Internal breakdown in brand comms: survey

The 2004 Employer Branding Survey, which polled 65 MNCs and large conglomerates across seven industries in China, Hong Kong and Taiwan, found that only 36 per cent of respondents believed they effectively communicated key brand values to employees. In addition, 55 per cent reported that the relationship between the external and internal branding departments was 'not close'. Complicating matters further, said Watson Wyatt communications practice leader Helene Li, was the tendency for internal branding to be handled by the human resources or corporate communications departments, which may not be versed in the external brand. "There is a need to make sure that employees really walk the talk," said Li. "If you are a successful brand, the chances are your customers do agree with your brand promise. However, how much of that is being understood, identified and agreed upon by your employees?" The survey also found that only 36 per cent of respondents believed employees conveyed a consistent corporate brand to external customers. The danger, Li noted, was that companies would lose out in the cut-throat Greater China recruitment market. "In the Greater China region, the competition for talent is very, very keen," explained Li. "It is very important to ensure that your internal brand promise is aligned with your external brand promise. You can better attract the right talent to your company." In particular, Li pointed out that there was a need for companies to commit to ongoing tracking of internal and external alignment. "The disconnect in some cases is quite obvious," said Li. "Very often, anything internal will be given less priority than anything external. Most companies do realise that your employees are your brand ambassadors, so it's very important to sell the brand from inside out." Meanwhile, 73 per cent of respondents rated the effectiveness of their marketing spend as 'average'. In addition, while over 80 per cent of respondents have more than four communication programmes focused on the corporate brand, 36 per cent do not formally assess communication effectiveness. "What you cannot measure cannot be managed," said Li. "The market changes and your brand also changes with the market and your employees are not constant. It's important to set meaningful periodic milestones which can be measured in concrete terms -- such as shareholder return, ROI, sales turnover, employee commitment and staff turnover." The survey is the first of its kind by Watson Wyatt, and Li confirmed that it will become an annual offering.