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1 A “Hands On” Workshop on Internal Branding (December 11- December 12, 2008,The Sarovar Premiere, Mumbai) -By Great Place to Work® Institute, India

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Page 1: Branding, Internal Branding

1

A “Hands On” Workshop on

Internal Branding

(December 11- December 12, 2008,The Sarovar Premiere, Mumbai)

-By

Great Place to Work® Institute, India

Page 2: Branding, Internal Branding

2

Energizer

What is my Brand Line?

Page 3: Branding, Internal Branding

A Great Place to Work® Institute Presentation 3

What is my Brand Line

� 3 words /statements to describe

� One that is most like me

� One that I aspire to be

� One that is most unlike me

You should write the above in a different order

Page 4: Branding, Internal Branding

Life Map

0

Birth45 years

Now

Highs

Lows

Incident:Having a sibling

Values: Affection, sharing

Incident: Not making it to the IIT/IIM

Value:Achievement orientation, passion for excellence

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A Great Place to Work® Institute Presentation 5

Sample - What is my Brand line (In any order)

� Excellent communicator

� Humorous

� Lovable

Page 6: Branding, Internal Branding

A Great Place to Work® Institute Presentation 6

Branding – An Important part of a person’s

success

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A Great Place to Work® Institute Presentation 7

Branding for successful leaders

� Research shows that the CEO’s personal brand has

tremendous impact on employee loyalty and resilience.

� Infosys Chairman and Chief Mentor N R Narayana Murthy has

emerged as India's most admired business leader, for the fifth

consecutive year, in the 5th Annual B-School Study conducted

by Brand-comm, a leading brand consulting, advertising and

PR firm headquartered in Bangalore

� About 545 students from 13 leading management institutes

across the country participated in the survey

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A Great Place to Work® Institute Presentation 8

Branding for successful leaders

� B-school students admire Narayana Murthy for being a socially

responsible individual.

� He is looked up to as a leader who is honest and passionate

about his work.

� The clarity and consistency in Murthy's personal branding and

positioning seem to have been highly effective for the last five

years.

� Ratan Tata is admired for being a visionary and for his

commitment for the country's development.

� Azim Premji is admired for his values towards his employees,

for his integrity, discipline and vision for Wipro.

� The flamboyant Vijay Mallya, who was low in rankings last year

has climbed up to the fourth position is admired for his energy,

dynamism, flair, foresight and capacity to innovate.

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A Great Place to Work® Institute Presentation 9

Branding for successful leaders

� Several Indian actors and politicians have created an aura around themselves.

� It could be an 'unconscious' or 'spontaneous' build-up of the brand or a carefully-orchestrated creation of a personal brand, but it always works.

� "In order to succeed as a personal brand, you need to have complete clarity and a profound understanding of who you are, what you stand for and what you want to be known for and remembered as."

� In a survey when the name Mahatma Gandhi was written , the first thought that 94 per cent of the crowd came up with was 'honesty'

� Successful leaders live their promise 24x7 !

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10

Expectations…

-from the workshop

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A Great Place to Work® Institute Presentation 11

Participants Objectives

� “To seek steps in strengthening internal

communications; make it a major stakeholder in the

scheme of things”

� “I’d like to understand how this function works in

other organizations, as well as learn more about

structured forms of measurement. Also, this

particular workshop deals with internal

communications in difficult times and we are

definitely facing those right now.”

� “To understand the impact of correct branding and

communication”

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A Great Place to Work® Institute Presentation 12

Participants Objectives

� ”Process based management of internal branding”

� “To understand the importance of internal branding in an Organization, not merely as a concept, but also as an approach in practice”

� “Understand and emulate best practices from across the industry”

� “Business cases and future trends”

� “Industry benchmarking”

� “How to Retain Employee trust in Turbulent Times”

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Participants Objectives

� “To understand employee engagement and communication better”

� “Understand Key Tools and techniques for talent Identification and retention, Employee engagement”

� “To be enlightened on the finer aspect of internal branding, especially since this is a new field for me”

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Specific Inputs Desired by the Participants

Specific Inputs Desired

9 9 910 10

6

0

2

4

6

8

10

12

14

16

18

20

No

of

Pe

op

le

How to build a business

case for internal branding

Understanding methodology

for internal branding

Use of diagnostic tools in

internal branding

How to align HR processes

with brand attributes

How to overcome

challenges in implementing

internal branding

Training Evaluation Inputs

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A Great Place to Work® Institute Presentation 15

What are the main reasons for your organization’s

interest in internal branding?

(in order of importance)

� Internal Communication/Marketing

� Reduce Attrition/Increase Retention

� Employee Engagement

� Marketing to Prospective Employees

� Popularise HR

� Build a sense of loyalty , pride within the organisation

� Communication during turbulent times

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A Great Place to Work® Institute Presentation 16

What specific action has your organization taken,

or intends to take in internal branding?

( in order of importance)

� Effective Communication

� Employee Engagement

� Internal Branding campaigns/ Internal branding communication

� Others-

External brand image for recruitment,

Evaluating deployment tools,

Linking branding to strategy,

Nothing done systematically,

Employee survey

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Area of focus during the workshop (in order of

importance)

� Internal Branding - Methodology, Diagnostics, Application

� Effective Internal Communication/Marketing

� Employee Engagement

� Others-

Retention and attracting Talent

Methods of increasing brand equity

Employee Satisfaction / Motivation

Learn Internal branding concepts

Understand challenges in building and implementing internal branding initiatives

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Sessions – Day 1

Session 1 (9:00 am – 10:30 am)

To understand the basic conceptual framework of internal

branding and define learning outcomes and agenda.

Session 2 (10:45 am – 12:45 pm)

Common understanding of the benefits of internal branding, and

building a business case for internal branding

Session 3 (1:45 pm – 3:15pm)

Understand in detail the methodology for implementing internal

branding

Session 4 (3:30 pm – 5:30 pm)

To understand and apply relevant diagnostic tools to assess

current situation and plan appropriate internal branding roadmap

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A Great Place to Work® Institute Presentation 19

Sessions – Day 2

Session 5 & 6 (9:00 am – 1:00 pm)

To understand and practice how to align HR processes with

Brand attributes, define measures, and leveraging the power of

the internal brand to attract and retain talent

Session 7 (2:00 pm – 4:00pm)

To design a communication plan for the Organization.

