Conceptual Framework of Internal Branding Presentation by MR Prasenjit Bhattacharya CEO Great Place To Work (R) Institute India

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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Energizer
What is my Brand Line?
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
A Great Place to Work Institute Presentation
Life Map
Highs
Values: Affection, sharing Incident:Having a sibling
0
Birth
Incident: Not making it to the IIT/IIM
45 years Now
Lows
Value:Achievement orientation, passion for excellence
Sample - What is my Brand line (In any order)
Excellent communicator Humorous Lovable
Branding An Important part of a persons success
Branding for successful leaders

Research shows that the CEOs personal brand tremendous impact on employee loyalty and resilience. has
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

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.

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 !
Expectations
-from the workshop
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Participants Objectives To seek steps in strengthening internal communications; make it a major stakeholder in the scheme of things Id 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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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 communication better engagement and
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
20 18 16 No of People 14 12 10 10 8 6 4 2 0 6
How to overcome challenges in implementing internal branding Training Evaluation Inputs Understanding methodology for internal branding Use of diagnostic tools in internal branding How to align HR processes with brand attributes How to build a business case for internal branding
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What are the main reasons for your organizations 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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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 OthersExternal 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 OthersRetention 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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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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Branding What is Internal Branding? Vision & Values Employer Brand
Employee Engagement
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Brand ?
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Match The Following:
HLL HLL HLL HLL Reliance Reliance Reliance Reliance Infosys Infosys Infosys Infosys
Profits Profits Profits Profits Leadership Leadership Leadership Leadership Marketing Skills Marketing Skills Marketing Skills Marketing Skills
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HLL HLL HLL HLL Reliance Reliance Reliance Reliance Infosys Infosys Infosys Infosys
Marketing Skills Marketing Skills Profits Profits Leadership Leadership
Brand is an INTANGIBLE ASSET
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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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Corporate Brand as a property is shared by Stakeholders and Employees

Brand Personality Brand Identity Brand Image
Brand values
Brand Equity
Brand Positioning
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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
Products+salesperson +suppliers + employees
Corporate Brand Retail Brand
Products +salesperson
Service Brand Durables Brand
Products
FMCG Brand
Involvement of greater number of aspects of organization A Great Place to Work Institute Presentation
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Corporate Brand
Communicated to customers/ stakeholders
Internal Brand
Extension of corporate brand Embodies corporate vision, values Consistent with mission statement Reflected in people/HR policies and programs Employer value proposition
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
Communicated to employees
Leads to
Brand Image Brand Personality Brand Equity Brand Positioning Brand Identity
Corporate brands are typically recognizable in the external market.
Leads to
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Branding Branding
What is Internal Branding? What is Internal Branding? Values & Vision Values & Vision
Employer Brand Employer Brand
Employee Engagement Employee Engagement

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Perception behaviours
Perception Influences Touch points Performance
Behaviours
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Why Internal branding - Reality Check
Nothing kills a bad product or service faster than good advertising
Brand strength
Brand Awareness
Brand Experience
Communication
Branding without living the brand promise is suicide!

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Internal branding
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.
Mission Culture Image Brand identity
Organization
Internal Branding
Customers
Core values
Vision
Brand values
Brand personality
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.
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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.
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Intangible Assets
Corporate Image Customer & Supplier relationships Brand Equity Competencies Individual Values Experience Training
External Structure
Individual Competence
COMPANY VALUES/ BRAND BELIEFS
Organization Structure Systems & Processes Patents & Copyrights
Internal Structure
Sveibys Intangible Asset Framework

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Branding
What is Internal Branding? Vision & Values
Employer Brand
Employee Engagement
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Personal Values
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Personal Values
ssi i n Paassoon P
assi i n ppassoon Coom Cm

t tm n mmitimeent Coomm C
e durr nc nnduaance E E
ovat i n nnovaitoon Inn I

ust i e JJusitcce
ssi i n Paassoon P at i n minnaitoon r Deeeermi D tt

at i n rminnaitoon Deeeermi D tt
i Integrrtiyy Integ t
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Organizational Values
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Organizational Values
ovat i n nnovaitoon Inn I t t ers oooohhers rvi i e t Seervcce t S
ssness mleessness Seeaml Sa
Qualiltiyy Qua t
e cel l nc xxcelleence E E
g f cus titnngfoocus ke Maarke i Mr
ney rrmooney ll e o Vaauuef fo m V
t in Accitoon A
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What are Values?

