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5 Human Resource Management Functions Every HR Manager Needs to Know

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5 Human Resource Management Functions Every HR Manager Needs to Know

There’s something every single company needs to operate, regardless of the industry or product, and that’s people.

Just as there are professionals who specialize in managing products and services, there’s also a need for human resource management.

Learn what it is and the key functions every HRM needs to operate.

Recently, we’ve heard the term “People Operations” used much more frequently than human resources. Are they the same? Not exactly. People ops is technically considered a subset under HR. However, in many companies, they are used interchangeably.

While human resources focus on the structural and legal pillars such as hiring, compliance, compensation, and benefits, people ops look at the cultural implications and focus on things like employee satisfaction, productivity, and diversity and inclusion.

5 Main Functions of Human Resource Management

1. Recruitment and Staffing

When you think of HR, recruitment and staffing is probably the first thing you think about.

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HRM requires working hand-in-hand with recruiters to identify top talent, set budgets, conduct background checks, and negotiate compensation and benefits.

In addition, they must be well versed in employment law to know how to comply with federal and state legislation regarding worker rights, discrimination, and more.

HRM also oversees onboarding, the process of integrating a new hire into the company. This involves setting up training, providing equipment and access to necessary software, and team introductions.

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Knowing how new employees are responding to them can be helpful in ensuring the employee’s long-term success at the company.

In fact, a 2021 data by Microsoft revealed that new hires are 3.5 times more likely to be satisfied with their onboarding experience if their manager played an active role.

By knowing this information, they can tweak the process to increase managerial involvement in onboarding.

2. Employee relations

A 2021 HBR study found that 89% of workers were not satisfied with their jobs – 85% said that their well-being had declined and 56% said that their job demands had increased.

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For HR, that’s a major concern because that can directly lead to high attrition. HR professionals are tasked with identifying these issues through internal NPS surveys, meetings, and other methods, then putting systems in place to address them.

In addition to these responsibilities, conflict resolution is another major aspect of employer-employee relations at the workplace. This can be anything from friction between two employees who don’t get along to a sexual harassment claim.

Human resources management is tasked with investigating these claims and taking appropriate action to maintain a safe workplace for all.

Beyond conflict, a communication standard can also be set by HR to promote transparency and encourage openness. This can look like mandatory weekly one-on-one meetings between managers and direct reports, monthly skip-level meetings, quarterly AMAs, and more.

3. Learning and Development

According to 2021 Glint data, having opportunities to learn and grow is now the top factor that people say defines an exceptional work environment.

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The survey also found that employees who rate their culture highly are 25% more likely to be happy at work and 31% more likely to recommend working at their organization.

This is why investing in employees’ development can directly impact a company’s bottom line.

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This can look like allocating stipends for role-related courses, providing access to third-party providers, and hosting management training. Having options that cater to both individual contributors and managers is essential to making sure all employees are growing.

Once these programs are up and running, HR must evaluate their effectiveness and make changes as needed.

4. Performance Management

Performance management is another key function of HR, which involves setting performance metrics, review schedules, conduct guidelines, and more.

For instance, what happens if an employee underperforms during the quarter? What are the steps they and their manager can take? This process should be determined by HR.

From probation to termination and everything in between, HRM has it covered.

5. Company Culture

A company’s culture is the set of values, beliefs, and behaviors that define its way of doing business.

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Culture is incredibly important because it affects every aspect of a company, from how employees interact with each other to how they serve customers. Unhappy employees make for unhappy customers.

HRM entails figuring out what employees want and care about and balancing them with company resources. For instance, there has been a shift to remote work since the start of the pandemic in 2020.

While this may seem separate from company culture, how easily companies adapted to this shift is representative of their culture.

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In 2020, a Glint report found that a sense of belonging is the second-highest driver of work culture, behind opportunities to learn and grow. How do you create that belonging?

That’s where HRM comes in – creating this environment and making sure it’s scalable and flexible.

Human resources management is an essential part of every organization, making sure that their most important asset – the people – has everything they need to succeed.