Session 8 (4:15 pm – 5:30 pm)

To identify challenges in implementation / institutionalization and

ideas on overcoming the same.

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A Great Place to Work® Institute Presentation 20

Employee Engagement

Employer Brand

Vision & Values

What is Internal Branding?

BrandingBranding

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A Great Place to Work® Institute Presentation 21

“ Brand ” ?

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A Great Place to Work® Institute Presentation 22

Match The Following:

HLLHLL

RelianceReliance

InfosysInfosys

ProfitsProfits

LeadershipLeadership

Marketing SkillsMarketing Skills

HLLHLL ProfitsProfits

RelianceReliance

HLLHLL ProfitsProfits

InfosysInfosys

RelianceReliance

HLLHLL ProfitsProfits

Marketing SkillsMarketing SkillsInfosysInfosys

RelianceReliance

HLLHLL ProfitsProfits

LeadershipLeadership

Marketing SkillsMarketing SkillsInfosysInfosys

RelianceReliance

HLLHLL ProfitsProfits

Page 23: Branding, Internal Branding

A Great Place to Work® Institute Presentation 23

HLLHLL

RelianceReliance

InfosysInfosys

HLLHLLHLLHLL

RelianceReliance

HLLHLL

InfosysInfosys

RelianceReliance

HLLHLL

InfosysInfosys

RelianceReliance

HLLHLL

Brand is an INTANGIBLE ASSET

LeadershipLeadershipInfosysInfosys

RelianceRelianceProfitsProfits

HLLHLL Marketing SkillsMarketing Skills

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BRAND

“Brand is the sum total of all

perceived functional and emotional

aspects of a product or service”

“All great brands have one

purpose – to create a unique and

strong emotional bond between

themselves and their audience”

- Alan Begstrom & Dannielle

Blumenthal

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A Great Place to Work® Institute Presentation 25

Corporate Brand as a property is shared by

Stakeholders and Employees

Brand

Personality

Brand

Image

Brand

Identity

Brand

valuesBrand

Equity

Brand

Positioning

Page 26: Branding, Internal Branding

A Great Place to Work® Institute Presentation 26

What's in a Brand?

� Helps you stand out from the crowd

� Sets you apart from competitors

� Allows you to be distinctive, unique, different

� Reflects your culture

� Symbolizes who you are, what you believe in

� A potentially powerful marketing tool

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BRANDING EVOLUTION

Durables Brand

FMCG Brand

Corporate Brand

Retail Brand

Service Brand

Products

Products +salesperson

Products+salesperson+suppliers + employees

Involvement of greater number of aspects of organization

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Corporate Brand

Corporate Brand

•Logo, symbol, trademark

•An image

•Corporate vision, values

•Mission statement

•A catchy song, slogan

•Caters to a specific niche,

target market

•Positioning statement

•An experience

Brand Image

Brand -

Personality

Brand Equity

Brand -

Positioning

Brand Identity

Corporate

brands are

typically

recognizable

in the

external

market.

Leads to

Leads to

Internal Brand •Extension of

corporate brand

•Embodies

corporate vision,

values

•Consistent with

mission statement

•Reflected in

people/HR policies

and programs

•Employer value

proposition

Communicated to employees

Communicated to customers/

stakeholders

Brand Image

Brand -

Personality

Brand Equity

Brand -

Positioning

Brand Identity

Brand Image

Brand -

Personality

Brand Equity

Brand -

Positioning

Brand Identity

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A Great Place to Work® Institute Presentation 29

What is Internal Branding?

Employer Brand

Branding

Values & Vision

Employee Engagement

What is Internal Branding?

Branding

Values & Vision

What is Internal Branding?

Branding

Employer Brand

Values & Vision

What is Internal Branding?

Branding

Employee Engagement

Employer Brand

Values & Vision

What is Internal Branding?

Branding

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A Great Place to Work® Institute Presentation 30

Perception – behaviours

Behaviours

Performance

Influences – Touch points

Perception

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A Great Place to Work® Institute Presentation 31

“Nothing kills a bad product or service faster than good advertising”

Why Internal branding - Reality Check

Bra

nd

str

en

gth

Communication

Brand Awareness Brand Experience

Branding without living the brand promise is suicide!

Page 32: Branding, Internal Branding

A Great Place to Work® Institute Presentation 32

Internal branding

Internal

Branding Customers

Image Brand identity

Brand personalityCore values

Organization

Mission Culture

Vision

• Before projecting the Brand to outsiders (stakeholders), it should be

adopted by the Insiders.

• It has to be deeply rooted in something existing, solid & permanent in order

to be plausible and convincing.

Brand values

� Branding efforts within the organization that enables an organization to build cooperation, collaboration and alignment with their internal and external customers on the products, policies and functioning of the organization.

Page 33: Branding, Internal Branding

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Internal Branding

The extent to which the brand beliefs are

being lived by employees of the

Organisation (and demonstrated as

appropriate brand behaviours) determine

the success of internal branding

Internal branding involves:

� Communicating the brand effectively to

the employees

� Convincing employees of its relevance

and worth

� Successfully linking every job in the

Organisation to delivery of brand

essence.

Page 34: Branding, Internal Branding

A Great Place to Work® Institute Presentation 34

ExternalExternalExternalExternal

StructureStructureStructureStructure

InternalInternalInternalInternal

StructureStructureStructureStructure

IndividualIndividualIndividualIndividual

CompetenceCompetenceCompetenceCompetence

•Corporate Image

•Customer & Supplier

relationships

•Brand Equity

•Organization Structure

•Systems & Processes

•Patents & Copyrights

•Competencies

•Individual Values

•Experience

•Training

COMPANY VALUES/ BRAND BELIEFS

Intangible Assets

Sveiby’s Intangible Asset Framework

Page 35: Branding, Internal Branding

A Great Place to Work® Institute Presentation 35

What is Internal Branding?

Employer Brand

Branding

Vision & Values

Employee Engagement

What is Internal Branding?

Branding

Vision & Values

What is Internal Branding?

Branding

Employer Brand

Vision & Values

What is Internal Branding?