An organizations values are those beliefs with which the organization and its people do not compromise, even under extreme pressure. They are an organizations 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 in achieving operational, personal or organisational goals -- both short-term and long-term.
leave em Values are like fingerprints. Nobody's are the same, but you leave ''em all over do. everything you do.
- Elvis Presley
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Values of some organizations

Wipro:
Human Values Integrity Innovative Solutions Value for Money
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.
GE:
Imagine Solve Build Lead
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Branding
What is Internal Branding? Vision & Values
Employer Brand
Employee Engagement
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What is Vision?
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"The meaning of our existence is not invented by ourselves, but rather detected." "What matters is not the meaning of life in general, but rather the specific meaning of a person's life at a given moment."
Viktor E Frankl Mans Search for meaning
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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
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And the answers are
Walt Disney Walmart 3M Merck
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)
Nike
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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 companys 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.
It is a terrible thing to see and have no vision. vision. - Helen Keller
The desired future
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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 individuals
personal dreams and the organizational values Everyone in the organization has a chance to influence it
future The practice of shared vision involves the skills of unearthing shared pictures of the future that foster genuine commitment and enrolment rather than compliance. - Peter Senge
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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
Branding Branding

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Employer Brand
Unique Selling Proposition... Practice of developing, differentiating and leveraging your organizations 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 employees career... It is discovered not invented It must be managed, not manipulated
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MATCH THE FOLLOWING:
Texas Instruments Texas Instruments Google Google Sasken Sasken
Freedom & Creativity Freedom & Creativity Employee Involvement Employee Involvement Learning & Dev. Learning & Dev.
EMPLOYER BRANDING DEFINED
Reprsentation 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?
Employer Branding Defined

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.
An Employer Brand (like any brand) is what you do, not just what you say!
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Branding Branding

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Employee engagement
did People will forget what you said , people will forget what you did feel but people will never forget how you made them feel
Maya Angalou
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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 organizations interest Where employees can see the link between their personal/career goals and the organizational goals
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To Sum up
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
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Session 2
Benefits of Internal Branding
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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 organizations. of people from different
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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Benefits of Internal Branding according to research

Retains Current Employees Increases Employee Engagement or Satisfaction Attracts Job Candidates Motivates Employees in Their Work Leads to Improved Business Results Other (e.g., Unique Culture) Do NOT believe there are significant benefits
0%
93%
91%
90%
79%
71%
4 % 1 %
20% 40% 60% 80% Percent of Respondents that have experienced improvement 100%
(n = 228)
Source: Hewitts Survey on Emerging Trends in Employee Branding
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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 -Mitchell,2002:99
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Why Create an Internal Brand?

Having a strong brand for employees is a competitive advantage and a strategic and advantage. advantage. Beth Sawi Chief Administrative Officer Charles 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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Why Internal branding - Linkages of Service Profit Chain
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Session 3
Process /Methodology for Internal Branding
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Energizer
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Discussion- Designing a process for Internal Branding

HOW WHAT
List all the key activities _________ _________ _________ Prioritization Detailing Measurement Responsibility Deliverables and Timelines
WHEN
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Internal Branding Framework

Business Case for Branding Articulation of Brand Values & Architecture Create Behavior Framework Credibility thru Early Wins Identify and Train Brand Champions
Business case for Internal Branding
Internal Brand Diagnosis
Road Map for Internal Branding
Building Brand Awareness Align People with Brand
Institutionalization & Evaluation
Implementation
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Brand Management Structure
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Measures for Internal Branding
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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 its infancy. Internal measures more difficult but more desirable than external measures.
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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
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Internal Brand Performance Metric
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Diagnosis for Internal Branding
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Business Case for Branding Articulation of Brand Values & Architecture Create Behavior Framework Credibility thru Early Wins Identify and Train Brand Champions
Institutionalization & Evaluation
Implementation
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Case Study
Case Study -National Telecom
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Case Study Diagnosis
Read
Analyze
Present
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Case Analysis - Diagnosis by Participants

KEY STRENGTHS KEY CHALLENGES AREAS OF ACTION
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End of Day one
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Day 2: Session 5&6
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Case Analysis - Diagnosis by Participants

KEY STRENGTHS KEY CHALLENGES AREAS OF ACTION
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Recap Of Day 1 : Corporate Brand Internal brand framework
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To Sum up
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
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Business Case for Branding Articulation of Brand Values & Architecture Create Behavior Framewor k Credibility thru Early Wins
Identify and Train Brand Champions
Institutionalizatio n & Evaluation
Implementation
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Session 5
Aligning the Organization Using the Interview guide with FedEx employees
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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
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ALIGNMENT AREAS
1. 2. 3. 4.
Recruitment & On boarding Performance Management Rewards and Recognition Internal Communication
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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: speakyourmind@sapient.com 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: Peoples Advisory Forum and Lunch with CEO opportunity to discuss issues Sasken: Quarterly General Information Sharing meets; periodic Communication Audits ; Holiday list thru employee poll
Communication
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
Area: 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
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 Cadburys: 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

Cadburys: 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
Cadburys: 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. Reddys: 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
Session 7
Communicating Internally and Challenges Faced
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Information is Giving Out Communication is Getting Through
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Internal Communication?
What are the objectives? Who does it? How is it done? What is Measured & How is it measured? How is it integrated?
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 A Great Place to Work Institute Presentation message Action
Communication roles: Ownership Content development Delivery Choice of channel that ensures the message is seen as Relevant Practical Engaging
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Frequency/timing
Communication Framework
Ref: Rodney Gray
Internal Communication
A November 2005 article in the Detroit News reported that William Clay Ford, Jr., CEO of Ford Motor Co., sent a companywide 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 emailed 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?
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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
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
Internal Communication
A November 2005 article in the Detroit News reported that William Clay Ford, Jr., CEO of Ford Motor Co., sent a companywide 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 emailed 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?
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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
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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

