Professionalising family firm through internal HR marketing: a case of Ratnamani Metal and Tubes Ltd.

Abstract

Purpose The paper reports the practices and interventions adopted at a successful business transformation in an Indian family run organization. The firm deployed internal HR marketing and large-scale interface to deliver results in terms of improved financial performance. Design/methodology/approach Single case study method and grounded theory approach was used to conceptualise the practices deployed to implement desired change. Multiple interviews and on-site observations were conducted and validated through different primary and secondary data sources to build the case narrative. Findings The results demonstrate how repositioning and rebranding of HR as strategic partner helped in building promoter and line manager buy in of HRM initiatives, build capabilities, controlled employee attrition, increased engagement and productivity, and eventually resulted in improved the financial performance of the company. Research limitations/implications The article is based on single organization in India. Hence, generalizability of the study is limited. The description and analysis provide insights about internal HR marketing and navigating the professionalising journey of traditional firms. Practical implications Scholars and practitioners working in the domain of internal HR marketing, employer/HR branding will develop a nuanced understanding of using internal HR marketing as a strategic tool for business realignment. The study also makes readers aware about the dilemmas faced by decision-makers during such transitions. Originality/value The study illustrates how internal HR marketing can be successfully deployed in family business environments and adds to both “family business management” “Internal HR Marketing” and “Employer/HR branding” literature.