What HR Must Learn from Marketing
Human Resources has a marketing problem: it needs to learn to be more like marketing. Yes, HR has historically been poor at communicating and demonstrating its value, but it goes beyond that.

High-performing organizations (HPOs) are placing significant emphasis on becoming more analytically-driven and market-focused. While the HR functions within these top companies are adapting their orientations to support and deliver against these imperatives, there are many lessons HR must learn from their organization's marketing function, a function that was forced to evolve from tactical to strategic and has established foundations upon which HR can learn from and refine its efforts.

Quantify and validate your impact on the business
Since the dot.com bubble burst 13 years ago, corporate leadership has tightened its grip on corporate marketing and held it accountable for its impact on the business. This forced marketers to evolve the way marketing measured its success; away from efficiency measures (e.g., cost per click and click-through rates), towards effectiveness measures (e.g., number of marketing qualified leads generated), and ultimately impact measures (e.g., marketing's contribution to sales forecasted pipeline).

Much of this evolution was enabled by marketing's collaboration with sales. This collaboration has allowed marketing to focus on measures that actually "move the needle" and has broadened its impact on the business.

What HR must learn i4cp research has consistently shown HPOs are evolving from efficiency measures (e.g., cost-to-fill and average training hours per employee), to effectiveness measures (e.g., quality of attritionand quality of hire), with their eyes towards impact measures (e.g., customer satisfaction and revenue growth). HR must get out into the business and understand how it makes money. In