The organization system expects the Human Resource (HR) department to have its own branding as a service organization. However, HR branding, which works significantly as a retention tool, has often faced internal conflicts, especially due to socio-political equation and the ownership issue. Both the inter and intra-functional professional limitation of HR adds to this. HR branding is, basically, professing an organization value system and thus, requires a cautioned approach, else the whole exercise may lead to loss of credibility. This article attempts to examine the needs for harnessing a comprehensive approach before the roll out initiative.

The question that seems to be arising often in general Hu- man Resource (HR) leadership is, "Why should branding be important to me? I work in HR, not marketing." It is important to see what brand means in business. Ideally, a brand is a product, service or concept, visibly distinguished from its competitor, enabling it to communicate efficiently, and helping in establishing a unique identity in the eyes of the public. The philosophy behind HR branding comes from the very basic of the expression. HR is a service department and thus, always it is difficult to count its performance in numbers. However, the value proposition of HR in organizational effectiveness is unquestionable. The HR function is the `face' of the organization. Employees base their perception about the organization, largely, on the experience that they have of HR right from beginning of recruitment till post- employment dues settlement. Nevertheless, in spite of just being looked as a support function, HR today is viewed as a key player in driving customer satisfaction and thus, entails corporate success. Thus, it becomes imperative for HR to have its own branding, so that it could continue to protect the strategic interest of the firm and sustain the support so as to achieve the corporate objective. In practice, HR branding is regarded as the subset of employer branding, which in turn, is also regarded as a subset of corporate branding initiatives of the organization. The organization's HR branding initiatives are largely internally focused, meant for the employees within the fold of the organization, whereas bigger employer branding initiatives are externally focused largely meant for the employees in waiting. The role of HR branding primarily aims at retaining the talent, whereas the employer branding works for acquisition of the talent.

A "software major" with almost three decades of operational experience behind it is working on an end-to-end project of its client with huge capital investment. In order to protect the goods and property, the company hired the services of a security agency. The client organization suddenly receives a complaint regarding non-disbursement of salary to the security guard employed by the agency. The client organization's HR rushed to the site to check the cause. On discussing with the Project-in-Charge of the software company, it is learnt that the company is unaware of the recent increase of the minimum wages, so it is not possible for them to settle the increased claim of security agency and as a repercussion, the agency is also unable to release the payment. The software major is, however, pronouncing its world- class HR practice.

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