Employees’ knowledge, courtesy, and ability to convey trust and confidence

Tangibles The physical facilities, equipment, appearance of personnel.

Empathy The provision of caring, individualized attention to customers.

Responsiveness The willingness to provide prompt service and help customers.

Gap 1. An incorrect translation is made of the customer expectation and needs to the services provided.Gap 2. The developed procedures or specs to deliver the intended service do not lead to the intended result.Gap 3. The employees are not able to execute the service & procedures correctly because of lacking skills, experience, knowledge, time, or workload.Gap 4. External communication has over-promised on what they can deliver.Gap 5. Overall, the expected services are not the same as the delivered or perceived service based on all gaps above.

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Research

Three hypothesis1. HR has a bad image

2. We would find negative scores on three dimensions

3. We would find a positive correlation between customer dissatisfaction and identified HR Gaps

Methodology (Quantitative and Qualitative approach)

Semi structured interviews

Two questionnaires Business and HR professional

Business (Rating Support Functions, ServQual dimensions, HR domains, open suggestions for HR and for Survey)

HR Professional (Gaps on HR Domains, open suggestions for HR and for Survey)

Participants

10 internal customers 10 HR professionals

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Results 1 (compared to other support functions)

Results from 10 International managers/ employees

Question => 1) How important is this support function to your work/ results?

Question => 2) How satisfied are your with their services?

The HR department is very important to internal customers (second position – 8,6) but scores 5,6 on satisfaction.

Facility Mngt scores highest with 6,6 Lowest is Performance Mngt with 4,8.

average

importanceaverage

satisfaction

IST 9,0 5,8

HR 8,6 5,6

Compliance 7,6 6,4

Performance Mngt 7,3 4,8

Facility Mngt 7,2 6,6

Corporate Social Responsibility 6,8 6,5

Legal 6,5 5,7

Fortis Audit Services 6,2 6,3

Global Branding & Communication 6,0 5,0

Strategy Development & Acquisition 6,0 5,2

Central Risk Mngt 6,0 6,5

Central Purchasing Office 4,7 6,0

Tax 4,7 5,2

Fortis Foundation 4,5 6,0

Total average 6,5 5,8

Not enough observations

Investor Relations 6,0 4,0

Business Transformation Office 4,0 2,0

Asset & Liability Mngt 3,0 6,0

Fortis Venturing 2,0 -

External Affairs 2,0 -

Investments 2,0 -

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Results 2 (on ServQual dimensions)

Each dimension has sub questions High difference score = negative Standard Deviation gives indication on intra-group consensus Times 2x scores = 10 point scale The dimension Reliability is the most important dimension (8,4) and has the highest

difference score between current (6,4) and appropriate satisfaction (8,0) is 1,6.

Reliability importancecurrent

satisfactionappropriate satisfaction

differenceappr-curr

If HR promises to do something on time, this also happens.4,2 3,1 4,2 1,1

When an urgent problem occurs, HR is available to help you solve the problem. 4,0 3,5 4,0 0,5HR delivers its services right the first time it is being asked.

4,0 3,0 3,8 0,8HR delivers its services on the promised time. 4,4 3,1 4,1 1,0HR can be relied upon. 4,3 3,3 4,0 0,7

average 4,2 3,2 4,0 0,8standard deviation 0,7 0,9 0,6

Willingness importancecurrent


differenceappr-curr

HR employees indicate exactly when the service will be provided.3,9 2,9 3,9 1,0

HR employees deliver punctual service. 4,0 3,0 3,8 0,8HR employees are always willing to help you. 4,0 4,3 4,0 -0,3HR employees are never too busy to react to your requests.

3,3 3,3 3,6 0,3average 3,8 3,4 3,8 0,4

standard deviation 0,7 1,0 0,5

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Results 2 (on ServQual dimensions)

The Dimension Tangibles scores lowest on importance and the highest on satisfaction 7.2

But has a negative difference score (-0,2) which means that appropriate score (7,0) is lower than current satisfaction (7,2).

