Employers today are facing one of their toughest challenges yet: finding and keeping the right talent. The pandemic has reshaped how people view work, accelerating trends like remote working, shifting expectations around flexibility, and placing greater value on mental health and wellbeing. Skilled employees, especially, are therefore more selective about the organisations they choose to join and stay with, and they also have more options. As a result, the competition for great talent has intensified.

In this current landscape, employer branding is no longer about glossy recruitment campaigns; it’s about delivering a consistent and meaningful employee journey. From the first interview to the last day of employment, every interaction matters. This is where artificial intelligence (AI) is beginning to make a real difference. By bringing scale, speed, and personalisation to these touchpoints, AI enables organisations to create journeys that are smoother, fairer, and more aligned with their brand purpose. And in doing so, companies can strengthen their reputation, deepen engagement, and turn employees into authentic advocates of their brand(s).

The opportunity for brands therefore, lies in how thoughtfully they adopt these tools. Organisations that use AI to genuinely enhance transparency, fairness, and personalisation will stand out in a crowded talent market. Rather than treating AI as a cost-saving measure like most, forward-looking employers are applying it to bring their values to life, demonstrate care for their people, and design experiences that feel both human and modern. With the right approach, employer branding that leverages AI can truly distinguish an organisation and inspire people to stay and grow with it.

Why the Employee Journey Matters in Employer Branding

The employee journey is the complete experience someone has with a company, from applying for a role, through growth and development, to the day they leave. Every interaction, large or small, shapes how people feel about working there.

Ultimately, it is what employees experience, not what companies say, that defines the employer brand. When experiences are positive, employees can become advocates who reinforce the brand through their stories in and outside the company. When they are negative, the brand’s reputation suffers, making it harder to attract and retain talent.

Here is where AI makes a difference. It can personalise experiences so people feel valued as individuals, create fairer and more consistent processes that build trust, and remove everyday frustrations to free up time for meaningful work that contributes toward the company’s purpose. In short, AI helps turn a company’s purpose into something employees can truly feel in their daily work.

AI at Work: Enhancing Every Step of the Journey

1. Hiring: Making the First Impression Count

Recruitment is often the very first touchpoint of an employee’s journey, and it sets the tone for everything that follows. A slow, confusing, or impersonal process can discourage strong candidates before they even step through the door, while a smooth and engaging experience can spark excitement and trust from day one. That’s why many brands are investing in AI-powered solutions to transform how they attract, evaluate, and connect with talent.

Conversational AI platforms like Paradox and Eightfold automate early stages such as CV screening, candidate queries, and interview scheduling. This ensures timely communication, avoiding days of silence that frustrate candidates. Workday’s acquisition of Paradox shows how mainstream these capabilities have become.

There are also visible results in well-known organisations. Unilever has adopted game-based assessments (via Pymetrics) and AI video interviews to evaluate potential candidates in a fairer, more engaging way. The change has cut recruitment time by 75% and doubled the diversity of hires. Hilton Hotels uses AI chatbots to handle high-volume seasonal hiring, screening and scheduling applicants in days rather than weeks. IBM, through watsonx Orchestrate, enables AI agents that automate and streamline HR workflows, while integrating governance tools (e.g. watsonx.governance) to help monitor fairness, mitigate bias, and ensure transparent, auditable decisioning.

Together, these examples show how AI can make recruitment faster, fairer, and more transparent. When organisations place emphasis on skills and potential rather than background or demographics, they signal inclusivity and respect. Consistent updates and responsive communication give candidates the sense that their time and effort are valued, while streamlined processes remove unnecessary hurdles that often cause frustration. Recruitment then becomes much more than an administrative step; it becomes a defining moment where candidates get a first, powerful impression of the brand’s culture, values, and credibility.

2. Onboarding: Setting the Tone for Belonging

Onboarding is more than paperwork and IT access; it’s the moment when employees begin to understand what an organisation and its brand stand for. The first days should clearly communicate brand purpose and values, showing how they come to life in the culture, behaviours, and everyday work process. When new hires see that alignment early on, it builds trust, pride, and belonging.

AI is helping brands deliver this consistently by making onboarding more intuitive, personalised, and aligned with company culture. Intelligent chatbots and digital assistants can guide new hires through practical essentials, such as answering questions about policies, payroll, or IT logins instantly. Platforms like Docebo and EdCast create adaptive learning paths that not only cover role-specific training, but also embed brand values through curated content, case studies, and examples of the organisation’s mission in action. This ensures new hires don’t just learn what to do, but also why it matters.

Some companies are going further, by experimenting with AI-driven mentor matching, pairing new hires with colleagues whose experience and personality are most likely to help them settle in. Feedback platforms such as Culture Amp or Degreed extend this beyond the first weeks by monitoring whether employees feel connected, supported, and culturally aligned.

