Branding, Internal Branding

A “Hands On” Workshop on
Internal Branding
(December 11- December 12, 2008,The Sarovar Premiere, Mumbai)
-By
Great Place to Work® Institute, India
1
Energizer
What is my Brand Line?
2
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 3

Life Map
Highs
Values: Affection, sharing
Incident:Having a sibling
0 45 years
Birth Now
Incident: Not making it to the IIT/IIM
Value:Achievement orientation,
passion for excellence
Lows
Sample - What is my Brand line (In any order)
Excellent communicator
Humorous
Lovable

Branding – An Important part of a person’s
success

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

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
10
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”
”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”

“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”

Specific Inputs Desired by the Participants
Specific Inputs Desired
20 How to build a business

case for internal branding
18
Understanding methodology
16 for internal branding
14
No of People
Use of diagnostic tools in

12 internal branding
10 10
10 9 9 9
How to align HR processes
8 with brand attributes
6
6 How to overcome
challenges in implementing
4 internal branding
2 Training Evaluation Inputs

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

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

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

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

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.

Branding
What is Internal Branding?
Vision & Values
Employer Brand
Employee Engagement

“ Brand ” ?

Match The Following:
HLL
HLL
HLL
HLL Profits
Profits
Profits
Profits
Reliance
Reliance
Reliance
Reliance Leadership
Leadership
Leadership
Leadership
Infosys
Infosys
Infosys
Infosys Marketing
Marketing
Marketing
Marketing Skills
Skills
Skills
Skills

HLL
HLL
HLL
HLL Marketing
MarketingSkills
Skills
Reliance
Reliance
Reliance
Reliance Profits
Profits
Infosys
Infosys
Infosys
Infosys Leadership
Leadership
Brand is an INTANGIBLE ASSET

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

Corporate Brand as a property is shared by
Stakeholders and Employees
Brand
Brand
Personality Image
Brand
Identity
Brand
values Brand
Brand
Positioning
Equity

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

BRANDING EVOLUTION
Products+salesperson
+suppliers + employees Corporate Brand
Retail Brand
Products Service Brand

+salesperson
Durables Brand
Products FMCG Brand
Involvement of greater number of aspects of

organization
Corporate Brand
Communicated to customers/
stakeholders
Internal Brand Corporate Brand

•Extension of •Logo, symbol, trademark Brand Image
corporate brand •An image Brand -
•Embodies Personality
corporate vision, •Corporate vision, values Brand Equity Corporate
Leads to
Leads to
values •Mission statement Brand - brands are

•Consistent with •A catchy song, slogan Positioning typically
mission statement Brand Identity recognizable
•Reflected in
•Caters to a specific niche, in the
people/HR policies target market external
and programs •Positioning statement market.
•Employer value •An experience
proposition
Communicated to employees

Branding
Branding
What
Whatisis Internal Branding?
Internal Branding?
Values
Values & Vision
& Vision
Employer Brand
Employer Brand
Employee
Employee Engagement
Engagement

Perception – behaviours
Perception
Influences – Touch points
Performance
Behaviours

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!
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
Customers
Branding
Core values Vision Brand personality

Brand values
• 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.
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.
Intangible Assets
•Competencies
•Corporate Image
•Individual
•Customer & Supplier Values
relationships •Experience
•Brand Equity •Training
External Individual
Structure Competence
COMPANY VALUES/ BRAND BELIEFS
•Organization Structure
Sveiby’s Intangible Asset
•Systems & Processes Internal Framework
•Patents & Copyrights Structure
Branding
Vision & Values
Employer Brand
Employee Engagement

Personal Values

Personal Values
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A Great Place to Work® Institute Presentation
Organizational Values

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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 in

achieving operational, personal or organisational goals -- both
short-term and long-term.
“Values are like fingerprints. Nobody's are the same, but you leave
leave 'em
'em all over
everything you do.”
do.”
- Elvis Presley
Values of some organizations
Wipro:
Human Values TATA:
Integrity •Integrity - Conduct business fairly, with honesty & transparency.
•Understanding - Be caring, show respect, compassion and
Innovative •Humanity for colleagues and customers around the world and
Solutions always work for the benefit of India.
Value for •Excellence - Constantly strive to achieve the highest possible
Money 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
GE: with customers and partners around the world, building strong
relationships based on tolerance, understanding and mutual
Imagine cooperation.
Solve •Responsibility- Continue to be responsible, sensitive to the
countries, communities and environments in which they
Build work, always ensuring that what comes from the people goes
Lead back to the people many times over.

