In the I-HR newsletter, mediator Beth N. Carvin asked if the concept of branding could be used effectively to enhance efficiency and retention. This is an expanded variation of my reaction to her concern:
Yes, I believe you can utilize the idea of branding as a tool for improving employee efficiency and retention.
Let’s approach it from the perspective of a supervisor interacting with his or her subordinates. If the manager sets out to build a positive track record gradually and over a series of messages, then we may state he or she is starting a branding workout. It’s an effort to create the trust and goodwill essential to have messages both accepted and acted upon.
Online marketers branding items do basically the exact same thing: send a series of messages developed to construct a positive credibility over time.
And, when messages to workers generate trust and goodwill, then communication sent after that can be utilized communication to increase productivity and retention.
For instance, in publishing worker newsletters for my corporate customers, I have actually always emphasized the requirement to provide articles and info of value to readers (the employees). By doing that, staff members concern see their business newsletter as a helpful resource, and not management propaganda. That, in turn, unlocks to asking workers to do or not do particular things (security steps, for example), and getting a positive response from them.
In a sense, referring to this procedure of structure trust and goodwill as branding might be simply a semantic exercise. Nevertheless, I think that when we put a name to a process, we make it simpler to understand and follow. And, that might be the genuine value of referring to branding in the context of employee interaction.
Let’s also look at this issue in a more comprehensive sense, too, since it is very important to keep in mind the different functions of communication in productivity and retention. 3 generic kinds of communication figure in our thinking: training, contextual, and motivational.
Training communication offers information that assists others do their jobs more effectively. Contextual interaction offers the larger image, which must help recipients do their tasks more effectively. And motivational communication reveals receivers the advantages of reacting as we’ve asked for.
To construct trust and goodwill, the instructional communication ought to be precise, prompt, and practical. Individuals who get our messages need to be able to act upon them, and know they can act upon them with confidence.
The contextual communication should be relevant and handy. It should put the problem into a framework that helps others understand how certain jobs or concerns suit the tactical circulation.
And, the inspirational communication should concentrate on them, not on you. It must reveal them the significance of their contributions.
In summary, consider branding as the process of structure trust and goodwill, a process that makes it possible to enhance performance and retention through communication.