Recent research that questioned UK employees, almost half loathed their jobs. One-fifth felt work was meaningless, blaming the stresses that come with the position for making them feel disillusioned. A further 25 per cent felt that as a consequence, they were poor employees.
Traditionally employers instinctively adopt superficial quick fixes to try to address staff fatigue or demotivation – like dress down Friday – while simultaneously taking every ‘brainwashing’ opportunity to assert the integrity of their brand values in their employee communications & interactions. Sadly, many employers confuse (relentless) logo exposure at work with a positive brand experience for their staff. Internal displays are everywhere – whether it’s branded pens, USB sticks screen savers or excessively logoed but sterile newsletters – all in the vain hope of making people feel ‘part of a team’.
However, rather than inspiring staff, such superficial mechanics often only serve to simply remind people of the drudgery of their service to the brand. Neurologically speaking, over-exposure to a logo doesn’t simply cause ‘logo blindness’ but actively leads to resentment.
Jonathan Gabay’s research for his new book Brand Psychology reveals that to get people to want to ‘hoist the brand emblem’ employees need to feel part of a corporate ethos through practical management actions – rather than superficial icons. Many such actions needn’t involve branding or monetary incentives. In fact, their psychological strengths are so potent that they produce effective results that can’t be matched by increased salaries or the magnificence and glory of brand values alone.
Gabay found that it all boils down to recognition as well as mutual understanding and respect of roles, responsibilities and purpose and the book suggests 12 simple but economical ways to improve your employer brand experience: Ensure everyone knows that ‘doers’ are recognised; Ensure everyone appreciates what and how each other contribute to an organisation. (Make them feel connected to a meaningful purpose); Empower ‘doers’ to succeed through occasional ‘social treats’ such a tickets to a movie, an evening at a restaurant with a partner, and so on – provided a clear explanation of why a reward has been given. (Little gestures can make a huge difference); Ensure goals and targets are understood and can be attained within agreed time scales; Maintain working interests by regularly offering employees the opportunity and training to explore new tasks.
Wherever and whenever applicable, provide feedback that shows a person’s contributions are valued and appreciated. Allow them to reciprocate! Show trust in a person’s ability to focus on important tasks. Explain each person’s ‘circle of power’ (their reach of authority). Keep people busy on tasks with a perceivable end goal. Encourage them to feel their time is being put to good use. At the most fundamental level, become familiar with people’s names. Remain open to address issues that may impede a person or team’s ability to get a job done, (For example, travel issues or crèche needs). Ensure that everyone knows that ‘non-doers’ aren’t recognized.
Title:Brand Psychology: Consumer perceptions, corporate reputations
Author: Jonathan Gabay
Published by: Kogan Page
£19.99
Published in the UK on 12th March 2015
