Internal branding is a new and interesting concept, however, has not been fully applied or explored in most organizations.
How do you face it? How do you execute it? How do you measure it?
In my previous articles, we have explored the benefits of developing internal branding plans among our collaborators, now I would like to share with you some advice when developing a program of this type among our collaborators.
Organizations are not homogeneous, they have different characteristics depending on their business reasons, clients, history, corporate culture, etc. In this sense, the way in which they need and application of the internal branding strategy will be generated will vary according to the company in which we will apply it.
Let us take into account the following variables before starting:
Examine The Profile Of Your Business.
As we said before, the sector and business turn define the characteristics, messages, and opportunity of the strategy. The profile of the business also defines the positioning of the brand, and the opportunities to reposition or reinforce it among our collaborators.
There is a basic element in the creation of internal branding that we must take into account when developing your planning. This is referred to the values practiced by the collaborators of the organization and that will be indispensable in the creation of branding. The brand will carry many or some of these values, which will allow its spirit to be much easier to adopt by the internal clients of the organization.
Even when there is no internal branding program in place, there is an internal brand, which can be potential, resisted or neutral.
Potential: There are opportunities for the brand to be easily adopted by internal customers.
Weathered: The internal brand alone is unpleasant for the workers of the company.
Neutral: The brand does not generate emotions either in favor or rejection.
Attitude Towards Communication
It is important to know the attitude of the company towards communication. That is, let’s see if the direction of the organization is conservative or open to the topic; if you have previous knowledge in communication; and how they would react in a human resources marketing environment.
Current Management Of Human Resources
We talked a little more about this point in previous posts, but it is convenient to remember the great relationship that HR management has on the development of the internal brand. An HR management that works decisively on intrinsic and extrinsic motivation has great possibilities of being successful.
Definition Of The Key Drivers of Internal Branding
The Key Drivers, positioning elements of any brand, should be the same in the internal scope, so it is convenient to identify them and determine their coherence with the shared values of the organization. The next communication activities must sell the brand attending these Key Drivers.
Empowerment of communication
Another important element prior to the development of the internal branding plan is the empowerment of the communication team: will it have the necessary human, financial and material resources? Because as we say in Peru, you can not ask for rice with duck for two soles, that is, you can not expect successful results if there is no investment.
On the other hand, it is important to know what the position of the communication team will be, what will be its area of influence and its margin of maneuver to carry out the internal branding project.
We will continue exploring more topics related to organizational communication and internal branding in our next posts. To read more about how to develop the company’s internal branding you can visit us and email us at Jerome@jeromejoseph.com.