Branding

Employee Engagement

Employer Brand

Vision & Values

What is Internal Branding?

Branding

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A Great Place to Work® Institute Presentation 36

Personal Values

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InnovationInnovation

CommitmentCommitment

Compassion

Compassion

JusticeJusticeEnduranceEndurance

PassionPassion

DeterminationDetermination

PassionPassion

IntegrityIntegrity

Personal Values

DeterminationDetermination

Page 38: Branding, Internal Branding

A Great Place to Work® Institute Presentation 38

Organizational Values

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A Great Place to Work® Institute Presentation 39

QualityQuality

Service to othe

rsService

to others

Marketing focusMarketing focus

InnovationInnovation

Seamlessness

Seamlessness

Value for money

Value for money

ExcellenceExcellence

ActionAction

Organizational Values

Page 40: Branding, Internal Branding

A Great Place to Work® Institute Presentation 40

What are Values?

� An organization’s values are those beliefs with which the

organization and its people do not compromise, even under

extreme pressure.

� They are an organization’s essential and enduring tenets.

� This may be to do with the way it treats its employees, the value

it places on technical excellence or the way it behaves with

regard to the external world and the environment

� They constitute a small set of guiding principles which help inachieving operational, personal or organisational goals -- both short-term and long-term.

““““Values are like fingerprints. Nobody's are the same, but you leaValues are like fingerprints. Nobody's are the same, but you leaValues are like fingerprints. Nobody's are the same, but you leaValues are like fingerprints. Nobody's are the same, but you leave 've 've 've 'emememem all over all over all over all over

everything you do.everything you do.everything you do.everything you do.””””

- Elvis Presley

Page 41: Branding, Internal Branding

A Great Place to Work® Institute Presentation 41

Values of some organizations

Wipro:

� Human Values

� Integrity

� Innovative Solutions

� Value for Money

GE:

� Imagine

� Solve

� Build

� Lead

TATA:•Integrity - Conduct business fairly, with honesty & transparency.

•Understanding - Be caring, show respect, compassion and

•Humanity for colleagues and customers around the world and

always work for the benefit of India.

•Excellence - Constantly strive to achieve the highest possible

standards in day-to-day work and in the quality of the goods and

services provided.

•Unity - Work cohesively with colleagues across the group and

with customers and partners around the world, building strong

relationships based on tolerance, understanding and mutual

cooperation.

•Responsibility- Continue to be responsible, sensitive to the

countries, communities and environments in which they

work, always ensuring that what comes from the people goes

back to the people many times over.

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What is Internal Branding?

Employer Brand

Branding

Vision & Values

Employee Engagement

What is Internal Branding?

Branding

Vision & Values

What is Internal Branding?

Branding

Employer Brand

Vision & Values

What is Internal Branding?

Branding

Employee Engagement

Employer Brand

Vision & Values

Branding

Page 43: Branding, Internal Branding

A Great Place to Work® Institute Presentation 43

What is Vision?

Page 44: Branding, Internal Branding

A Great Place to Work® Institute Presentation 44

"The meaning of our existence is not invented by "The meaning of our existence is not invented by "The meaning of our existence is not invented by "The meaning of our existence is not invented by

ourselves, but rather detected." ourselves, but rather detected." ourselves, but rather detected." ourselves, but rather detected."

"What matters is not the meaning of life in "What matters is not the meaning of life in "What matters is not the meaning of life in "What matters is not the meaning of life in

general, but rather thegeneral, but rather thegeneral, but rather thegeneral, but rather the specific meaning of a specific meaning of a specific meaning of a specific meaning of a

person's life at a given moment." person's life at a given moment." person's life at a given moment." person's life at a given moment."

Viktor E Frankl – Man’s Search for meaning

Page 45: Branding, Internal Branding

A Great Place to Work® Institute Presentation 45

Match the Organisation with the Vision

statement…

Match the following

Walt Disney

Walmart

3M

Merck

Nike

To give ordinary folk the chance to buy the same things as rich people

To make people happy

To discover, develop and deliver innovative pharmaceutical products that meet a true need and make a real difference to people's lives.

To bring inspiration and innovation to every athlete* in the world (*If you have a body, you are an athlete)

To solve unsolved problems innovatively

Page 46: Branding, Internal Branding

A Great Place to Work® Institute Presentation 46

And the answers are…

Walt Disney

Walmart

3M

Merck

Nike

To make people happy

To give ordinary folk the chance to buy the same things as

rich people

To solve unsolved problems innovatively

To discover, develop and deliver innovative pharmaceutical

products that meet a true need and make a real difference to

people's lives.

To bring inspiration and innovation to every athlete* in the

world (*If you have a body, you are an athlete)

Page 47: Branding, Internal Branding

A Great Place to Work® Institute Presentation 47

What is Vision?

Vision can be defined as a “Snapshot of the

Future”

It is a statement of intent of a company

which describes the primary purpose for

the company’s existence

It shapes the character and defines the kind

of organization that needs to be built.

It is built on the strength of the core values

of the organization.

The desired future

““““It is a terrible thing to see and have no vision.It is a terrible thing to see and have no vision.It is a terrible thing to see and have no vision.It is a terrible thing to see and have no vision.””””

---- Helen KellerHelen KellerHelen KellerHelen Keller

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What is a Shared Vision?

� An expression of the collective

aspirations of people in an organization,

instead of a means to manipulate people

to achieve organizational goals and

objectives

� The link between each individual’s

personal dreams and the organizational

values

� Everyone in the organization has a

chance to influence it

The practice of shared vision involves the skills of unearthing The practice of shared vision involves the skills of unearthing The practice of shared vision involves the skills of unearthing The practice of shared vision involves the skills of unearthing shared shared shared shared ‘‘‘‘pictures of the futurepictures of the futurepictures of the futurepictures of the future’’’’ that that that that

foster genuine commitment and enrolment rather than compliance.foster genuine commitment and enrolment rather than compliance.foster genuine commitment and enrolment rather than compliance.foster genuine commitment and enrolment rather than compliance.

---- Peter Peter Peter Peter SengeSengeSengeSenge

Page 49: Branding, Internal Branding

How is Vision connected to Organisation results ?

