In the I-HR publication, moderator Beth N. Carvin asked if the concept of branding might be used successfully to improve productiveness and retention. This is an expanded model of my response to her query:

 

Yes, I think you should utilize the idea of branding as a instrument for improving employee productivity and retention.

 

Let’s strategy it from the angle of a supervisor communicating along with his or her subordinates. If the manager units out to construct a positive status over time and over a collection of messages, then we’d say he or she is embarking on a branding exercise. It is an try and create the trust and goodwill necessary to have messages each accepted and acted upon.

 

Entrepreneurs branding products do essentially the identical thing: ship out a series of messages designed to construct a optimistic repute over time.

 

And, when messages to workers generate trust and goodwill, then communication despatched after that can be used communication to increase productiveness and retention.

 

For example, in publishing worker newsletters for my corporate shoppers, I’ve all the time emphasized the necessity to present articles and data of worth to readers (the workers). By doing that, workers come to see their company newsletter as a helpful resource, and not administration propaganda. That, in flip, opens the door to asking employees to do or not do sure issues (security measures, as an illustration), and getting a optimistic response from them.

 

In a way, referring to this strategy of constructing belief and goodwill as branding is perhaps only a semantic exercise. However, I feel that after we put a reputation to a course of, we make it simpler to comprehend and follow. And, that may be the actual value of referring to branding in the context of employee communication.

 

Let’s additionally look at this problem in a broader sense, too, as a result of it is important to remember the totally different roles of communication in productivity and retention. Three generic sorts of communication figure in our pondering: instructional, contextual, and motivational.

 

Instructional communication provides information that helps others do their jobs extra efficiently. Contextual communication provides the bigger picture, which ought to help recipients do their jobs extra effectively. And motivational communication reveals recipients the benefits of responding as we have requested.

 

To construct trust and goodwill, the academic communication must be correct, well timed, and functional. The individuals who receive our messages should be capable of act on them, and know they’ll act on them with confidence.

 

The contextual communication should be related and helpful. It ought to put the problem into a framework that helps others perceive how particular duties or points match into the strategic flow.

 

And, the motivational communication ought to deal with them, not on you. It should show them the significance of their contributions.

 

In summary, think of branding as the process of constructing belief and goodwill, a course of that makes it potential to increase productivity and retention by way of communication.

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