The impact goes beyond efficiency. Studies suggest AI-enhanced onboarding can boost retention by more than 80% and cut time-to-productivity by two-thirds. But the true benefit for employer branding lies in positive word-of-mouth: when employees feel welcomed and supported from day one, they are far more likely to share those experiences publicly and commit to the organisation long term. Onboarding becomes not just a process of getting started, but a brand-defining moment that turns values into lived experience.

3. Smarter Work Experience through AI Integration

Across industries, AI is being adopted at scale to reshape the way employees experience their daily work. No longer limited to back-office functions, AI is integrated into core workflows such as resolving service requests, streamlining knowledge access, and strengthening performance management. These solutions are practical, widely available, and increasingly essential in hybrid and global workplaces. By removing friction points and making processes more consistent, AI helps organisations create fairer, faster, and more engaging work experiences while aligning employees more closely with organisational goals.

Collaboration & Support:
Platforms like Moveworks use AI chatbots to resolve IT and HR service requests instantly. By cutting through bottlenecks and frustrations, employees can redirect their energy to more purposeful, value-adding work. This shift signals that the organisation respects their time, reducing the mental load of “administrative clutter” and creating space for innovation and creativity.

Knowledge Management:
Tools like Glean enable AI-powered enterprise search that centralises organisational knowledge and makes it instantly accessible across teams. For hybrid and remote workplaces, this breaks down silos and ensures that everyone, no matter where they are, can contribute and learn equally. The effect is a more level playing field, where decisions are made faster, collaboration flows naturally, and employees feel more connected to the organisation’s goals.

Performance & Recognition:
Solutions such as Kazoo and TalentGuard integrate recognition with performance management, surfacing achievements and mapping out personalised growth pathways. By making contributions visible and aligning them with development opportunities, AI helps employees feel valued not just for what they do, but for who they are and the potential they bring. This creates a culture where recognition is fair, growth feels attainable, and people see a future for themselves within the organisation.

Together, these innovations turn mundane routine interactions into meaningful experiences. AI does not just make processes faster, it makes work more human. Employees feel supported, trusted, and seen, which strengthens loyalty, boosts engagement, and reinforces the organisation’s reputation as a place that genuinely values its people.

4. Navigating Organisational Change

Change is an inevitable reality for every organisation. Markets evolve, technologies advance, customer expectations shift, and businesses must continually adapt to stay relevant. Whether it involves adopting new digital tools, restructuring teams, or redefining strategic priorities, these transitions shape not only how an organisation performs but also how its people perceive it. For employees, change often comes with uncertainty, disruption to familiar routines, and new expectations that must be learned and embraced.

AI is starting to reshape this process by offering leaders clearer visibility into how employees are responding, predicting where challenges may arise, and providing timely, personalised support. AI transforms change management from a reactive process into a proactive one. This turns organisational change into an opportunity to build trust, strengthen culture, and show employees that they are valued partners in the journey forward.

Several platforms are already putting this into practice. Humu uses AI to send people small reminders, called “nudges,” that suggest helpful actions during times of change. For example, it might remind a manager to check in with their team, encourage someone to share information more openly, or prompt an employee to take care of their wellbeing. Over time, these small steps add up to healthier habits and smoother transitions for both employees and managers.

Meanwhile, Sociabble makes change a more collaborative process by providing employees with a platform to share ideas, vote on suggestions, and give feedback in real time. This involvement helps people feel like they are actively shaping the organisation’s future, rather than simply being told what to do.

Industry analysts like Gartner note that more HR leaders are now turning to AI to improve communication and support during change, showing that these tools are no longer niche solutions but are becoming part of standard practice.

When AI is used to keep employees informed, supported, and actively involved in change, it helps them see the organisation as transparent, modern, and people-centred. This not only makes transitions smoother but also strengthens culture, builds trust, and reinforces the organisation’s reputation as a place where employees can thrive long term.

5. Exit: Parting on Good Terms

Leaving a company is more than just paperwork. It is the final impression that shapes how employees remember their experience. If the exit feels rushed or uncaring, people may leave with frustration that could spread through word of mouth. But when it is handled with respect, employees walk away with closure and appreciation, often becoming advocates, future collaborators, or even potential rehires.

AI is helping organisations manage this stage with greater care and insight. For example, CloudApper hrGPT and Specific can analyse exit interviews in real time, surfacing recurring themes such as concerns about career growth or management style. These insights give leaders a clearer picture of why people are leaving and what can be improved. Meanwhile, platforms like Eletive use predictive models to spot early signs of disengagement, such as changes in participation or feedback patterns. This allows managers to step in before issues escalate, reducing the likelihood of sudden resignations.