Vision

Rationale

Vision Statement

Content

Intermediate

Outcomes

Firm

Performance

Source : Christopher K. Bart, Nick Bontis, Simon Taggar, Management Decision

Volume 39 Number 1 2001 pp. 19-35

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What is Internal Branding?

Employer Brand

Branding

Values & Vision

Employee Engagement

What is Internal Branding?

Branding

Values & Vision

What is Internal Branding?

Branding

Employer Brand

Values & Vision

What is Internal Branding?

Branding

Employee Engagement

Employer Brand

Values & Vision

What is Internal Branding?

Branding

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Employer BrandUnique Selling Proposition...

� Practice of developing, differentiating and leveraging your

organization’s image as an employer...to the current and future

workforce...

� Not just a marketing exercise - it is the beginning of an

employment relationship...

� Employer Branding is about Revealing not Concealing the

essence of your organization

� It is a promise that needs to be reconfirmed throughout an

employee’s career...

� It is discovered not invented

� It must be managed, not manipulated

Page 52: Branding, Internal Branding

MATCH THE FOLLOWING:

Texas InstrumentsTexas Instruments

GoogleGoogle

SaskenSasken

Freedom & CreativityFreedom & Creativity

Employee InvolvementEmployee Involvement

Learning & Dev.Learning & Dev.

Page 53: Branding, Internal Branding

EMPLOYER BRANDING DEFINED…

Représentation of the organization

in such a way that 2 basic questions

are answered :

�Why should I start working for this

organization?

�Why should I stay working for this

organization?

Page 54: Branding, Internal Branding

A Great Place to Work® Institute Presentation 54

Employer Branding Defined…

An Employer Brand (like any brand) is

what you do, not just what you say!

“An employer brand can be defined as the sum of all

experiences (positive and negative) that people have with

your organisation before they join, during their stay and

after they leave the organization.”

© Sanghani, Sveiby. 2003.

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What is Internal Branding?

Employer Brand

Branding

Values & Vision

Employee Engagement

What is Internal Branding?

Branding

Values & Vision

What is Internal Branding?

Branding

Employer Brand

Values & Vision

What is Internal Branding?

Branding

Employee Engagement

Employer Brand

Values & Vision

What is Internal Branding?

Branding

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““““People will forget what you said , people will forget what you dPeople will forget what you said , people will forget what you dPeople will forget what you said , people will forget what you dPeople will forget what you said , people will forget what you did id id id

but people will never forget how you made them feelbut people will never forget how you made them feelbut people will never forget how you made them feelbut people will never forget how you made them feel””””

Maya Angalou

Employee engagement

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What is Employee Engagement?

� “Employee Engagement is not just about employee

satisfaction - it is about the discretionary effort that

differentiates high-performing staff”

� Discretionary effort by employees results only when

they trust their management and colleagues

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What is Employee Engagement?

Employee Engagement is…

� Where the employee trusts the organization and the people

they work with

� Where the employee is willing to channelise his/her

“discretionary effort” for furthering the organization’s

interest

� Where employees can see the link between their

personal/career goals and the organizational goals

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Corporate Brand

e.g. Whatever it takes

Vision,Mission,Values,culture

Employer Brand

Why will the right people join us

and stay with us?

Internal Branding

e.g. People willing to do

“Whatever it takes”

Employee Engagement

To Sum up…

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60

Session 2

Benefits of Internal Branding

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61

Benefits of Internal Branding to

my Organization

Why Internal branding?

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Benefits of Internal Branding for my

organization

� Please work at each table.

� Your table comprise of people from different organizations.

� Please take some time to share with the Table what you perceive as benefits of internal branding to your organization.

� Brainstorm as a Table on the key benefits of Internal Branding and make a note of it.

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A Great Place to Work® Institute Presentation 63

(n = 228)

Percent of Respondents that have experienced

improvement

0% 20% 40% 60% 80% 100%

Retains Current

Employees93%93%

Leads to

Improved

Business Results

71%71%

Increases Employee

Engagement or Satisfaction91%91%

Attracts Job

Candidates90%90%

Motivates

Employees

in Their Work

79%79%

Other (e.g., Unique

Culture)44

%%

11

%%

Do NOT believe

there

are significant

benefits

Source: Hewitt’s Survey on “Emerging Trends in Employee Branding”

Benefits of Internal Branding according to research

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Why Internal branding?

� Internal branding is not about building loyalty even though it's one of the side benefits...

� It's not about managing to retain your best employees…,

� … it's about developing a marketing story so compelling that people want to work for you and those who do, carry themselves with pride and honor

“You tell customers what makes you great. Do your employees know You tell customers what makes you great. Do your employees know You tell customers what makes you great. Do your employees know You tell customers what makes you great. Do your employees know ????””””

----Mitchell,2002:99Mitchell,2002:99Mitchell,2002:99Mitchell,2002:99

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Why Create an Internal Brand?

““““Having a strong brand for employees is a competitive advantage aHaving a strong brand for employees is a competitive advantage aHaving a strong brand for employees is a competitive advantage aHaving a strong brand for employees is a competitive advantage and a strategic nd a strategic nd a strategic nd a strategic

advantage.advantage.advantage.advantage.””””

Beth Beth Beth Beth SawiSawiSawiSawi

Chief Administrative Officer Chief Administrative Officer Chief Administrative Officer Chief Administrative Officer

Charles SchwabCharles SchwabCharles SchwabCharles Schwab

� Increased employee loyalty and decreased employee

turnover.

� Lower system-wide communication costs and consistent

messaging.

� Enhanced recruitment and retention.

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Benefits…

� Webster (2002) states that when employees understand an communicate the organization brand they create a brand differentiation, which is a competitive advantage.

� More enthusiastic employees; greater understanding of the company's vision; improved commitment; and new employee behavior that supports the organization's goals.

� A recent Business2.com study of U.S. companies indicated that every 1 point increase in brand equity is associated with a roughly 1 percent increase in stock return.

� Better informed employees potentially becoming happier with their jobs, their lives, etc. resulting in happier customers coming back for more

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Benefits

� When it comes to ascertaining customer loyalty, service and employees create the difference.

� “It is people not advertising that is at the core of a brand.”