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MARKETING

B2B customer journeys that begin at review sites are significantly shorter

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B2B customer journeys that begin at review sites are significantly shorter

The B2B customer journey can be a long one, especially when the purchase of expensive software subscriptions is under consideration.

“The average B2B customer journey takes 192 days from anonymous first touch to won,” according to Dreamdata in their 2022 B2B Go-to-Market Benchmarks — a statistic described by co-founder and CMO Steffen Hedebrandt as “alarming.”

But the report also indicates that this journey can be significantly sped up — by as much as 63% — if accounts begin their research at software review sites, gathering information and opinions from their peers. Journeys that originate at a review site often lead to deals of higher value too.

Fragmented data on the customer journey. Dreamdata is a B2B go-to-market platform. In any B2B company, explained Hedebrandt, there are typically 10 or even 20 data silos that contain fragments of the customer journey. Website visits, white paper downloads, social media interactions, webinar or meeting attendance, demos, and of course intent data from review site visits — this data doesn’t typically sit in one place within an organization.

“We built an account-based data model because we believe that there’s such a thing as an account journey and not an individual journey,” said Hedebrandt. “So if there are two, three or five people representing an account, which is typically what you see in B2B, all of these touches get mapped into the same timeline.”

Among those many touches is the intent data sourced from software review site G2. Dreamdata has an integration with G2 and a G2 dashboard allowing visualization of G2-generated intent data. This includes filtering prospects who are early in their journey, who have not yet discovered the customer’s product, or who have discovered it but are still searching. This creates a basis for attributing pipelines, conversions and revenue to the activity.

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“Strategically, our ideal customer profile is a B2B software-as-a-service company,” said Hedenbrandt. “B2B SaaS companies are particularly ripe for understanding this digital customer journey; their main investment is in digital marketing, they have a salesforce that use software tools to do this inside sales model; and they also deliver their product digitally as well.” What’s more, it takes twice as long to close SaaS deal as it does to close deals with B2B commercial and professional services companies.

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Read next: A look at the tech review space

The Benchmarks findings. The conclusions of the 2022 Benchmarks report is based on aggregated, anonymized data from more than 400 Dreamdata user accounts. Focusing on first-touch attribution (from their multi-touch model), Dreamdata found that customer journeys where a review site is the first touch are 63% shorter than the average. In contrast, where the first touch channel is social, the journey is much longer than average (217%); it’s the same when paid media is the first touch (155%).

As the Benchmarks report suggests, this may well mean that social is targeting prospects that are just not in-market. It makes sense that activity on a review site is a better predictor of intent.

Hedenbrandt underlines the importance of treating the specific figures with caution. “It’s not complete science what we’ve done,” he admits, “but it’s real data from 400 accounts, so it’s not going to be completely off. You can only spend your time once, and at least from what we can see here it’s better to spend your time collecting reviews than writing another Facebook update.”

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While Dreamdata highlights use of G2, Hedenbrandt readily concedes that competitor software review sites might reasonably be expected to show similar effects. “Definitely I would expect it to be similar.”

Why we care. It’s not news that B2B buyers researching software purchases use review sites and that those sites gather and trade in the intent data generated. Software vendors encourage users to post reviews. There has been a general assumption that a large number of hopefully positive reviews is a good thing to have.


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What Dreamdata’s findings indicate is that the effect of review sites on the buyer journey — especially as the first-touch channel — can be quantified and a value placed on it. “None of us questioned the value of reviews, but during this process you can actually map it into a customer journey where you can see the journey started from G2, then flowed into sales meetings, website visits, ads, etc. Then we can also join the deal value to the intent that started from G2.”

Likely, this is also another example of B2B learning from B2C. People looking at high consideration B2C purchases are now accustomed to seeking advice both from friends and from online reviews. The same goes for SaaS purchases, Hedenbrandt suggests: “More people are turning to sites like G2 to understand whether this is a trustworthy vendor or not. The more expensive it is, the more validation you want to see.”


About The Author

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Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space.

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He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020.

Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.

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