4 Reasons to Brand Your HR Department

11
Sep 2022
343
Three women are sitting at a table having a meeting.
Photo Credit: 
Christina @ wocintechchat.com

Author:  Ada Tai, MBA, CPHR, SHRM-SCP

“How is your HR department?”

What answers come to mind when you ask people about their company’s HR department? People’s instinctive response may be that the department is excellent with a thumbs up or rolling their eyes with a “you know, they are HR people” type of stereotype. As you probe, more information surfaces, such as whether the department is knowledgeable or unequipped, strategic or bureaucratic, agile or old school, etc. These answers reflect people’s perception of a company’s important function - the Human Resources department. Today, as businesses navigate the changing economic and labour landscape, and seek ways to maximize the value that employees provide, the role of the HR department becomes more crucial than ever. This calls for an important question: What does your HR organization stand for?

The HR department, like any other support department, although it is a functional section of a given organization, should run just like an organization: with a plan, budget, resources and an operating model.

Branding a department is no different than branding a product or service. First, branding the HR department starts with defining its purpose . In a given organization, the HR department’s brand is to support the overall business brand. We are not unfamiliar with those HR departments that re-branded their name from “Personnel Department” to “Human Capital Area” or “People’s Team.” We’ve also seen HR position titles shifted from “Personnel Officer” to “HR Business Partner” or “Chief People Officer.” These changes reflect the HR department’s desire to evolve and align with the current business needs as a strategic partner. For businesses that compete for innovation and speed, the HR department’s strategic plan must center around supplying the companies with staff and people management programs to promote efficiency and creativity. For organizations that focus on communities’ well-being, the HR department’s purpose is to foster a humanity culture and hire outcome-driven individuals who truly understand communities' challenges and can deliver services with empathy.

Second, designing a compelling brand comes from understanding its customers . Having clear answers to the question of “What do our customers expect from us?” should give the department a precise understanding of the brand identity it wants to establish. HR’s customers include internal customers such as leaders, line managers and staff, and external customers such as job candidates, contractors, industry partners, and other stakeholders. For internal customers, the HR department supplies them with the needed talent-related support. Consulting with internal clients and regularly collaborating helps the HR department grasp their needs. For external customers, HR representatives can be their first point of contact with the organization. Their experience with the HR folks determines their perception of the company.

Third, designing a compelling brand comes from understanding the external market . No businesses exist in a closed environment. Trends, technologies, competitions, labour market and legal changes all shape how we run an HR organization. The continuous environmental scanning will help identify the market needs and changes. Making timely adjustments to the people management programs will put the HR organization above the industry peers, providing the entire business with a competitive advantage.

Finally, the HR department needs to operate with a suitable model and people to support its established brand. The proper operation blueprint derives from designing metrics that direct performance and encourage the right behaviour that the HR brand wants to construct. A strong HR department brand attracts like-minded HR professionals to join the team, thus, creating a productive departmental culture. These individuals carry similar values and are empowered to serve the overall business mission through people management programs.

Clearly outlining the HR department’s brand will strengthen the corporate culture and enable the organization’s advancement in the market. It will also improve the business's overall brand. Having all the departmental branding infrastructure in place is only a start. Educating and communicating the brand's value to current and potential customers will take diligence and ongoing effort.

 


 

I see. I hear. I experience . is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.

Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for 15 years. Through her consulting firm, Ada and the team provide various strategic and pragmatic management consulting services.  Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at the University of Alberta and MacEwan University.

 


 

Contact information:

BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is personal job search and career coaching. The team has effectively helped over 500 people to find work.

 


 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



By Jessica Jaithoo October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. 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Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.
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