(Source: Internal Branding: Delivering Solutions through Employees by: Frederic Moraillon)

� Hence, employees must

� believe in and think highly of the brand,

� be capable, willing and motivated to deliver it to the customers and

� Know how to do this in order to realize the brand promise

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A Great Place to Work® Institute Presentation 68

Why Internal branding - Linkages of Service

Profit Chain

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69

Session 3

Process /Methodology for Internal

Branding

Page 70: Branding, Internal Branding

A Great Place to Work® Institute Presentation 70

Energizer

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A Great Place to Work® Institute Presentation 71

Discussion- Designing a process for Internal

Branding

List all the

key activities

• _________

• _________

• _________

• Prioritization

• Detailing

• Measurement

• Responsibility

Deliverables

and Timelines

WHAT

HOW

WHEN

Page 72: Branding, Internal Branding

A Great Place to Work® Institute Presentation 72

Internal Branding Framework

Business

Case for

Branding

Articulation

of Brand

Values &

Architecture

Business

case for

Internal

Branding

Internal

Brand

Diagnosis

Road Map

for

Internal

Branding

Identify and

Train Brand

Champions

Create

Behavior

Framework

Credibility

thru Early

Wins

Building

Brand

Awareness

Implementation

Institutionalization

&

Evaluation

Align

People

with

Brand

Page 73: Branding, Internal Branding

A Great Place to Work® Institute Presentation 73

Brand Management Structure

Page 74: Branding, Internal Branding

A Great Place to Work® Institute Presentation 74

Measures for Internal Branding

Page 75: Branding, Internal Branding

A Great Place to Work® Institute Presentation 75

Measurement, the greatest challenge for Internal

Branding efforts.

� A survey shows that only 28% of all those involved In Internal branding actually measure the effectiveness of their measure.(Source:Relevance of Internal branding – A second thought By Duygu Atlas)

� Measurement of the effects of Internal branding efforts is still in it’s infancy.

� Internal measures more difficult but more desirable than external measures.

Page 76: Branding, Internal Branding

A Great Place to Work® Institute Presentation 76

Measures

� Employee referrals

� Employee retention & turnover

� Volunteering by employees in company sponsoring activities e.g., CSR

� Representation by employee in cross functional projects

� Participation by employees in cross functional projects

� Suggestions given & implemented by employees

� Number of employees involved in peer to peer coaching (buddies)

� Number of employees contribution to new products e.g. patents file

� Unauthorized absenteeism

� Knowledge of company products & services

Page 77: Branding, Internal Branding

A Great Place to Work® Institute Presentation 77

Internal Brand Performance Metric

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A Great Place to Work® Institute Presentation 78

Diagnosis for Internal Branding

Page 79: Branding, Internal Branding

A Great Place to Work® Institute Presentation 79

Internal Branding Framework

Identify and

Train Brand

Champions

Business

Case for

Branding

Articulation

of Brand

Values &

Architecture

Business

case for

Internal

Branding

Internal

Brand

Diagnosis

Road Map

for

Internal

Branding

Create

Behavior

Framework

Credibility

thru Early

Wins

Building

Brand

Awareness

Implementation

Institutionalization

&

Evaluation

Align

People

with

Brand

Page 80: Branding, Internal Branding

A Great Place to Work® Institute Presentation 80

Internal Brand Diagnosis

1 2 3 54

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81

Case Study

Case Study -National

Telecom

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A Great Place to Work® Institute Presentation 82

Case Study Diagnosis

ReadAnalyze

Present

Page 83: Branding, Internal Branding

Case Analysis - Diagnosis by Participants

A Great Place to Work® Institute Presentation 83

AREAS OF ACTIONKEY CHALLENGESKEY STRENGTHS

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End of Day one

A Great Place to Work® Institute Presentation 84

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85

Day 2: Session 5&6

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Case Analysis - Diagnosis by Participants

A Great Place to Work® Institute Presentation 86

AREAS OF ACTIONKEY CHALLENGESKEY STRENGTHS

Page 87: Branding, Internal Branding

A Great Place to Work® Institute Presentation 87

Recap Of Day 1 : Corporate Brand

Internal brand framework

Page 88: Branding, Internal Branding

A Great Place to Work® Institute Presentation 88

Corporate Brand

e.g. Whatever it takes

Vision,Mission,Values,culture

Employer Brand

Why will the right people join us

and stay with us?

Internal Branding

e.g. People willing to do

“Whatever it takes”

Employee Engagement

To Sum up…

Page 89: Branding, Internal Branding

A Great Place to Work® Institute Presentation 89

Internal Branding Framework

Business

Case for

Branding

Articulation

of Brand

Values &

Architecture

Business

case for

Internal

Branding

Internal

Brand

Diagnosis

Road Map

for

Internal

Branding

Identify and

Train Brand

Champions

Create

Behavior

Framewor

k

Credibility

thru Early

Wins

Building

Brand

Awareness

Implementation

Institutionalizatio

n

&

Evaluation

Align

People

with

Brand

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90

Session 5

Aligning the Organization

�Using the Interview guide

with FedEx employees

Page 91: Branding, Internal Branding

The employee value proposition drives the customer value proposition

Page 92: Branding, Internal Branding

Feedback by participants after interviewing the FedEx

associates – How FedEx aligns Internal Branding

Page 93: Branding, Internal Branding

Learning after interviewing the FedEx associates –

How FedEx aligns Internal Branding

A Great Place to Work® Institute Presentation 93

Page 94: Branding, Internal Branding

ALIGNMENT AREAS

A Great Place to Work® Institute Presentation 94

1. Recruitment & On boarding

2. Performance Management

3. Rewards and Recognition

4. Internal Communication

Page 95: Branding, Internal Branding

Industry Best Practices

As learned from the Best

Companies to Work For

Page 96: Branding, Internal Branding

Communication

� Adobe: “Race is On” campaign; live broadcast of analysts’

meet

� JW Marriott: “Daily Packet” newsletter

� Mind Tree: Sharing of CEO goals; update on new business wins

and losses; 95-95-95 rule; Ping Me – career communication for

IT professionals thru FM radio

� Honeywell: “Reach and Resolve” grievance handling tool;

