Another satisfied customer? It depends on HR

By Paul Tjoen
|Canadian HR Reporter|Last Updated: 04/18/2001

As customer relationships increasingly shape the way that companies do business, HR professionals need to insert themselves into managing the changes that will contribute to improving these relationships.

They can do this by working with marketing and operations departments to identify the issues associated with various customer interfaces and using their own functions — training, evaluation, compensation and hiring — to improve the customer’s experience.

After all, HR managers are responsible for getting the right people for an organization, and training and evaluating them to improve the interaction with the customer. By finding the right people to support the marketing and operations departments, and their customer relationship management, the HR department is contributing to the success of their strategies and therefore adding value to the company.

The first step in supporting those other departments is understanding their strategies and the issues they face.

In the strategic context, Customer Relationship Management (CRM) is an approach to cultivating relationships with customers by acquiring information about customer buying preferences and behaviour to better satisfy consumers.

CRM as a strategy should engage all levels of the organization and therefore ought to include the input of, and co-ordination with, the HR department.

Customers value differing levels of relationships and different aspects of their relationship with a company depending on the nature of the product or

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