Assurance importancecurrent


differenceappr-curr

The behaviour of HR employees evokes confidence with you. 4,2 3,4 4,2 0,8You feel confident with your HR requests being taken off by the HR department. 4,1 3,2 4,2 1,0HR employees are always polite against you. 2,9 3,9 3,5 -0,4HR employees have the necessary knowledge and experience to answer your questions. 4,3 3,1 4,0 0,9

average 3,8 3,3 3,9 0,6standard deviation 1,0 0,9 0,8

Empathy importancecurrent


differenceappr-curr

You receive the service and attention needed from the HR department. 4,2 3,1 3,8 0,7The hours that you can approach HR are adequate for you. 3,1 3,6 3,5 -0,1HR employees give you personal attention. 3,7 3,9 3,8 -0,1HR does their best to take care of your best interest. 3,9 3,0 3,9 0,9HR employees understand your specific needs.

3,9 3,2 4,0 0,8average 3,8 3,4 3,8 0,4


Tangibles importancecurrent


differenceappr-curr

HR has a modern looking internet site. 2,9 3,3 3,2 -0,1The office location of Human Resources is visually attractive. 1,8 3,9 3,1 -0,8The HR employees are looking represent able. 3,1 3,5 3,6 0,1The HR documents and materials are looking attractive. 3,7 3,7 4,1 0,4

average 2,9 3,6 3,5 -0,1standard deviation 1,2 0,8 0,8

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Results 3 (on HR Domains)

Questions: How important is this HR Topic for your? And How Satisfied are you? And What would be appropriate?

HR Topic Recruitment, Selection and Hiring is most important to our customers (9,0).

Least important topic to our customers is Management Information (5,8)

Biggest negative difference scores the Performance Management (2,2)

HR Topic

importancecurrent satisfaction

appropriate satisfaction

differenceappr -curr

Recruitment, Selection and Hiring 4,5 3,1 4,1 1,0standard deviation 0,5 0,7 0,6

Training and Development 3,8 3,2 3,8 0,6standard deviation 0,9 0,8 0,8

Reward model & Employee Benefits 4,2 3,3 4,1 0,8standard deviation 0,6 1,2 0,6

Performance Management (Appraisal cycle) 4,4 3,0 4,1 1,1

standard deviation 0,7 0,7 0,7 Management Information 2,9 2,7 3,4 0,8


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Results 4 (on HR domains)

Results from 10 International HR Managers/ Employees

Question: Do you consider this gap to exist for this HR Topic? And can you explain?

Gap 2 (= failing procedures) is identified by HR professionals as largest problem, score 31 on max. 50

Within HR Topic Recruitment, Selection and Hiring (identified by our internal customers as most important and one of the larger difference score) Gap 3 = execution of person (score 9 out of 10) is identified as main cause for dissatisfaction of customers.

HR identifies Performance Mngt as most problematic for internal customers (gap 5 score 8), least problematic Reward & Employee Benefits (gap 5 score 1)

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Conclusion

Hypothesis 1 : HR has a bad Image = Not supported

HR scores needs to score in lowest 20% to support Hypothesis = in lowest 42%

Absolute score needs to be below four = 5,6

HR image is mediocre?

Hypothesis 2: Cause of the bad image = Not supported

Three dimensions need to score negative and with more than 0,5 difference (scale 1 – 5) to support Hypothesis that this is cause of bad image = only two dimensions (reliability 0,8 and assurance 0,6)

Hypothesis 3: Customer dissatisfaction and identified HR gaps correlate =

Partially supported

Hypothesis is supported if correlation between customer and HR professionals results is found = only for performance mngt

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Recommendations

Increase Reliability for the HR Topic Recruitment, Selection and Hiring.

Execution of HR professionals is biggest cause of dissatisfaction. Open HR responses indicate that Time is cause no 1 HR professionals recommend less is more and better!

Strategic Workforce Planning will help identify early when demand for Recruitment/ Selection /Hiring service will go up and additional HR Resources are needed!

Procedures are seen by HR overall as most problematic gap for all HR Topics and especially for Performance Mngt.

Recommendation is to develop “clear” policies/ procedures and communicate frequently the policies/ procedures with all HR departments and especially communicate to the internal customer

HR-BRANDING: HOE KAN MARKETING HET IMAGO VAN HR VERBETEREN? Mey Mey Wijsenbek 1.

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