Branding
Vision & Values
Employer Brand
Employee Engagement

What is Vision?

"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 – Man’s Search for meaning

Match the Organisation with the Vision
statement…
Match the following
To give ordinary folk the chance to buy the same things as

Walt Disney rich people
Walmart To make people happy
To discover, develop and deliver innovative pharmaceutical

3M products that meet a true need and make a real difference to
people's lives.
Merck To bring inspiration and innovation to every athlete* in the

world (*If you have a body, you are an athlete)
Nike To solve unsolved problems innovatively

And the answers are…
Walt Disney To make people happy
To give ordinary folk the chance to buy the same things as

Walmart
rich people
3M To solve unsolved problems innovatively
Merck To discover, develop and deliver innovative pharmaceutical

products that meet a true need and make a real difference to
people's lives.
Nike To bring inspiration and innovation to every athlete* in the

world (*If you have a body, you are an athlete)

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. The desired future
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
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 shared ‘pictures of the future’
future’ that
foster genuine commitment and enrolment rather than compliance.
- Peter Senge
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
What
Internal Branding?
Values
Values & Vision
& Vision
Employer Brand
Employer Brand
Employee
Employee Engagement
Engagement

Employer Brand
Unique 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
TexasInstruments
Instruments Freedom
Freedom&&Creativity
Creativity
Google
Google Employee
EmployeeInvolvement
Involvement
Sasken
Sasken Learning
Learning&&Dev.
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?
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!

Branding
Branding
What
Internal Branding?
Values
Values & Vision
& Vision
Employer Brand
Employer Brand
Employee
Employee Engagement
Engagement

Employee engagement
“People will forget what you said , people will forget what you ddid
id
but people will never forget how you made them feel”
feel”
Maya Angalou

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

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

To Sum up…
Corporate Brand
e.g. Whatever it takes
Vision,Mission,Values,culture
Employer Brand Internal Branding

Why will the right people join us e.g. People willing to do
and stay with us? “Whatever it takes”
Employee Engagement

Session 2
Benefits of Internal Branding
60
Benefits of Internal Branding to
my Organization
Why Internal branding?
61
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.

Benefits of Internal Branding according to research
Retains Current 93%

Employees
Increases Employee 91%

Engagement or Satisfaction
Attracts Job 90%

Candidates
Motivates 79%
Employees
in Their Work
Leads to 71%
Improved
Business Results
Other (e.g., Unique 4

Culture) %
Do NOT believe 1
there %
are significant
benefits
(n = 228)
0% 20% 40% 60% 80% 100%
Percent of Respondents that have experienced
improvement
Source: Hewitt’s Survey on “Emerging Trends in Employee Branding”

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
You tell customers what makes you great. Do your employees know ?”
-Mitchell,2002:99
Why Create an Internal Brand?
“Having a strong brand for employees is a competitive advantage and

and a strategic
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.

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

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

Why Internal branding - Linkages of Service
Profit Chain

Session 3
Process /Methodology for Internal

Branding
69
Energizer

Discussion- Designing a process for Internal
Branding
HOW
WHAT WHEN
List all the • Prioritization

key activities
• Detailing
• _________ Deliverables
• Measurement and Timelines
• _________
• Responsibility
• _________

Internal Branding Framework
Articulation
Business Create
of Brand
Case for Behavior
Values &
Branding Framework
Architecture
Credibility
thru Early
Business Road Map Wins
Internal
case for for Identify and
Brand
Internal Internal Train Brand
Diagnosis
Branding Branding Champions Building
Brand
Awareness
Institutionalization Align
& Implementation People
Evaluation with
Brand

Brand Management Structure

Measures for Internal Branding

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.

