Upload
sheila-jones
View
215
Download
1
Embed Size (px)
Citation preview
Internal Brand Management
Internal Brand Management
Internal branding is the set of strategic processes that align and empower employees to deliver the appropriate customer experience in a consistent fashion. These processes include, but are not limited to, internal communications, training support, leadership practices, reward & recognition programs, recruitment practices and sustainability factors.
Personnel Differentiation: Singapore Airlines
Knowledge and Understanding of the Desired Brand Image
Can be developed through:
Advertising and public relations efforts
Training and development around the development
of the desired brand image (e.g. training on how to
handle difficult customers).
Performance management and compensation
systems (e.g. Starbucks names its
compensation system as “Your Special Blend”)
Organizational Message Systems
Organizational message systems
Word-of-Mouth
Advertising directed to external constituents
Public relations directed to external constituents
Customer feedback
Co-worker influence
Organizational culture
Organizational leadership & management
Human resource management systems:
• Recruitment & staffing• Training &
development• Compensation• Performance
management
Public relations directed toward employees
Advertising directed toward employees
ExternalAudiences
InternalAudiences
InformalSources
FormalSources
Upholding Psychological Contracts
A psychological contract represents an employee’s perceptual agreement about the exchange relationship he/she has with the organization.
Employee motivation, trust, performance, organizational commitment, and satisfaction are contingent upon the extent to which employees perceive their psychological contracts as being upheld.
Psychological contracts are formed based on formal and informal messages received from organizations and their representatives.
Organizations can manage the psychological contracts they have with workers by achieving message consistency.
Becoming an All-Star Organization
1. Consistently communicate and reinforce the organization’s mission, values, and desired brand image.
2. Help staff members establish healthy psychological contracts with the organization by clearly stating both what they can anticipate from the company and what they are expected to give in return.
e.g. CIGNA uses the employee value proposition to establish and reinforce the psychological contracts it maintains with its workers”: “CIGNA is a leading employee-benefits provider to employers and employees in the U.S. and selected international markets. We succeed through our commitment to serving our customers, the strength of our people and our drive for superior financial results. We recognize the value of a passionately committed, energized and diverse workforce. We reward excellence, promote development, expect high standards and encourage work/life balance.” (www.cigna.com)
3. Empower employees to always deliver the desired brand image, even when doing so is not totally consistent with the policy and procedure manual.
e.g. Outback Steakhouse emphasizes the importance of using good judgment in a manner that is consonant with the company’s principles and beliefs (www.outback.com/career opportunities/management.asp.).
4. Use the performance management and compensation systems to help employees know, understand, internalize, and deliver the desired brand image. e.g. Walt Disney regularly hands out “Applause-o-gram” cards . . to anyone
caught doing a good deed.
5. Make delivery of the desired brand image the central focus of training an development efforts. e.g. Pensacola Florida’s Baptist Hospital provides its workers with scripts that
are to be used in certain circumstances. “Any employee who sees a visitor who appears lost will ask, may I take you to where you are going?”
6. Weave the desired brand image into all internal and external message systems. e.g. Southwest Airlines uses its in-house publication LUV Lines, to clarify and
reinforce the behavior that is expected and rewarded, as well as the mission and values that drive those expectations.
7. Carefully integrate the messages that are intended for external audiences with those aimed at internal audiences. Employees are exposed to both.
8. Lead by example. Leader behavior is a key element in fostering a corporate culture that is consistent with the organization’s mission, values, and desired brand image.
9. Make tough decisions when necessary. e.g. Fire an employee after many poor customer service incidents.
This reinforces the firm’s commitment to customer service.
10. Conduct a message audit to assess the consistency of the messages emanating from the organization.
A Typology of Employee Branding
High Knowledge& Understanding
All-Stars
Psychological Psychological
Contract Violated Contract
Upheld
Rookies
Low Knowledge& Understanding
Injured Reserves
Strike-Out Kings
A Conceptualization of the Employee Branding Process
Organization’s Mission &
Values
DesiredBrandImage
Sources/ModesOf Messages
InternalFormal• Human
Resource Management System• Public
Relations SystemsInformal•
Culture/Coworker
• Influence•
Leaders/Managers
External• Formal• Advertising &
PRInformal• Customer
Feedback
Employee’s Psyche
EmployeeBrandImage
Outcomes
• Position of Organization and its Offerings in Customers’ Minds
• Turnover
• Employee Satisfaction
• Customer Satisfaction
• Customer Loyalty
• Favorable Reputation
Psychological
Contract
KnowledgeOf Desired
Brand Image
Feedback