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Internal Marketing
Connects employees with their organization Connects employees with brand values Connects employees with customers
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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
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How the Phases of Change Work in Organizations
Phase One: Denial Phase One: Denial Avoiding/Ignoring/Not Perceiving Avoiding/Ignoring/Not Perceiving Phase Two: Resistance Phase Two: Resistance Anger/Anxiety/Depression/Fear/Doubt/Frustration Anger/Anxiety/Depression/Fear/Doubt/Frustration Phase Three: Exploration Phase Three: Exploration Learn New Ways/Discover Opportunities/Find Learn New Ways/Discover Opportunities/Find Creative Solutions Creative Solutions Phase Four: Commitment Phase Four: Commitment Renewal/Focus/Realize Benefits of the Change Renewal/Focus/Realize Benefits of the Change
Denial: Instances in History

"Everything that can be invented has been invented." "Everything that can be invented has been invented." 1899, Charles H Duell, Commissioner of the US -- 1899, Charles H Duell, Commissioner of the US Office of Patents Office of Patents "That the automobile has practically reached the limit of its "That the automobile has practically reached the limit of its development is suggested by the fact that during the past year development is suggested by the fact that during the past year no improvements of radical nature have been introduced." no improvements of aa radical nature have been introduced." An article in Scientific American in January 1909 --An article in Scientific American in January 1909 "Are you crazy? Who wants to hear an actor talk?" In 1927, "Are you crazy? Who wants to hear an actor talk?" -- In 1927, Harry Warner, the co-founder of Warner Brothers. Harry Warner, the co-founder of Warner Brothers.
Denial: Instances in History

"Man will never set foot on the moon or Mars." In 1957, Sir "Man will never set foot on the moon or Mars." -- In 1957, Sir Harold Spencer Jones, the Director of Greenwich Observatory, Harold Spencer Jones, the Director of Greenwich Observatory, declared: declared:
"There is no reason for any individual to have computer in "There is no reason for any individual to have aa computer in their home." Ken Olsen, the entrepreneurial founder and their home." -- Ken Olsen, the entrepreneurial founder and President of Digital Equipment Corporation 1977 President of Digital Equipment Corporation , ,1977
Different types of resistance
Asking for more detail Flood you with detail Time Impracticality Im not surprised Attack Confusion
Silence Intellectualizing Moralizing Malicious compliance Methodology Flight into health Pressing for solutions
Challenges of Internal Branding
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Key Challenges of Internal branding CMA survey
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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
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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
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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.
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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!
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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.
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Peter Drucker Managing in Troubled Times
DONT BE CLEVER; BE CONSCIENTIOUS
Thank You
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Conceptual Framework of Internal Branding Presentation by MR Prasenjit Bhattacharya CEO Great Place To Work (R) Institute India

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A Hands On Workshop on Internal Branding

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

Great Place to Work Institute, India

What is my Brand Line?

What is my Brand Line

A Great Place to Work Institute Presentation

Value:Achievement orientation, passion for excellence

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

Excellent communicator Humorous Lovable

A Great Place to Work Institute Presentation

Branding An Important part of a persons success

A Great Place to Work Institute Presentation

Branding for successful leaders

A Great Place to Work Institute Presentation

Branding for successful leaders

Branding for successful leaders

-from the workshop

Participants Objectives To understand employee communication better engagement and

A Great Place to Work Institute Presentation

Specific Inputs Desired by the Participants

A Great Place to Work Institute Presentation

A Great Place to Work Institute Presentation

Area of focus during the workshop (in order of importance)

A Great Place to Work Institute Presentation

Branding What is Internal Branding? Vision & Values Employer Brand

A Great Place to Work Institute Presentation

A Great Place to Work Institute Presentation

Match The Following:

A Great Place to Work Institute Presentation

Marketing Skills Marketing Skills Profits Profits Leadership Leadership

Brand is an INTANGIBLE ASSET

A Great Place to Work Institute Presentation

A Great Place to Work Institute Presentation

Corporate Brand as a property is shared by Stakeholders and Employees

A Great Place to Work Institute Presentation

A Great Place to Work Institute Presentation

Corporate Brand Retail Brand

Service Brand Durables Brand

Corporate brands are typically recognizable in the external market.

Employer Brand Employer Brand

Employee Engagement Employee Engagement

A Great Place to Work Institute Presentation

Why Internal branding - Reality Check

Nothing kills a bad product or service faster than good advertising

Branding without living the brand promise is suicide!

COMPANY VALUES/ BRAND BELIEFS

Organization Structure Systems & Processes Patents & Copyrights

Sveibys Intangible Asset Framework

A Great Place to Work Institute Presentation

What is Internal Branding? Vision & Values

A Great Place to Work Institute Presentation

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A Great Place to Work Institute Presentation

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What are Values?