branding, internal branding
TRANSCRIPT
1
A “Hands On” Workshop on
Internal Branding
(December 11- December 12, 2008,The Sarovar Premiere, Mumbai)
-By
Great Place to Work® Institute, India
2
Energizer
What is my Brand Line?
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
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
A Great Place to Work® Institute Presentation 5
Sample - What is my Brand line (In any order)
� Excellent communicator
� Humorous
� Lovable
A Great Place to Work® Institute Presentation 6
Branding – An Important part of a person’s
success
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
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.
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 !
10
Expectations…
-from the workshop
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”
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”
A Great Place to Work® Institute Presentation 13
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
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
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
A Great Place to Work® Institute Presentation 17
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
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.
A Great Place to Work® Institute Presentation 20
Employee Engagement
Employer Brand
Vision & Values
What is Internal Branding?
BrandingBranding
A Great Place to Work® Institute Presentation 21
“ Brand ” ?
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
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
A Great Place to Work® Institute Presentation 24
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
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
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
A Great Place to Work® Institute Presentation 27
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
A Great Place to Work® Institute Presentation 28
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
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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Perception – behaviours
Behaviours
Performance
Influences – Touch points
Perception
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“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!
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.
A Great Place to Work® Institute Presentation 33
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.
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
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
A Great Place to Work® Institute Presentation 36
Personal Values
A Great Place to Work® Institute Presentation 37
InnovationInnovation
CommitmentCommitment
Compassion
Compassion
JusticeJusticeEnduranceEndurance
PassionPassion
DeterminationDetermination
PassionPassion
IntegrityIntegrity
Personal Values
DeterminationDetermination
A Great Place to Work® Institute Presentation 38
Organizational Values
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
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
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.
A Great Place to Work® Institute Presentation 42
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
A Great Place to Work® Institute Presentation 43
What is Vision?
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
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
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)
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
A Great Place to Work® Institute Presentation 48
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
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
A Great Place to Work® Institute Presentation 50
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
A Great Place to Work® Institute Presentation 51
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
MATCH THE FOLLOWING:
Texas InstrumentsTexas Instruments
GoogleGoogle
SaskenSasken
Freedom & CreativityFreedom & Creativity
Employee InvolvementEmployee Involvement
Learning & Dev.Learning & Dev.
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?
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.
A Great Place to Work® Institute Presentation 55
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
A Great Place to Work® Institute Presentation 56
““““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
A Great Place to Work® Institute Presentation 57
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
A Great Place to Work® Institute Presentation 58
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
A Great Place to Work® Institute Presentation 59
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…
60
Session 2
Benefits of Internal Branding
61
Benefits of Internal Branding to
my Organization
Why Internal branding?
A Great Place to Work® Institute Presentation 62
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.
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
A Great Place to Work® Institute Presentation 64
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
A Great Place to Work® Institute Presentation 65
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.
A Great Place to Work® Institute Presentation 66
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
A Great Place to Work® Institute Presentation 67
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
A Great Place to Work® Institute Presentation 68
Why Internal branding - Linkages of Service
Profit Chain
69
Session 3
Process /Methodology for Internal
Branding
A Great Place to Work® Institute Presentation 70
Energizer
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
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
A Great Place to Work® Institute Presentation 73
Brand Management Structure
A Great Place to Work® Institute Presentation 74
Measures for 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.
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
A Great Place to Work® Institute Presentation 77
Internal Brand Performance Metric
A Great Place to Work® Institute Presentation 78
Diagnosis for 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
A Great Place to Work® Institute Presentation 80
Internal Brand Diagnosis
1 2 3 54
81
Case Study
Case Study -National
Telecom
A Great Place to Work® Institute Presentation 82
Case Study Diagnosis
ReadAnalyze
Present
Case Analysis - Diagnosis by Participants
A Great Place to Work® Institute Presentation 83
AREAS OF ACTIONKEY CHALLENGESKEY STRENGTHS
End of Day one
A Great Place to Work® Institute Presentation 84
85
Day 2: Session 5&6
Case Analysis - Diagnosis by Participants
A Great Place to Work® Institute Presentation 86
AREAS OF ACTIONKEY CHALLENGESKEY STRENGTHS
A Great Place to Work® Institute Presentation 87
Recap Of Day 1 : Corporate Brand
Internal brand framework
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…
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
90
Session 5
Aligning the Organization
�Using the Interview guide
with FedEx employees
The employee value proposition drives the customer value proposition
Feedback by participants after interviewing the FedEx
associates – How FedEx aligns Internal Branding
Learning after interviewing the FedEx associates –
How FedEx aligns Internal Branding
A Great Place to Work® Institute Presentation 93
ALIGNMENT AREAS
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1. Recruitment & On boarding
2. Performance Management
3. Rewards and Recognition
4. Internal Communication
Industry Best Practices
As learned from the Best
Companies to Work For
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
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
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
� 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
� 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
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
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
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;
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
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
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
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
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;
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
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
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
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
113
Session 7
� Communicating Internally and Challenges Faced
A Great Place to Work® Institute Presentation 114
Information is Giving Out –
Communication is
Getting Through
Internal Communication?
� What are the objectives?
� Who does it?
� How is it done?
� What is Measured & How is it measured?
� How is it integrated?
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
Communication Framework
Ref: Rodney Gray
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?
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
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
� 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
� 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
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?
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
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
A Great Place to Work® Institute Presentation 126
Internal Marketing
� Connects employees with their organization
� Connects employees with brand values
� Connects employees with customers
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
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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
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
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.
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:
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
A Great Place to Work® Institute Presentation 133
Challenges of Internal Branding
A Great Place to Work® Institute Presentation 134
Key Challenges of Internal branding – CMA survey
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
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
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.
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!
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.
DON’T BE CLEVER; BE CONSCIENTIOUS
Peter Drucker – Managing in Troubled Times
141
Thank You