Employee Focus Groups; Suggestion schemes; Grievance

Hotline

� FedEx: Roadshows to explain the pay-revision decisions;

Private TV network-FXTV; workgroup meetings

Page 97: Branding, Internal Branding

Communication

� NTPC: Film by Shyam Benegal to highlight the struggles and

spirits of their first employees

� Sapient: [email protected] – electronic

ombudsman system

� Amex: sharing of detail salary ranges and comparator baskets;

ESAT SPOCS meetings quarterly; Skip Level meetings;

� Ombudsperson Office for all to resolve grievance;

� Cadbury: local newsletters and multichannel communication

with employees

Page 98: Branding, Internal Branding

Communication

� Intel: “Write to Know” forum to raise questions anonymously

� ST Microelectronnics: Satellite broadcast of business strategy;

Glad/ Sad/ Mad sessions

� E&Y SSL: “People’s Advisory Forum” and Lunch with CEO –

opportunity to discuss issues

� Sasken: Quarterly General Information Sharing meets; periodic

Communication Audits ; Holiday list thru employee poll

Page 99: Branding, Internal Branding

� Infosys: widespread use of intranet, tele and video conferences, employee surveys, Brown Bag Lunches etc. to ensure two way communication

� Phillips Software: “Express Yourself” and “Watch this Space”boards for employees to write their views

� Elais, Greece: Lunch with CEO at a upmarket restaurant

� IKEA, USA: “Express Yourself Postcards” to CEO

� Forbes Marshall: Monthly Meetings; Quarterly Video Magazine

� Perot Systems: Multi channel communications – both large scale and small groups

Communication

Page 100: Branding, Internal Branding

� Classic Stripes: Morning meetings that include recitation of Vision and Values

� Ima, Denmark: CEO and Sr. Management outreach; daily store performance updates; cross divisional meetings; “Strategy Days”

� RMSI: Hear the stories from employees; internal and external surveys; brand equity quiz

� Eli Lilly: Open house – CEO takes qualitative feedback

� BMR Advisors: Shadow HR Team – group of employees help HR in policy making

� Aditya Birla: Choti Choti Batein – communication thru payslip

Area: Communication

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Recognition

� Sapient: “Core Values Wall of Fame”

� Aviva: “Ideas 4 Aviva”; “Values in Action”

� FedEx: Recognition of outstanding performers on the intranet and magazine; “Purple Promise” – recognition for customer service.Golden Falcon award for serving customer beyond normal call of duty

� Cadbury’s: recognition schemes based on demonstration of leadership imperatives and values; Pulse Survey to assess fairness of rewards

� RMSI: values based reward scheme; I-Fresh for great ideas; Glod Star award – spouses receive thank you notes

Page 102: Branding, Internal Branding

Recognition

� Intel: Volunteer Recognition Events – employees who volunteer at community level; Spot Award for Inter-departmental appreciation

� Sasken: Green Board

� SCOPE International: Work-life Balance Award

� Wipro: Dear Boss award

� Forbes Marshall: house keeping award

� Azure Knowledge: Thanks Giving Day – Sr Managers thank juniors for their contribution

Page 103: Branding, Internal Branding

Recruitment & OnBoarding

� Cadbury’s: use of corporate anthem;”Purple Star” trainee program

� MindTree: Arboratum; no probations; 3 hour session on values

� CSC: “Sampark” to re-hire ex-employees

� Hilti: “Red Thread” competency model

� Phillips Software: ethics workshop for all new employees

� Agilent: Focused manager induction program

� P&G: Internship program; In-Touch program for trainees

� M&M Auto: Outbound training for induction; First Impression –feedback collected from new hires;

Page 104: Branding, Internal Branding

Recruitment & OnBoarding

� Godrej Consumer Products: GALLOP – one year trainee scheme

� Google: Smorgasbord – off site focus groups review hiring process, interview style and interview questions

� Sasken: Home Coming Policy for rehire of ex-employees

� ST Microelectronics: New Comers Seminar – after 3 months of joining

� Aviva: emphasis on gender balance; buddy program; performance culture; Buddys allowed treat coupons to be used to take new hires out

� FedEx: Recruitment Appeals Procedure to ensure fairness in all internal job postings

� BMR Advisors: New hire videos available on intranet

Page 105: Branding, Internal Branding

Performance Management

� FedEx: “Professional Development Guide”; Balanced Scorecard (People-Service-Profit) based approach to employee goals; 90% of senior positions filled thru internal promotions

� Google: “20% time”

� Marico: “Strength Based Organization” – aligning personal dreams with business goals

� Aviva: Comprehensive JDs; benchmarks for measuring performance; clear identification of high and low performers by managers (little moderation needed)

� MindTree: Assessment against values carry significant weight in overall assessment

Page 106: Branding, Internal Branding

Performance Management

� RMSI: transparent system allows all employees to calculate their own bonus

� Sapient: Career Management Program: 70% turnaround rate thru PIP

� Honeywell: Self assessment of competencies; Higher education assistance to all employees; Annual Appraisal survey

� Aditya Birla Management Center: Common form and scale for all; right placement or outplacement for non-performers

� Adobe: Job rotation and alternative career path

� Godrej Consumer Products: Normalization by Leadership level; Total Talent Management process for assessing growth potential; use of 360 degree for senior managers

Page 107: Branding, Internal Branding

Leadership Development

� Agilent: Quarterly Leadership Audit

� FedEx: Acting Positions

� Monsanto: Monsanto-180 feedback tool

� MindTree: Learning from outside the industry

� Aviva: Accelerated Leadership Program with IIMA; rotational

development program

Page 108: Branding, Internal Branding

Leadership Development

� Intel: manager Readiness Program

� Godrej Consumer Products: Red & Blue Team for grooming

young managers in strategy building; “Think Tank” to manage

change

� Amex: Leader Speaks – leaders share their experience;

Leadership Feedback process;

