Back to the opening question, I would say that you need to do both. There's no point in putting in the work that people fail to recognise. And positioning to all ends will come to naught if not backed up by real work. If you want to establish yourself and the work your HR team is doing, branding is a necessity. It need not overshadow the real work you do but it needs to be considered and planned hand in hand with the execution of your projects. As Judith Brown, former Director of HR Research at the International Public Management Association for Human Resources and author of numerous articles and papers argues, "you need to be the go-to person". Judith shares her ideas on how things have changed for HR and why it's critical to assess HR's current reputation with the team.

HR Matters : In a recent article(1), you've argued that "HR continues to balance the demands of several different roles: business partner, internal consultant, operational and administrative expert and both employee and employer advocate. This may sound like business as usual, roles that aren’t likely to create a mad rush of HR people arming themselves for the future. In reality, however, they are new. Although the questions may be the same, the answers most assuredly are not." What do you mean here, Judith ?
Brown : With the changes in industry both locally and globally, I find that the strategies and knowledge that we need to implement our plans encompass more than just administrative process or just simply carrying out tasks. The answers to the roles of these business units are very different today than it was even five years ago.

Take for example, work/life balance. This is a major challenge we face in attracting and retaining talent. HR needs to link their mission and goals to the mission and goals of the business. If you don't change and adapt, you won't be seen as critical or be seen as the go-to person. The balance will change, of course, as time goes by and therefore, there is the need to adapt constantly. However, you need to be an expert in your field.

With the current developments in our economy and how people are responding to it, I believe that organisations are looking to save money now. A few years ago, employees received more in terms of health benefits, than they currently do. We, in HR, need to look into cost effective strategies and always keep the bottom line, for the organisation, in focus. But we also need to consider the bottom line for the employee. It's a question of balance and maintaining your credibility to both management and the employee.

A few years ago, people were focusing more on getting higher wages. But the baby boomers now have to look after older parents and it would seem that money has taken more of a backseat compared to work/life balance. It is really shocking how many organisations though actually do not promote work/life balance but employ a business as usual approach.

Many employees today look for a package and one that's attractive. Therefore, you need to continue to tap into the needs of both the employee and the business, being an advocate of the employee while prioritising organisational goals. Understand that HR is not bringing in the cash -we are spending it. So, if you are not the go-to person to solve the organisation's problems, you lose your relevance. That's really who you want to be.

HR Matters : Do you think that it's critical to determine HR's current reputation and brand with employees? Is it relevant to what HR needs to achieve and why?
Brown : Yes, I believe it is, especially if you're not viewed across the board as a problem solver. But you need to determine this reputation as it sits with both the employee and the employer. I developed a customer service survey some time ago to assess the organisational needs, and I asked employees what they thought of the programmes being offered, what programmes they wanted, and how HR was responding to their needs etc. Many times, HR is afraid to ask as they might not like the answer. But - if you don't ask, you don't know, and won’t know how to respond effectively. In our learning/development area, there were a few programme managers who are falling short of meeting business needs. HR had to step in to assess what the performance gaps were and ensure the learning needs were met. If I had not carried out the assessment, I would not have known these things, and how best to respond - so there is a linkage there. By asking questions, listening and communicating, you are selling your brand. Once you start to ask questions, the people around you see what you can do for them and will view you as savvy and proactive.

HR Matters : In your experience, do you believe that most HR departments market their services to the organisation they serve? Why do you believe this to be the case?
Brown : Some do, the proactive ones. But there are others who fall back on their administrative role. What I see is that the HR staff themselves are not fully equipped to be in their roles. If you view yourself as administrative, then others will view you that way as well. Sometimes, we don't have the knowledge and this will impact on how you are viewed. "Oh, HR is just the administrative arm" - it seems like common sense, but business has changed. There are times when things are going on in the business that feel so external to what HR is experiencing. So, the tendency is for HR to see it as external to them, leading them to not react or even be proactive. Not reacting and not being proactive, not providing answers - this is a reflection of how HR views itself and has a definite impact on how others view HR in return.

HR Matters : How do you suggest HR should position itself? In terms of positive steps they can action off, what would you include in the top five list of things they could do?
Brown : I would say first off, be knowledgeable and know the business you're in. Secondly, listen and communicate to tap into the needs of your customer. See what role you're playing here. Thirdly, link the HR mission and objectives to your organisation's own strategic goals. Identify your employees' needs so that you can craft programmes that meet that requirement. Fourthly, align the HR department to be more responsive to customers and employees. When costs are cut, HR is affected too. Lots of other things fall by the wayside. So, it's best to align the structure to the different business departments in order to be more responsive. You can have a mission statement yet see the reality as something completely different. Lastly, promote and sell what you've done and what it is that you can do to key stakeholders. It will go a long way in showing you are an expert. Do this in all your communications - in reports and newsletters and understand that concrete hard data is key.

HR Matters : What would you say would be a good first step for HR to take on, in embracing a public relations role, in order to brand themselves?
Brown : Resonate and identify what your customer needs are. Know what they want and then market yourself in that role as a problem solver, to meet those needs.

HR Matters : I like it when you said that "The best form of advertising is the actions you take." I completely agree with this in that actions always speak louder than words. How much of what we do in HR is about finesse, branding and PR and how much is about the hard work in repositioning HR effectively? Where do we strike the balance?
Brown : It's not mutually exclusive. When you have got to the point where they see you as a problem solver and part of the business, and not some administrative person, they come to you and you resolve their problems. Automatically you are handling the PR. The hard work is selling yourself. Positioning yourself to meet these challenges as the business and market changes is what is important. You showing yourself adapting and meeting the needs- these actions become your PR. Your hard work is your market tool. In doing one, you end up doing the other.

Judith M.O. Brown, Ph.D., has more than fourteen years experience as a researcher, analyst, and compliance specialist, identifying the major challenges facing human resources professionals, management, and employees in both the public and private sectors, and developing products and resources to enhance their individual and organisational performance.

1 HR as Product : Be the Brand of Choice. Rethink Your Role as a Human Resource Department by Judith Brown.