Winning repeat business for HR

The classic measure of customer loyalty is repeat business. But for high leverage activities like training courses, developmental assignments, organizational interventions or strategies for diversity, HR often finds its clients looking outside the human resources department for assistance. For servi...

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Bibliographic Details
Published inCanadian HR Reporter Vol. 18; no. 3; p. 15
Main Author Horibe, Frances
Format Trade Publication Article
LanguageEnglish
Published Toronto HAB Press Limited 14.02.2005
Subjects
Brand loyalty
Contractors
Credibility
Departments
Employees
Human resources
Internal customers
Professionals
Success
Canada
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Summary:The classic measure of customer loyalty is repeat business. But for high leverage activities like training courses, developmental assignments, organizational interventions or strategies for diversity, HR often finds its clients looking outside the human resources department for assistance. For services that provide credibility and profile, customer loyalty may be defined as the point at which HR has obtained the right of first refusal from its clients. Credibility is built by being the go-to person. Simply being a broker between the manager and the outside world doesn't boost HR's profile or credibility. This is best obtained if the internal HR professionals run the high level interventions themselves, with one proviso - if it's done stunningly well. The right of first refusal is predicated on the manager's assumption that HR will be honest about its capabilities to provide the service at the level of sophistication needed.
ISSN:0838-228X