When exits are managed thoughtfully, employees see that their feedback matters right up to the end. They leave knowing the organisation values people at every stage of the journey. Alumni who part on good terms are more likely to recommend the company, speak positively about it, or even return in the future. In this way, a well-handled exit is not just about closing a chapter, it is about leaving the door open.

The impact of AI on Employer Branding

AI is reshaping employer branding by making the employee journey more seamless, personalised and meaningful. Across every stage, it reduces friction in processes and creates experiences that help people feel supported, recognised and connected. In this way, AI allows organisations to bring their purpose and values to life in ways that employees can clearly see and experience. For example, a company that values fairness can use AI to remove bias from recruitment and promotion decisions. A brand that champions growth can apply AI to recommend learning paths tailored to each individual. And organisations that want to build cultures of appreciation can use AI to prompt timely recognition of everyday achievements. These tangible actions show employees that the company’s values are not just words on a page, but principles that guide how people are treated.

For employer branding, the significance of AI is clear: it is not a replacement for human connection but a way to make those connections stronger and more meaningful.  By taking over repetitive tasks and offering deeper insights, it gives leaders and teams the space to focus on empathy, trust and authentic relationships. When technology and humanity are balanced in this way, organisations not only become more efficient but also create workplaces where people are proud to belong. This is how AI becomes a powerful force for building stronger and more authentic employer brands.

The post Issue 53: Q3 2025 appeared first on Tangible.

Dubbed the 4th industrial revolution, Artificial Intelligence (AI) is here to stay. But the speed and intensity with which AI has invaded our lives in recent years has been a source of terror and excitement for people around the world. Uncertainty abounds as employers leap to explore the benefits of widespread automation, while employees anxiously stress about job security. So, the question remains: how do we take advantage of AI tools effectively, efficiently, and ethically? Below, we highlight the transformative ways AI has impacted market research and brand strategy, its dangers and shortcomings, and its role in the future of branding. 

5 Ways AI is Impacting Market Research 

AI is more than just the next step in market research – it is the dawn of a radical frontier. Its potential to increase productivity, amplify our ability to predict consumer behaviour, and enhance targeted marketing capabilities is immeasurable.  

 1.  Automation of Data Collection and Management 

With the support of AI, companies can automate data collection and management to streamline the research process. Gone are the days of manually gathering and cleaning endless oodles of data. Adaptable conversational chatbots like ChatGPT can help design and administer surveys tailored to targeted segments of the population. Parameters can be set to automatically catalogue the responses by demographic, psychographic, or behavioural qualifications, making it quick and cost effective to extract meaningful insights down the line.  

AI algorithms can also monitor data quality by cleaning up irrelevant, incomplete, or duplicated responses. Companies like Synthesized and Private AI are trained to remove Personally Identifiable Information (PII) from survey results, effectively preserving data integrity, usability, and ensuring the information complies with privacy regulations.  

 2. Optimisation of Data Analysis, Visualisation and Reporting 

Analysing consumer data from the internet has morphed from a mere Herculean task to an epic Sisyphean nightmare. An estimated 149 zettabytes of data were created in 2024. That’s 400 million terabytes of data generated every, single day! 

Luckily, generative AI software is well-equipped to extract key insights from mountains of information. Researchers no longer need to dredge through the digital slog of social media posts, product reviews, and public forums. Natural Language Processing AIs (NLPs) analyse qualitative data online to uncover important market trends and sentiments towards a brand. They can also find patterns in survey responses and focus group interviews to increase our understanding of target markets and consumer behaviour. 

 3.  The Rise of Predictive Analytics 

Accurate and efficient predictive modeling is the holy grail of corporate strategy. Imagine the ability to anticipate what consumers want, when they want it, and producing the exact amount needed to maximise profit, while minimising costs.  

Today, AI can analyse industry patterns and real-time information to create models that forecast market trends. Machine learning algorithms like Pecan use historical data on consumer behaviour, preference, and spending habits to stay ahead of demand. These predictive models can determine which customers are most likely to be swayed by targeted marketing, to be repeat customers, or to switch to a competing product. As a result, brands will know which sectors of the population they should focus on. 

 4.  The Wonders of Synthetic Data 

AI’s generate synthetic data by mimicking existing consumer profiles. The potential here is limitless, offering valuable opportunities to enhance market research and brand strategy. Researchers use the artificial data as a supplement to real data when they conduct market studies or form predictive models because it increases sample size and diversity, leading to stronger findings. It can also extrapolate results from hard-to-reach segments of the population to draw more robust conclusions.  

