Beyond the Brand – Behind Closed Doors
Of late I have found myself disappointed at what I find behind closed doors. What do I mean you say? Well, when you pay for a service or product and it doesn’t live up to what they say they do beyond the initial stages of the service. People generally put trust into the business they are using or purchasing from and when it doesn’t live up to the expectations they give, then it is disappointing to say the least. What I am talking about is beyond the brand.
The brand and the initial perception is the first thing that people see but if employees don’t continue with exemplifying the brand promise and values then the brand is compromised. The brand values are what customers and potential customers see. If the brand values aren’t built into the organisational values then it doesn’t work and the brand promise won’t be met. Whilst I am talking about brand a lot, it is not my domain at all. However what I am saying is, if the brand promise and values are not aligned to organisational values and therefore the people then what is behind closed doors can be disappointing.
It is necessary that the brand values be built into sales, marketing, structures, processes and yes you guessed human resources and the organisational values! Why? The brand is not delivered by text in marketing material but it is delivered by people – the businesses’ human resources. So, when the connection between the brand values and organisational values are not aligned and then therefore not lived neither is the brand promise. Actions & decisions – big or small all need to be aligned.
However, I challenge you beyond ensuring the alignment with recruitment & selection, training & development, performance management, remuneration & rewards. I challenge you to ensure that the processes themselves reflect the values ie: you don’t recruit using the same process as everyone else, even though you may question & select taking into consideration the values but the process itself actually also reflects the values – that’s innovation. It is beyond ensuring the alignment but having the processes to also practice what you preach, not paying lip service to the values but truly demonstrating, exemplifying them and living them!
Although not a corporate example, here is one that has been close to my heart for a while. Children’s sporting teams or associations that use chocolate drives to raise money. Do you really think that if they did identify their organisational values that selling chocolates to raise funds would align with them? Well, I don’t! And where is the social responsibility here? Supporting Cadbury for example rather than our local farmers for fresh healthy fruit & vegetables, which actually would reflect the values I believe would be a better idea surely. (I have previously written a blog specifically about corporate social responsibility.)
If the brand values and organisational values are not aligned and lived to everything that is done in business behind closed doors then it will become evident when the doors are opened – and they open with each interaction and that’s where the disappointment comes in.
At HR Business Direction we can assist with developing a strong organisational culture.
Leisa Messer BBus(HRM); GradDipIR; CAHRI; IRSQ
HR Strategist
leisa.messer@hrbd.com.au
07 3890 2066
www.hrbd.com.au