Within the I-HR e-newsletter, moderator Janet N. Carvin requested if the thought of branding might be used effectively to enhance productivity and retention. It is really an broadened form of my reaction to her question:
Yes, I believe you should use the thought of branding like a tool for enhancing worker productivity and retention.
Let us approach it in the outlook during a supervisor interacting with their subordinates. When the manager sets to build an optimistic status with time and also over a number of messages, only then do we might say they're starting on the branding exercise. This is an make an effort to produce the trust and goodwill essential to have messages both recognized and behaved upon.
Entrepreneurs branding items do basically exactly the same factor: send a number of messages made to build an optimistic status with time.
And, when messages to employees generate trust and goodwill, then communication sent after you can use communication to improve productivity and retention.
For instance, in posting worker news letters in my corporate clients, I have always stressed the necessity to provide articles and knowledge of worth to visitors (the workers). By doing that, employees arrived at see their company e-newsletter like a helpful resource, and never management propaganda. That, consequently, paves the way to asking employees to complete or otherwise do some things (safety precautions, for example), and becoming an optimistic response from their store.
In this way, mentioning for this procedure for developing trust and goodwill as branding may be only a semantic exercise. However, I believe that whenever we place a title to some process, we allow it to be simpler to understand and follow. And, that might be the actual worth of mentioning to branding poor worker communication.
Let us also see this problem inside a larger sense, too, because you need to recall the different roles of communication in productivity and retention. Three generic kinds of communication estimate our thinking: training, contextual, and inspirational.
Training communication provides information that can help others do their jobs more effectively. Contextual communication offers the problem, that ought to help readers do their jobs better. And inspirational communication shows readers the advantages of reacting as we have asked for.
To construct trust and goodwill, the training communication ought to be accurate, timely, and functional. Those who receive our messages should have the ability to act in it, and know they are able to act in it with full confidence.
The contextual communication ought to be relevant and useful. It ought to place the problem right into a framework that can help others know how specific tasks or issues squeeze into the proper flow.
And, the inspirational communication should concentrate on them, this is not on you. It ought to demonstrate to them the significance of their contributions.
To sum up, think about branding as the entire process of developing trust and goodwill, a procedure that causes it to be easy to increase productivity and retention through communication.