Making It Real

Introduction

Throughout this book we have stressed the need for the brand attributes to be authentic. If not, like the tale of the emperor’s new clothes, the true situation will be revealed; much to the discredit of the organisation. In a new organisation the employer brand may readily drive behaviours. For some, brand attributes will be a total reflection of the organisation’s character. For most, however, making the brand real will be a mixture of promoting what is already in place through effective communications and amending behaviours where the organisation, or where particular areas, fall short. This chapter looks at ways to make the brand real for existing staff and for potential candidates; by describing areas of high visibility so that organisations can take the necessary action at key touchpoints.

5.1 Brand Audit

1.1 The previous chapter explored communication channels and how brand attributes can be promoted. It is essential that HR policies and procedures are considered too. There must be consistency between what the organisation says it will do and the employer experience.

‘The strongest brands are those that achieve a high degree of consistency in whatever context they appear, and at every kind of experience the individual has of the brand’14. (Employer branding; Your online companion for the journey. CIPD 2008).

Looking at the staff handbook, or its equivalent, critique whether:

Underlying policy principles uphold the brand attributes. For example, if an organisation ‘values its staff ’, it may be questionable to cover recruitment gaps with workers from the gig economy.

The process steps reflect the brand. An innovative organisation will not be requiring employees to submit paper forms in triplicate!

The style, language and media used to communicate policy and procedure.

Unless the brand is a revolution for the organisation, and the merit for such a significant change is questionable, the alterations required should be manageable. Often, they will be essential. Clear brand attributes also provide useful guidance when setting out new policy and procedure, by providing a set of principles to structure HR processes. As such, new policies should be welcomed.

1.2 As well as looking at the content of in-house training programs, a brand audit should also consider what training is on offer to enable managers and employees to live and communicate the brand. This may be around building skills, for example, on writing for the web or more delegation to empower employees. But it may also be about refreshing messages. Being an equalities employer is a familiar brand attribute, but what does it mean to a multi-cultural 21st century workforce? It may be time to refresh the debate, e.g. on sexual harassment in the workplace or to introduce concepts such as unconscious bias, etc.

1.3 It is necessary to scrutinise facilities to see whether they match the brand. Loft style offices in an edgy part of town may not convey ‘traditional values’ – if they are important to your organisation. It may be unrealistic for the employer brand to dictate accommodation requirements but where a review is being undertaken, audit the options against the brand. Even if an organisation must make do with current arrangements it may be possible to reorganise an office layout to support the brand. For example, how desks are placed can impact on team working. A small breakout area can facilitate better engagement. Consider what’s there, see how the physical surroundings can detract or enhance, and make changes to support.

1.4 HR may take the lead in the brand audit. Involving other people will however add different perspectives, spread the brand message, add richness to solutions and ideally identify a wide range of brand ambassadors.

5.2 Brand Ambassadors

2.1 In an ideal world, an organisation’s employees will live and breathe the brand. Getting close to this situation does however need to be managed and can be a lot of hard work. Chapter 3 considered how it is necessary to launch the brand internally first, being clear why it is being introduced or revised; and how this may impact on behaviours. Where necessary, supplement the launch with training in new skills, or ways of managing, or ways of acting as an employee. For example, not every employee will have the skills or confidence to work ‘collaboratively’. Reinforcing the desired character of the organisation may mean supporting people at every level.

2.2 Identifying and promoting brand ambassadors will help embed the desired organisational behaviours:

Start with the organisation’s leaders.

Employees are more likely to embrace the brand if the organisation’s leadership demonstrate its attributes in how they act. Conversely, if they don’t, acceptance across the broader management team will be tricky. Communication professionals can assist by encouraging senior managers to constantly communicate the brand and to share examples of how they can bring the brand to life.

Capture hearts and minds in the workforce

Product brand ambassadors are not unusual. There is value in considering pulling together a group of committed employees, at different levels of seniority, to also act as employee brand ambassadors. Work with these employees, ideally throughout the brand’s development, but certainly through roll-out to:

Understand what the brand means for their role, their level of seniority or their part of the organisation. If people can express the brand attributes in their own words and apply to their own situation they are more likely to be willing and able to spread the message.

Listen to what they say, these staff may be well placed to really understand how the brand is being received. Do not discount their feedback, even if some of their messages are painful. Recognising problems will not only be valuable in the long run but acknowledging their input and keeping them on side will offer a range of long term benefits.

Get them involved in social media promotions of the brand. This may include, responding to online comments or participating in marketing events on employment opportunities with the organisation.

2.3 To empower brand ambassadors across the organisation, it is important to have a social media policy that is positive. Do not just focus on what could go wrong. Think about the benefits to be gained when employees are encouraged to share online. Provide social media training when needed and ensure that employees have content to share. Create specific hashtags for employees to use and encourage them to use it across all platforms.

2.4 Ultimately, recognise that every contact that an applicant makes, and every employee experience supports or detracts from stated brand attributes. Being aware will help you critique HR processes. Key events are looked at below.