Consider this scenario: The CMO creates a brand strategy and positioning, and the marketing team works vigorously to infuse the company’s vision, mission and voice throughout every point of communication — website, advertising, product collateral, press messaging, etc. At some point, the head of human resources catches wind, and given today’s massive talent war, wants marketing to create materials for employee recruiting, retention and engagement — infusing the company’s unified vision into all HR initiatives and ensuring complete alignment.
Now turn that around. A human resources lead (commonly called the chief human resources officer in larger companies) completes the annual resource planning process. Again, facing a highly competitive talent environment, which is undoubtedly impacting both recruiting and retention, the CHRO crafts a comprehensive, but independent business-to-employee (B2E) strategy. However, at some point, the marketing folks catch wind and the HR initiatives are quickly retooled and shoehorned to fit the company’s vision as best as possible, so as not to appear disjointed.
Does any of this sound familiar?
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