Page 109: Branding, Internal Branding

Culture

� Cadbury’s: People Care Index; Asset Building Scheme thru soft

loans

� MindTree: Recognition beyond workplace – e.g. labourers who

built new building; Circle of Life – communication to parents;

all employees under ESOP; disabled friendly workplace

� Sasken: Medical and Need Based leaves – no limit; 6 week

hibernation leave after 4 years

� Intel: training on Ergonomics to all employees; travel benefits

/perks are not level based

� Aviva: all employees must avail 15 days’ annual leave

Page 110: Branding, Internal Branding

Culture� Infosys: stress audits and health weeks; Infosys Women

Inclusivity Network; Anti Harassment Initiatives

� Aditya Birla: retirement planning sessions; family involvement

in budgeting exercises of some functions

� FedEx: fairness guaranteed by policy; Grandfather Protection;

RESPECT program for conflict resolution

� Monsanto: emphasis on safety; need based benefits like AC

cars and laptops; 54 days off; Emphasis on diversity training

� Classic Stripes: partnership culture; family involvement

� P&G: Rest and Recreation scheme for remote sales staff

� Dr. Reddy’s: Women mentors for women employees

Page 111: Branding, Internal Branding

Culture

� ST Microelectronics – encourage employees to leave by 1730

hours

� Amex – medical benefits same across levels and covers

extended family members like parents/in-laws

� Honeywell: creche and day care; extended maternity leave for

12 months;3 months of part time work after that; workshop on

women empowerment

� Sapient: doctor and psychologist visits; crisis management

program; dance classes;yoga classes

� Intel: Share the wealth approach for all levels of employees

Page 112: Branding, Internal Branding

Culture

� Forbes Marshall: Policies on Equal Opportunity, Safety and

Harassment supported by top management teams overseeing them

� Marico: flexible leave policy

� Bajaj Capital: lights and computers off by 7pm

� M&M Auto: office locked on 1st and 3rd Saturdays

� JW Marriott: recognized for its effort to employ mentally challenged

persons

� Aztec: celebrates World Elders Day

� Phillips Software: Environment consciousness programs; Gaon Chalo

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113

Session 7

� Communicating Internally and Challenges Faced

Page 114: Branding, Internal Branding

A Great Place to Work® Institute Presentation 114

Information is Giving Out –

Communication is

Getting Through

Page 115: Branding, Internal Branding

Internal Communication?

� What are the objectives?

� Who does it?

� How is it done?

� What is Measured & How is it measured?

� How is it integrated?

Page 116: Branding, Internal Branding

A Great Place to Work®

Institute Presentation116

5 Elements of Internal Communication Plan

� Objective:

� Speak (Inform)

� Listen (Receive

feedback)

� Motivate (Create positive

attitude)

� Educate (Generate

Collaborative behavior)

� Type of Message:

� Value message

� Benefits message

� Action message

� Communication roles:

� Ownership

� Content development

� Delivery

� Choice of channel that

ensures the message is

seen as

� Relevant

� Practical

� Engaging

� Frequency/timing

Page 117: Branding, Internal Branding

Communication Framework

Ref: Rodney Gray

Page 118: Branding, Internal Branding

A Great Place to Work®

Institute Presentation118

Internal Communication

A November 2005 article in the Detroit News reported that

William Clay Ford, Jr., CEO of Ford Motor Co., sent a company-

wide audio e-mail to all employees stating that those who could

not support the company's drive for innovation should find

something else to do.

"Anyone who thinks or attempts to convince you that it's

business as usual at Ford is wrong and would best serve us all

by pursuing their interests elsewhere," Ford said in the e-

mailed audio message. Ford continued, "Our heritage of

innovation must be reclaimed and renewed or the greatness of

our company will become part of our past. It's that simple."

Is the Ford Motor Co. doing and saying the right things?

Page 119: Branding, Internal Branding

Guide to Crisis Communication

� Plan in advance

� Maintain ongoing dialogue

� Talk to employees first

� Eradicate uncertainty

� Respond to employee questions

� Involve employees

� Be consistent

� Appreciate employee feedback

� Involve senior management

� Consider expert help if needed

Page 120: Branding, Internal Branding

Communication during Turbulent Times

� Clarity of Direction

� Leadership style

� What is in it for me

� More face-to-face

� Deal with Emotional and Rational needs

� Use storytelling

� Work with clear measurable objectives

� Use communities

Page 121: Branding, Internal Branding

� Step 1: Define the Trouble:

� Is it due to a change in Environment – e.g. Law, Rules, Technology,

Market condition etc.

� Is it due to an internal Failure – e.g. Human or Process failure

� Is it due to Poor Management – e.g. wrong decisions, lack of

preparedness etc.

� Is it due to Natural Disaster

� Step 2: Define How to Manage Impression:

� To whom to attribute the cause

� What is the minimum acceptable damage

� What are the Rational and Emotional needs of the stakeholders

Communication during Turbulent Times

Page 122: Branding, Internal Branding

� Step 3: Develop a Credible Communication Strategy:

� Immediately – share awareness and concern

� Share Action Plan – What, Why and Now What

� Prepare back-up and contingency plans

� Balance internal and external messages

� Step 4: Demonstrate Humane Orientation:

� Use more Face to face communication

� Reinforce Strengths and Opportunities

� Display Trust, Fairness and Honesty

� Listen with attention

Communication during Turbulent Times

Page 123: Branding, Internal Branding

A Great Place to Work® Institute Presentation 123

Internal Communication

A November 2005 article in the Detroit News reported that

William Clay Ford, Jr., CEO of Ford Motor Co., sent a company-

wide audio e-mail to all employees stating that those who could

not support the company's drive for innovation should find

something else to do.

"Anyone who thinks or attempts to convince you that it's

business as usual at Ford is wrong and would best serve us all

by pursuing their interests elsewhere," Ford said in the e-

mailed audio message. Ford continued, "Our heritage of

innovation must be reclaimed and renewed or the greatness of

our company will become part of our past. It's that simple."

Is the Ford Motor Co. doing and saying the right things?

