Blog 05 : Bridging the Divide - HRM Challenges Between Marketing, Sales & HR in Sri Lanka
Introduction
In the ever-changing environment of industries in Sri Lanka, it is
imperative that a harmony between Marketing, Sales, and Human Resource
Management is created. Even though Marketing and Sales segments of a business
work as drivers of revenues, Human Resource Management is responsible for
acquiring, developing, and maintaining those resources. Nevertheless, a rift is
often created between such departments that results in several problems
hampering the effectiveness of the organization and its employees in Sri Lanka.
This blog will critically examine such problems in light of human resource
theories.
Disconnect - Problems and Impact
One of the chief problems is related to a lack of integrated
strategic planning. In fact, often Marketing and Sales departments, in their
zeal to meet aggressive targets, may forget that it is actually the
responsibility of Human Resources to plan recruitment, training, and talent
building. This may cause problems such as:
• Talent Misalignment: There could be
a promise of skills in marketing initiatives that do not lie in the existing
sales team or sales objectives that are not aligned with talent availability.
This leads to a “demand-supply gap” of human talent (Armstrong & Taylor,
2020). For instance, when a new product is introduced that demands skills in
sales, an aggressive recruitment drive by the human resources department is
overlooked.
• High Turnover in Sales: The intense
sales environment, together with a lack of training or poor reward programs,
may have a great impact on sales staff turnover. This is common in Sri Lanka
too, as top sales talent is drawn away by rival firms in highly competitive
sectors. “A robust performance management system, aligned with reward
strategies, is crucial for retention,” according to Boxall & Purcell
(2011).
• Inter-departmental Conflict: There may be misunderstandings about departments or areas’ responsibility and resources. Marketing may feel that Human Resources is too slow in recruitment, while Human Resources may feel that Marketing is expecting too much.
Closing the Gap through Strategic HRM Interventions
A more strategic and integrated approach to human resource
management is required in order to bridge this gap in Sri Lankan industries.
• Strategic Workforce Planning: It
is imperative that the Human Resource department actively partners with the
Marketing and Sales departments to plan workforce needs in line with business
strategies.
• Performance Management & Reward Practices: Ensuring that fair and transparent performance management
practices that reward individual as well as team performance are implemented is
a crucial aspect. This needs to go beyond basic rewards of higher pay and
include aspects of career development and a positive work environment.
"Performance appraisal systems that link individual goals to
organizational objectives are more effective" (Dessler, 2020).
• Cross-Functional Training & Communication: Organizing programs related to cross-functional training could
benefit the Marketing, Sales, and Human Resources departments in understanding
challenges faced and roles played by each.
Conclusion
Alignment of Marketing, Sales, and Human Resource Management
functions is not a nice-to have but an imperative for all organizations in Sri
Lanka that have ambitions of sustained success. Through fixing talent
misalignment issues, ensuring low employee turnovers, and moving towards
conflict-free relationships between functions in organizations, it is possible
to build an interlocking system where all three functions of marketing, sales,
and human resource management work together to ensure that overall business
objectives are accomplished. This will definitely lead to a robust market in Sri
Lanka.
References
• Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of
Human Resource Management Practice. 15th ed. London: Kogan Page.
• Boxall, P., & Purcell, J. (2011). Strategy and Human Resource
Management. 3rd ed. Basingstoke
• Dessler, G. (2020). Human Resource Management. 16th ed. Harlow.
• Ulrich, D., & Brockbank, W. (2005). The HR Value Proposition.
Boston, MA: Harvard Business School Press.
This article effectively identifies key problems like high turnover and talent misalignment in sales teams. I find the recommendation of cross-functional communication programs particularly useful. It underlines the importance of HR as a strategic partner rather than just an administrative function.
ReplyDeleteWhat an excellent comment! I'm happy that the article brought attention to the connection between talent misalignment and turnover. HR's vital role as a strategic partner in team success—rather than merely an administrative one—is added to by the emphasis on cross-functional communication.
