Are Human Capital Analytics professionals allowed to question the business model? I mean, we’re not MBA’s, are we? But much of our work with analytics boils down to linking people to business results. But what if the actual business is not doing well to begin with? Will it really matter that the company’s latest employee programs and training are generating more revenue and reducing costs when the mothership is sinking? Can we really take pride in our own silo achievements or as Human Resources and Learning professionals, should we be a bit more assertive when it comes to integrating people with business strategy?
Introducing the Brandful Workforce: a workforce that actively represents and promotes the brand. This concept leaves no choice but for the business strategy to include the employees. It breaks down the silos between marketing, finance, human resources, learning and development, corporate communication and operations. It shows that the power of a good brand not only improves customer loyalty but internally it unites and delights the workforce toward a common goal.
A common goal calls for collaboration which requires integration, which brings us back to data….data integration. Who’s in charge of corporate data integration at your company? It’s starting to get hairy. If you haven’t seen it yet, get ready. Each silo is struggling to keep control of their respective data, but yet, if there was a common unifying factor (like brand) and more cooperation, each department could hopefully see the value in each other’s perspective.
Can you tell that my original training was as a mediator? With this upbringing deeply engrained in all my work, I don’t believe one silo should win out over another to be in charge of the data or the business model. It should be a true collaboration and humble approach that calls for real learning from each other.
That means folks need to be open to new perspectives, one of which comes from Dr. Adrienne Gans of New York University’s Psychology Department. She recently provided me some insightful thinking on the differences between an MBA and psychology student perspective on business. According to Dr. Gans, “The psychologist takes multiple aspects of human capital issues into account in deploying a strategy or program – and does not assume that a good business strategy can be executed without attention to human factors. Deploying a marketing campaign, new product, and branding and rebranding, etc. is as much about understanding and managing people as conducting the product analysis.” What will happen if we continue to leave the business to the business? Aren’t we part of the business?
So what do you think? Can we bring a different and valuable perspective to the business model or should we just stick to our own comfort zone? I don’t know about you, but I like to push the envelope.