Organisational Compliance

3.1 Even in the smallest of organisations it is good practice to draw up an implementation plan to launch the brand and to put in place arrangements to review and manage the brand in the future. In chapter 4 we will consider in detail communication methods and how to control them. In chapter 5 we will look at the impact of the brand on various processes, such as recruitment. Getting organisational awareness and buy-in to the brand is an essential first stage in its roll-out.

3.2 As a golden rule, promote the brand first to the internal audience. Even if the organisation’s major reason for branding is to attract candidates, unless current staff are on board any gains from new recruits will be lost if they find an organisation at odds with, or ignorant of, brand values. To encourage brand awareness and compliance:

Undertake some formal launch, even if this is quite simple, so that staff members are aware a change is occurring. Ideally, involve senior figures of the organisation and people with whom colleagues can identify, to endorse the brand. Where unionized, getting trade union representatives to endorse is a plus.

Explain why the brand is being introduced or revised. Be honest whilst being positive. For example, if a lack of good quality applicants is the driving force for brand development you may say; ‘we know that we haven’t always been good at explaining to the outside world what we can offer as an employer. We have therefore considered what makes us unique and an attractive place to work’.

Explain how the introduction of the brand may impact on how things are done. In some organisations, there may be ‘family friendly’ policies but they are not universally applied. If behaviours need to change this must be communicated effectively, not only globally but to specific parts of the workforce and to individuals.

3.3 Where the culture of the organisation differs according to department or staff group, and thus adherence to brand value is not consistent, consider whether there are training needs to be addressed. This may be relatively light touch discussions with teams or managers on ‘how we do things around here’; with the backdrop of brand attributes. Or, for some managers, you may need a more in-depth look at how they approach their role. Don’t shy away from difficult conversations, divergence can scupper the initiative by even a small number.

3.4 A brand audit of policy and procedures will also give a good indication of how far day to day practice differs from the brand attributes. This will be considered in more detail in chapter 5, but it is important to know whether key processes, such as recruitment, encourage managers to live and breathe the brand. If they do not, successful organisational compliance will be at risk.

3.5 Should an organisation seek public recognition on ‘great place to work lists’ or similar? These lists offer great opportunities to promote employment with the organisation, not only with current job seekers but the target audiences for future jobs. If this is something your organisation seeks, consider timetabling. An application as part of a branding launch may be precipitous but could be something that you can more reasonably work on once the brand is launched, embedded in policy and procedures, and people recognize the attributes to be truthful characteristics of the organisation. Areas that we will look at in the following chapters.

3.4 Time to Reflect

4.1 Using the five-factor structure, (interest value, social value etc), think about brand attributes in your organisation. Are there any attributes that are particularly striking that you would wish to emphasise?

4.2 Considering the Linked In test, ‘be brave’, are there any areas in your organisations where improvements are needed, how would you express?

4.3 Taking a common brand attribute ‘equal opportunities employer’, what would be some of the associated behaviours?