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EMPLOYEE BRANDING. BY MUHAMMAD SARWAR ALAM Fa-2012/ MSc.EM /057. Individual presentation Delivered on 10 Dec 2012. EMPLOYEE BRANDING. EMPLOYEE BRANDING. EMPLOYEE BRANDING. EMPLOYEE BRANDING. Employee Branding.

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EMPLOYEE BRANDING


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  1. EMPLOYEE BRANDING BY MUHAMMAD SARWAR ALAM Fa-2012/MSc.EM/057 Individual presentation Delivered on 10 Dec 2012

  2. EMPLOYEE BRANDING

  3. EMPLOYEE BRANDING

  4. EMPLOYEE BRANDING

  5. EMPLOYEE BRANDING

  6. Employee Branding Employee branding is defined as “the process by which employees internalize the desired brand image and are motivated to project the image to customers and other organizational constituents” (Miles & Mangold)

  7. EMPLOYEE BRANDING

  8. EMPLOYEE BRANDING

  9. EMPLOYEE BRANDING

  10. Employee Branding “The process by which employees internalize the desired brand image and are motivated to project the image to customers and other organizational constituents”

  11. Employee Branding Internalization, is any process of transformation by which external relationships, object representations, and forms of regulation become part of the inner psychic structure and thus part of the ‘inner world’

  12. 4 Es of Employee Branding Framework

  13. Engaged Employee • Believes in the values of Business • Passionate to work to make things better • Cognizant about overall business & understands the “Bigger Picture” • Believes in decorum of respectful work environment • Is ready to go “Extra mile” • Is aware of developments in his/her field

  14. Employee Engagement Enablers Bookshare.org

  15. Employee Education • Strong brands need people with a clear point of view and the passion to express • Educate for all involved process i.e. pronunciation to selling

  16. Employee Empowerment • Empowerment is positively correlated with performance, effectiveness, innovation and commitment • Highly skillful employees when not empowered become de-energized • Managers and employees must objectively discuss tasks , roles and define boundary for decisions

  17. Employee,s Equity • A company should invest in employee benefit programs and must develop employees as real assets • key drivers that can be used to gauge an employee’s performance, optimum intensity and worth to the business. •  Profitability •  Efficient use of resources •  Team Work •  Learning and innovation •  Orientation towards society ( Corporate social responsibility)

  18. 1 Artain and Schumann’s thirteen points on employee branding

  19. Artain and Schumann’s thirteen points on employee branding 1 The brand must articulate the company’s promise to their employees “We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation…Employees will be provided (with) concern, respect, and caring attitude within the organization…”(Southwest, 2010)

  20. Artain and Schumann’s thirteen points on employee branding 2 The brand must support the business strategy

  21. Artain and Schumann’s thirteen points on employee branding 3 The brand must define employees the company’s customer experience …dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit … concern, respect, and caring attitude…

  22. Artain and Schumann’s thirteen points on employee branding 4 The brand must define what the organization needs from the employees

  23. Artain and Schumann’s thirteen points on employee branding 5 The brand must define on-brand behavior

  24. Artain and Schumann’s thirteen points on employee branding 6 The brand must connect what happens outside to what happens inside “…Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally…

  25. Artain and Schumann’s thirteen points on employee branding 7 The brand must focus on employee choice

  26. Artain and Schumann’s thirteen points on employee branding 8 The brand must define “What’s in it for me?” for the employees

  27. Artain and Schumann’s thirteen points on employee branding 9 The brand must define what the organization believes in

  28. Artain and Schumann’s thirteen points on employee branding 10 The brand must define the business as a place to work “…Creativity and innovation are encouraged for improving the effectiveness …

  29. Artain and Schumann’s thirteen points on employee branding 11 The brand must articulate the company’s desired reputation as a place to work According to Arnott, in his book “Corporate Cults” (1999) leaders meet to evaluate correct behaviors in the work place, in order to provide a pleasant environment for the staff.

  30. Artain and Schumann’s thirteen points on employee branding 12 The brand must define the desired emotional connection between the company and employees

  31. Artain and Schumann’s thirteen points on employee branding 13 The brand can help the organization recruit employees

  32. Employee Branding Process Miles & Mangold

  33. EMPLOYER vs EMPLOYEE BRANDING It is the practice of establishing the character or reputation of an organization as an employer, primarily by aligning recruiting and external HR practices with the ‘brand’, reputation of identity that the organization wants to have. Employee branding is the practice of ‘aligning’ an employee’s behavior and often the employee’s point of view with the image that the organization wants to project to its customers and external stakeholders.

  34. EMPLOYEE MUST LIVE THE BRAND • promotes self esteem • improves quality of life • increases productivity • enhances performance • increases independence

  35. EMPLOYEE BRANDING BY GOOGLE • see • hear • communicate • play • remember • read • write • study

  36. THANK YOU