In the I-HR newsletter, moderator Beth N. Carvin
asked if the idea of branding could be used, effectively, to improve
productivity and retention. This is an expanded version of my response
to her question:
Yes, I think you can use the idea of branding as a
tool for improving employee productivity and retention.
Let's approach it from the perspective of a
manager communicating with his or her subordinates. If the manager sets
out to build a positive reputation over time and over a series of
messages, then we might say he or she is embarking on a branding
exercise. It's an attempt to create the trust and goodwill necessary to
have messages both accepted and acted upon.
Marketers branding products do essentially the
same thing: send out a series of messages designed to build a positive
reputation over time.
And, when messages to employees enjoy trust and
goodwill, then the manager can use communication to increase
productivity and retention.
For example, in publishing employee newsletters
for my corporate clients, I've always emphasized the need to provide
articles and information of value to readers (the employees). By doing
that, employees come to see their company newsletter as a useful
resource, and not management propaganda. That, in turn, opens the door
to asking employees to do or not do certain things (safety measures,
for instance), and getting a positive response from them.
In a sense, referring to this process of building
trust and goodwill as branding might be just a semantic exercise.
However, I think that when we put a name to a process, we make it
easier to comprehend and follow. And, that may be the real value of
referring to branding in the context of employee communication.
Let's also look at this issue in a broader sense,
too, because it's important to remember the different roles of
communication in productivity and retention. Three generic types of
communication figure in our thinking: instructional, contextual, and
motivational.
Instructional communication provides information
that helps others do their jobs more efficiently. Contextual
communication provides the bigger picture, which should help recipients
do their jobs more effectively. And motivational communication shows
recipients the benefits of responding as we've requested.
To build trust and goodwill, the instructional
communication should be accurate, timely, and functional. The people
who receive our messages should be able to act on them, and know they
can act on them with confidence.
The contextual communication should be relevant
and helpful. It should put the task or issue in question into a
framework that helps others understand how specific tasks or issues fit
into the strategic flow.
And, the motivational communication should focus
on them, not on you. It should show them the importance of their
contributions.
In summary, think of branding as the process of
building trust and goodwill, a process that makes it possible to
increase productivity and retention through communication.
About The Author
Robert F. Abbott
The process of branding, as it's viewed by marketers, might be used in
employee communcation, to increase productivity and retention through
communication.
communication-newsletter.com
robert@communication-newsletter.com | 