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

Internal Brand Performance Metric

Diagnosis for Internal Branding

Articulation
Business Create
of Brand
Case for Behavior
Values &
Branding Framework
Architecture
Credibility
thru Early
Internal
case for for Identify and
Brand
Internal Internal Train Brand
Diagnosis
Branding Branding Champions Building
Brand
Awareness
Align
Institutionalization People
& Implementation with
Evaluation Brand

Internal Brand Diagnosis
1 2 3 4 5

Case Study
Case Study -National

Telecom
81
Case Study Diagnosis
Analyze
Read Present

Case Analysis - Diagnosis by Participants
KEY STRENGTHS KEY CHALLENGES AREAS OF ACTION

End of Day one

Day 2: Session 5&6
85
Case Analysis - Diagnosis by Participants
KEY STRENGTHS KEY CHALLENGES AREAS OF ACTION

Recap Of Day 1 : Corporate Brand
Internal brand framework

To Sum up…
Corporate Brand
e.g. Whatever it takes
Vision,Mission,Values,culture
Employer Brand Internal Branding

Why will the right people join us e.g. People willing to do
and stay with us? “Whatever it takes”
Employee Engagement

Articulation Create
Business
of Brand Behavior
Case for
Values & Framewor
Branding
Architecture k
Credibility
thru Early
Internal Identify and
case for for
Brand Train Brand
Internal Internal
Diagnosis Champions
Branding Branding Building
Brand
Awareness
Institutionalizatio Align
n Implementation People
& with
Evaluation Brand

Session 5
Aligning the Organization

Using the Interview guide
with FedEx employees
90
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

ALIGNMENT AREAS
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: 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: “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
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
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

Session 7
Communicating Internally and

Challenges Faced
113
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?
5 Elements of Internal Communication Plan
Objective: Communication roles:

Speak (Inform) Ownership
Listen (Receive Content development
feedback) Delivery
Motivate (Create positive
attitude) Choice of channel that
Educate (Generate ensures the message is
Collaborative behavior) seen as
Relevant
Type of Message: Practical
Value message Engaging
Benefits message
A Great Place to Work®
116
Institute Action message
Presentation 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 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®
118
Institute Presentation
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 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?

5 Elements of Internal Communication Plan
Objective: Communication roles:

Speak (Inform) Ownership
Listen (Receive Content development
feedback) Delivery
Motivate (Create positive
attitude) Choice of channel that
Educate (Generate ensures the message is
Collaborative behavior) seen as
Relevant
Type of Message: Practical
Value message Engaging
Benefits message
Action message Frequency/timing
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

Internal Marketing
Connects employees with their organization

Connects employees with brand values
Connects employees with customers

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

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
PhaseOne:
Phase One:Denial
Denial
Avoiding/Ignoring/NotPerceiving
Avoiding/Ignoring/Not Perceiving
PhaseTwo:
Phase Two:Resistance
Resistance
Anger/Anxiety/Depression/Fear/Doubt/Frustration
Anger/Anxiety/Depression/Fear/Doubt/Frustration
PhaseThree:
Phase Three:Exploration
Exploration
LearnNew
Learn NewWays/Discover
Ways/DiscoverOpportunities/Find
Opportunities/Find
CreativeSolutions
Creative Solutions
PhaseFour:
Phase Four:Commitment
Commitment
Renewal/Focus/RealizeBenefits
Renewal/Focus/Realize Benefitsof
ofthe
theChange
Change
Denial: Instances in History
"Everythingthat
"Everything thatcan
canbe
beinvented
inventedhas
hasbeen
beeninvented."
invented."
-- 1899,
1899, Charles
Charles HH Duell,
Duell, Commissioner
Commissioner ofof the
the US
US
Officeof
Office ofPatents
Patents
"That the
"That the automobile
automobile has has practically
practically reached
reached the
the limit
limit of
of its
its
developmentisissuggested
development suggestedby bythe
thefact
factthat
thatduring
duringthe
thepast
pastyear
year
no improvements
no improvements of of aa radical
radical nature
nature have
have been
been introduced."
introduced."
--An
Anarticle
articleininScientific
ScientificAmerican
AmericanininJanuary
January1909
1909
"Are you
"Are you crazy?
crazy? Who
Who wants
wants to
to hear
hear an
an actor
actor talk?"
talk?" -- In
In 1927,
1927,
HarryWarner,
Harry Warner,the
theco-founder
co-founderofofWarner
WarnerBrothers.
Brothers.
Denial: Instances in History
"Man will
"Man will never
never set
set foot
foot on
on the
the moon
moon oror Mars."
Mars." -- In
In 1957,
1957, Sir
Sir
Harold Spencer
Harold Spencer Jones,
Jones, the
the Director
Director of
of Greenwich
Greenwich Observatory,
Observatory,
declared:
declared:
"There isis no
"There no reason
reason for
for any
any individual
individual to
to have
have aa computer
computer inin
their home."
their home." -- Ken Ken Olsen,
Olsen, the
the entrepreneurial
entrepreneurial founder
founder and
and
Presidentof
President ofDigital
DigitalEquipment
EquipmentCorporation
Corporation, ,1977
1977
Different types of resistance
Asking for more detail • Silence