DeleteThis blog, in my opinion, makes it very evident how crucial it is for marketing, sales, and human resources to collaborate in Sri Lankan businesses. Poor communication and talent mismatches are still problems for many firms, but they can be resolved with careful planning and equitable compensation schemes. To the best of my knowledge, a few leading Sri Lankan companies have already begun holding joint HR-sales planning sessions in an effort to lessen conflict and enhance teamwork.
ReplyDeleteThat's a very insightful observation! I agree that the blog highlights the critical need for HR, Marketing, and Sales collaboration to address issues like poor communication. It's great to hear that some leading Sri Lankan companies are already holding joint planning sessions, showing positive progress toward better teamwork.
DeleteGreat insights! I’ve noticed that in many Sri Lankan companies, Marketing and Sales teams often operate under intense pressure to meet targets, while HR struggles to align workforce planning with these aggressive goals. Bridging this divide requires not just communication but also integrated performance metrics that reflect both revenue growth and employee development.
ReplyDeleteThat's a very insightful observation! You've perfectly highlighted the key challenge of aligning high-pressure targets with effective workforce planning in Sri Lankan companies. You're right—integrated performance metrics that balance revenue growth and employee development are essential for bridging this divide.
DeleteAn interesting and uncommon topic that shows how cross-functional collaboration affects organisational performance. The challenges you explained were clear and practical. Adding references or short case evidence from Sri Lankan companies will strengthen the credibility of your points.
ReplyDeleteThat's a great analysis! I'm glad the piece effectively highlighted the impact of cross-functional collaboration on performance. You're absolutely right that adding local Sri Lankan references or short case evidence would significantly strengthen the credibility of the practical challenges discussed.
DeleteThis is a well-constructed, thoughtful, and academically strong blog. You identify a real and persistent challenge in Sri Lankan organizations and offer actionable, theory-backed solutions. With added examples, deeper exploration of interdepartmental friction, and a more powerful conclusion, the blog can reach an even higher level of impact and engagement.
ReplyDeleteThat's excellent feedback! I'm glad the blog effectively identified a persistent challenge and offered theory-backed, actionable solutions. You're absolutely right that adding more examples, exploring interdepartmental friction, and crafting a powerful conclusion will boost its impact and engagement.
DeleteGreat post! You clearly describe the HR‑challenges that create divides. In a Sri Lankan state bank environment, bridging talent‑management gaps (like hiring, retention, and training) is especially critical for building a strong, loyal workforce.
ReplyDeleteThanks! I'm glad the post clearly outlined the HR challenges that cause divides. You're absolutely right that in a Sri Lankan state bank, bridging talent management gaps—especially around hiring, retention, and training—is essential for building a strong and loyal workforce.
DeleteAs someone working in Sri Lanka’s hospitality industry, I see these challenges play out daily. Marketing often promises unique guest experiences, while sales teams push hard to secure bookings — but without HR’s support in training, recruitment, and wellbeing, those promises can’t be delivered consistently. In hotels, this misalignment shows up as stressed staff, inconsistent service, and higher turnover. What resonated with me in this article is the call for integrated planning: when HR, sales, and marketing sit at the same table, we can align campaigns with actual talent capacity, reward staff fairly, and build a culture where employees feel valued. For us hoteliers, bridging this divide isn’t just about hitting revenue targets — it’s about protecting the dignity of our teams and ensuring guests leave with the kind of experience that keeps Sri Lanka’s hospitality reputation strong
ReplyDeleteThat is a very insightful perspective from the hospitality frontlines! You perfectly illustrate how misalignment impacts service consistency and staff well-being in hotels. You've hit the nail on the head: integrated planning is crucial for protecting team dignity and sustaining Sri Lanka's strong hospitality reputation.
DeleteYou’ve clearly highlighted how crucial it is for marketing, sales, and HRM to work in harmony—especially for organizations aiming for long-term success in Sri Lanka. When talent is properly aligned, turnover is minimized, and collaboration replaces conflict, these functions can create a powerful, interconnected system that drives overall business objectives.
ReplyDeleteThat's a perfect summary! I agree that the harmonious collaboration of Marketing, Sales, and HRM is crucial for long-term success. When talent is aligned and conflict is minimized, these functions truly become a powerful, interconnected system that drives business growth.
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