Page 124: Branding, Internal Branding

A Great Place to Work® Institute Presentation 124

5 Elements of Internal Communication Plan

� Objective:

� Speak (Inform)

� Listen (Receive

feedback)

� Motivate (Create positive

attitude)

� Educate (Generate

Collaborative behavior)

� Type of Message:

� Value message

� Benefits message

� Action message

� Communication roles:

� Ownership

� Content development

� Delivery

� Choice of channel that

ensures the message is

seen as

� Relevant

� Practical

� Engaging

� Frequency/timing

Page 125: Branding, Internal Branding

A Great Place to Work® Institute Presentation 125

Selling the Brand Inside

� Choose the Right Moment

� Link the Internal and External Marketing

� Bring the Brand Alive for Employees

Colin Mitchell in HBR 2002

Page 126: Branding, Internal Branding

A Great Place to Work® Institute Presentation 126

Internal Marketing

� Connects employees with their organization

� Connects employees with brand values

� Connects employees with customers

Page 127: Branding, Internal Branding

A Great Place to Work® Institute Presentation 127

How to manage change?

� Change often produces anxiety and resistance even when perceived as positive.

� To lead change effectively ,leader needs to take into account

� Business impact on the organization

� Psychological impact on people responsible for supporting & implementing the change

Page 128: Branding, Internal Branding

A Great Place to Work® Institute Presentation 128

How to manage change?

� According to research 3 factors that contribute to

successful change efforts:

� Clear, effective business and financial strategy

� Strong ,unambiguous leadership that provides

direction

� Committed ,motivated employees

Page 129: Branding, Internal Branding

How the Phases of Change

Work in Organizations

Phase One: Denial

Avoiding/Ignoring/Not PerceivingPhase One: Denial

Avoiding/Ignoring/Not Perceiving

Phase Two: Resistance

Anger/Anxiety/Depression/Fear/Doubt/FrustrationPhase Two: Resistance

Anger/Anxiety/Depression/Fear/Doubt/Frustration

Phase Three: Exploration

Learn New Ways/Discover Opportunities/Find

Creative Solutions

Phase Three: Exploration

Learn New Ways/Discover Opportunities/Find

Creative Solutions

Phase Four: Commitment

Renewal/Focus/Realize Benefits of the ChangePhase Four: Commitment

Renewal/Focus/Realize Benefits of the Change

Page 130: Branding, Internal Branding

Denial: Instances in History

"Everything that can be invented has been invented."

- 1899, Charles H Duell, Commissioner of the US

Office of Patents

"Everything that can be invented has been invented."

- 1899, Charles H Duell, Commissioner of the US

Office of Patents

"That the automobile has practically reached the limit of its

development is suggested by the fact that during the past year

no improvements of a radical nature have been introduced."

- An article in Scientific American in January 1909

"That the automobile has practically reached the limit of its

development is suggested by the fact that during the past year

no improvements of a radical nature have been introduced."

- An article in Scientific American in January 1909

"Are you crazy? Who wants to hear an actor talk?" - In 1927,

Harry Warner, the co-founder of Warner Brothers. "Are you crazy? Who wants to hear an actor talk?" - In 1927,

Harry Warner, the co-founder of Warner Brothers.

Page 131: Branding, Internal Branding

Denial: Instances in History

"There is no reason for any individual to have a computer in

their home." - Ken Olsen, the entrepreneurial founder and

President of Digital Equipment Corporation , 1977

"There is no reason for any individual to have a computer in

their home." - Ken Olsen, the entrepreneurial founder and

President of Digital Equipment Corporation , 1977

"Man will never set foot on the moon or Mars." - In 1957, Sir

Harold Spencer Jones, the Director of Greenwich Observatory,

declared:

"Man will never set foot on the moon or Mars." - In 1957, Sir

Harold Spencer Jones, the Director of Greenwich Observatory,

declared:

Page 132: Branding, Internal Branding

Different types of resistance

� Asking for more detail

� Flood you with detail

� Time

� Impracticality

� I’m not surprised

� Attack

� Confusion

• Silence

• Intellectualizing

• Moralizing

• Malicious compliance

• Methodology

• Flight into health

• Pressing for solutions

Page 133: Branding, Internal Branding

A Great Place to Work® Institute Presentation 133

Challenges of Internal Branding

Page 134: Branding, Internal Branding

A Great Place to Work® Institute Presentation 134

Key Challenges of Internal branding – CMA survey

Page 135: Branding, Internal Branding

A Great Place to Work® Institute Presentation 135

Key Challenges of Internal branding – CMA

survey

� The overarching challenge for internal branding is how to

translate the company's brand values into physical employee

behaviors.

� For most companies, the inability to cross the boundaries

between divisions fluidly in internal branding efforts presents a

major challenge.

� The lack of alignment between employees’ values and company

values emerged as a challenge from the CMA survey

Page 136: Branding, Internal Branding

A Great Place to Work® Institute Presentation 136

Key Challenges of Internal branding – CMA

survey

� Another real challenge seems to be "keeping the momentum going". Since involving themselves in a variety of communication and employee involvement initiatives, their challenge is "what next?"

� Finally, and not surprisingly, measurement is a challenge.

� In aligning employees behaviors resistance may be may be faced in lieu of � Extreme pressure on them as they may feel insecure &

demotivated due to high expectations

� Certain behaviors like empowerment may be intimidating & stressful

Page 137: Branding, Internal Branding

A Great Place to Work® Institute Presentation 137

Key Challenges of Internal branding

� Over-complication of the brand – an ‘elitist’ approach for

internal branding is likely to fail.

� For all employees to understand, relate to and be able to

execute the brand, the brand should be refined, simplified,

relatable and well-told.

� Excessive “hard sell” not only alienates customers but

employees too.

� design of its internal branding content makes a huge

difference for the employees in the sense that it can evoke

appreciation or contempt based on how it is packaged and

conveyed.

Page 138: Branding, Internal Branding

A Great Place to Work® Institute Presentation 138

Some tips for achieving significant branded

culture change

� Be very clear why you want to change.

� Be very clear about how competitive you need to become.

� Pick the brightest and most influential people in the business to champion the project.

� Check and re-check your commitment before starting.

� Resource like you mean it!

Page 139: Branding, Internal Branding

A Great Place to Work® Institute Presentation 139

Some tips for achieving significant branded

culture change

� Kill a stupid tradition early to show you mean business.

� Get quick wins on the board to show that this works.

� Use a smart and experienced advisor who will challenge you away from self-indulgence and work with you to avoid the traps

� Tell your people what's going on and why.

Page 140: Branding, Internal Branding

DON’T BE CLEVER; BE CONSCIENTIOUS

Peter Drucker – Managing in Troubled Times

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141

Thank You