Flood you with detail • Intellectualizing
• Moralizing
Time
• Malicious compliance
Impracticality
• Methodology
I’m not surprised • Flight into health
Attack • Pressing for solutions
Confusion
Challenges of Internal Branding

Key Challenges of Internal branding – CMA survey

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

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

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.

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!

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.

Peter Drucker – Managing in Troubled Times
DON’T BE CLEVER; BE CONSCIENTIOUS
Thank You
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Branding, Internal Branding

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A “Hands On” Workshop on

What is my Brand Line?

3 words /statements to describe

A Great Place to Work® Institute Presentation 3

A Great Place to Work® Institute Presentation 5

A Great Place to Work® Institute Presentation 6

Infosys Chairman and Chief Mentor N R Narayana Murthy has

About 545 students from 13 leading management institutes

A Great Place to Work® Institute Presentation 7

A Great Place to Work® Institute Presentation 8

It could be an 'unconscious' or 'spontaneous' build-up of the

"In order to succeed as a personal brand, you need to have

In a survey when the name Mahatma Gandhi was written , the

Successful leaders live their promise 24x7 !

A Great Place to Work® Institute Presentation 9

-from the workshop

“To seek steps in strengthening internal

“I’d like to understand how this function works in

“To understand the impact of correct branding and

”Process based management of internal branding”

“To understand the importance of internal branding in

“Understand and emulate best practices from across

“Business cases and future trends”

“How to Retain Employee trust in Turbulent Times”

“To understand employee engagement and

“Understand Key Tools and techniques for talent

“To be enlightened on the finer aspect of internal

A Great Place to Work® Institute Presentation 13

20 How to build a business

Use of diagnostic tools in

A Great Place to Work® Institute Presentation 14

A Great Place to Work® Institute Presentation 15

Internal Branding campaigns/ Internal branding communication

A Great Place to Work® Institute Presentation 16

A Great Place to Work® Institute Presentation 17

Session 1 (9:00 am – 10:30 am)

Session 2 (10:45 am – 12:45 pm)

Session 3 (1:45 pm – 3:15pm)

Session 4 (3:30 pm – 5:30 pm)

A Great Place to Work® Institute Presentation 18

Session 5 & 6 (9:00 am – 1:00 pm)

To understand and practice how to align HR processes with

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

A Great Place to Work® Institute Presentation 19

What is Internal Branding?

Vision & Values

A Great Place to Work® Institute Presentation 20

A Great Place to Work® Institute Presentation 21

A Great Place to Work® Institute Presentation 22

Brand is an INTANGIBLE ASSET

A Great Place to Work® Institute Presentation 23

“Brand is the sum total of all

“All great brands have one

- Alan Begstrom & Dannielle

A Great Place to Work® Institute Presentation 24

A Great Place to Work® Institute Presentation 25

Helps you stand out from the crowd

A Great Place to Work® Institute Presentation 26

Products Service Brand

Products FMCG Brand