HR’s role in developing brand personality ‐ An interview with Diane Gayeski
| Date | 01 March 2005 |
| DOI | https://doi.org/10.1108/14754390580000605 |
| Published date | 01 March 2005 |
| Pages | 20-23 |
| Author | Bob Gorman |
| Subject Matter | HR & organizational behaviour |
20 Volume 4 Issue 3 March/April 2005
N TODAY’S COMPETITIVE environment the
challenge for many businesses is how to
differentiate themselves from the multitude
offering similar products or services. In such a
climate, where branding is becoming increasingly
important, HR has a crucial role to play in ensuring
business success.
In the following interview with Bob Gorman, Diane
Gayeski explains why, if they want to impact bottom-
line performance, HR professionals should start by
developing a closer working relationship with their
colleagues in marketing.
Bob Gorman: Given the opportunities you see in
companies today, where should HR professionals
focus their efforts to help improve financial
performance?
Diane Gayeski: If they haven’t already done so, invite
the marketing vice-president to lunch. Learn the
company’s marketing and branding objectives. Too
often marketing departments make strategic decisions
and tell HR about them later, rather than having up-
front conversations as decisions are being made. HR
needs to be proactive in building a partnership with
marketing.
HR leaders need to understand the organization’s
strategic direction and then help the marketing leaders
understand what kind of people can best execute the
strategy. It’s been said that most organizations fail not
because they have the wrong strategy, but because they
couldn’t execute the strategy. Not enough thought is
given to the people on the ground who actually carry
out the strategy. That’s all about human resources. And
that’s why HR needs to be part of ongoing
conversations about the company’s competitive
position, strategy and new initiatives. Is there a
problem or shortfall in a key area? Is there a need to
reduce costs, or to accelerate innovation? Are we
introducing a new brand?
BG: It seems like everyone is talking about branding
today. Why should HR leaders want to be part of that
conversation?
DG: Because HR has a huge potential role here.
Companies spend a lot of time articulating how they
want their brands to be perceived externally. But that
should start with creating and building the brand
internally. When organizations develop a brand
personality, they need to be sure that it’s achievable and
affordable to deliver it.
Internal branding refers to initiatives that attempt to
align corporate culture and external brand. They are
typically projects that help to communicate brand
identity to employees and, in some cases, to involve
employees in creating the brand and developing ways in
which they can “live the brand.” An internal brand
helps you easily describe your organization to a current
I
Diane Gayeski, Ithaca College and CEO, Gayeski Analytics
An interview by Bob Gorman, Robert E. Gorman
Communication
HR’s role in
developing
brand
personality
With one foot in HR and training, and the other in
communication, Diane Gayeski is well placed to
understand the strategic role HR has to play in
aligning corporate culture with external brand. Here
she explains to Bob Gorman why the best place for HR
professionals to start is by taking the marketing vice-
president to lunch.
Creating a strategic partnership
with marketing
© Melcrum Publishing Ltd. 2005. For more information, go to www.melcrum.com or e-mail info@melcrum.com
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