Today we’re talking about the importance of differentiating your HR practices to increase your value and the satisfaction of your customers, both internal and external. Check out the video (subscribers click through to view):
The bottom line? You should explore the possibility of differentiating your offerings where you can. I’ve long said that as technology and globalization make the world smaller, the gap between competing companies shrinks. The best way, therefore, to stand out from the crowd is through excellence in HR service delivery. World class HR helps organizations deliver world class service.
Differentiate your HR practices from other organizations. Customize your offerings to the degree you can.
But beware the trap of trying to be all things to all people. below you’ll see some excellent advice on how to know when to accept or reject an opportunity to customize your HR service delivery.
The argument for and against customization
Here’s a snippet from my friend Kris Dunn on how customization can be used to improve your HR service delivery based on lessons learned in a software development environment.
The bottom line is that customization causes complexity. The same logic holds true for your HR shop. If you’re good, you’ve got a set way of doing things, and if you do it the same way often enough, it’s going to work pretty well. But you’ll have requests from your client group often to do it different ways. It’s hard to say no, but you should say no when you can. Complexity eats away at your ability to deliver in an efficient way.
You know when customization for your HR client group really makes sense? The same time that it makes sense for a software company. When the work that you’ll do to customize creates features that can be rolled out to more than one person/client.
Say yes to custom work that results in your HR practice being deeper and capable of delivering more. Make sure you approach it like a product manager, to make it replicable.
Run away from other custom work if you can. But the take above means that if you run away every time custom work is requested, you’re probably transactional – not strategic. Source: The HR Capitalist
I’d love to hear from some of you about what you do to differentiate/customize your HR practices to increase the value you’re offering to your candidates, employees, managers, and customers.