In any organization today, the Human Resources department takes care of employee needs like worker services, training programs and initiatives. But, are these enough?Isn't there a need for people-centric rules and processes that don’t just work within the office environment and facilitate better communication, but also extend to customer-centric applications?

Work economy today
The emphasis today is on information assets, knowledge assets, intangible assets and intellectual capital. Business model innovation requires a paradigm shift in rethinking existing strategies as well as the way information and knowledge flow within the organization.

Discovering new ways to communicate, transfer information, innovate, add value, perform, measure performance and also use communication technology in a manner that facilitates the spread of knowledge all through the organization is imperative today.

An evolutional development in the leading businesses of today is to seek the competitive edge through faster and better interactions. The ways in which we work with each other, communicate, transfer information, view authority, innovate, add value, perform and measure performance in the workplace is undergoing a definite transformation.

At the same time, higher levels of stress, customers demanding more, increase in diversity, more competition, new communication channels and a greater pressure to deliver more with less is forcing organizations to re-look the prevalent work culture.
Providing better customer service, discovering new customers and increasing customer revenues are the goals of any CRM initiative. Interactions between customers on web sites, mail campaigns, brick and mortar stores, call centers; with mobile sales force staff and other marketing resources are an integal part of customer service applications.

But what happens when interactions within the enterprise that provide CRM solutions don’t really follow a smooth pattern? With the extended virtual enterprise, independent workers who live in a work-world devoid of meaningful human interaction often as outsourced specialists on contract can feel marginalized and isolated. The current economy dictates downsizing, restructuring and reengineering. As a result more and more employees are following the virtual employee model today.

What we have here are faster and more frequent interactions between the company and employees. Traditionally companies used to spend more time and money on high induction, training and development costs. But, low morale and sub optimal employee performance proves that companies are not getting their employee relations right.

The need for an employee relationship management system within the enterprise is critical today. ERM is not a technology, or a product or an application but a strategy that aims to bring conversation into newer avenues within an organization.

Sharing and creating knowledge motivates employees to learn and think in terms of a learning community. Collective learning fosters coping skills and builds change-resilience skills in a fast changing new environment.

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