Practically speaking, firms can use this technology to test the performance of new brand campaigns on artificial markets without fear of leaking intellectual property. Finally, synthetic data is far more efficient than collecting and managing real data, requiring less time and fewer resources because market profiles can be generated automatically.  

Read more about synthetic data from this Qualtrics article 

 5.   Personalisation and Market Segmentation 

Market research will become highly targeted in the years to come. Traditionally, market segmentation relied on surface level demographic qualities like age, gender, income and location. Now, browsing histories, political views, social media posts, and past purchases can be used to create tailored marketing strategies and product recommendations fit to each person’s behaviour profile.  

Such a degree of personalisation allows brands to elevate the customer experience. For example, Netflix uses AI to recommend shows based on accumulated user’s tastes and preferences. Personalised market research optimises a firm’s resources and strengthens their customers’ engagement with, and loyalty to, the brand.  

For more insights on how AI is affecting market research, check out TGM Research’s article. 

How does AI Improve Brand Strategy and Decision Making? 

 A.  Make More Informed Decisions 

The effect of AI on brand strategy is akin to the impact radio and radar had on military tactics a hundred years prior. Accurate, real-time information is the most important ingredient in smart decision making. Corporate leaders can leverage AI’s automated data analysis and predictive analytics to reveal important correlations in real-time, transforming a trove of trivial information into deep insights on market trends. In doing so, companies can develop long-term, data-driven brand strategies that position themselves uniquely within their markets.  

Consider mergers and acquisitions. This report from the Harvard Business Review found the failure rate of mergers and acquisitions to be around 70-90%! AI’s powerful data analysis capabilities can boost success rates by efficiently identifying risks, synergies and acquisition targets that most align with each firm’s strategic goals. It streamlines the due diligence process, leading to smarter choices.  

 B.  Mitigate Risk 

In terms of risk mitigation, AI can identify vulnerabilities in a company’s operations or branding strategies with predictive analytics and automated data management.  

Real-time sentiment analysis informs branding decisions. By understanding the choices their customers are making, firms can take preventative action and pivot the company in the right direction. For example, social media posts and customer reviews can be compiled to determine whether a firm’s current campaigns are working or if they should consider investing in a rebrand to better align with their values.   

C. Optimise Operations 

Automated data collection, management, and analysis paired with the use of synthetic data can free up human capital traditionally used for overseeing research. Furthermore, AI can optimise operational tasks such as inventory management, logistics, and customer support to lower costs and increase efficiency. With these advantages, employees will have more opportunities to explore innovative brand strategies.  

D. Capitalise on New Business Models 

Complete understanding of real-time consumer preferences coupled with predictive models allows companies to develop proactive brand campaigns and product strategies. They can also use predictive analytics and synthetic data to anticipate market trends, informing the development of brand messaging that can tap into the cultural and industry zeitgeist.  

Read more about AI’s impact on brand strategy and decision making from Mckinsey. 

AI is a Tool, Not a Replacement (Don’t Worry, Humans are Still Required!) 

Shortcomings of AI 

Despite its advantages, AI has 3 major blind spots: data quality assurance, information bias, and ethics and legality.   

First, AI programmes are highly dependent on the data they are trained with. Poor information and inaccurate data inputs will result in flawed outputs, and ultimately, unreliable conclusions. 

 Second, AI algorithms, like any code, can inherit bias from their programmers or from the data sets they were trained from. Any such biases or limitations in contextualisation could lead to discriminatory outcomes against minority populations or an overvaluation of certain groups. Any potential for discriminatory practices could cause irreparable damage to a firm’s brand image.  

Finally, training AI programmes raises important legal and ethical considerations. Their heavy reliance on large swathes of data indiscriminately scrubbed from the internet has the potential to violate numerous data privacy, ownership, and security laws. Already, writers and artists are banding together to file lawsuits against AI companies to protect their work from unfair use.  

To combat these risks, companies must be vigilant in their practices. AI must be trained on diverse data sets and given comprehensive inputs with relevant contextual frameworks. And most importantly, the work must be overseen by a trained human. Firms must also be prepared to collect data in ways that respect the law and store the information responsibly. This means they must ask people for their consent and adhere to data privacy laws with the utmost sincerity.  

Learn more about the challenges with AI from Forbes.  

Humans are Irreplaceable 

The future of market research and brand strategy lies not in complete automation. At least, not yet. Blindly accepting an AI’s conclusions can be dangerous, leading to superficial insights at best, and harmful biases at worst. While AI excels at analysing  information to create predictive models and synthetic data, they still lack the deep contextual understanding, flexibility, and critical thinking abilities of a human mind. Indeed, AI cannot empathise with our stakeholders. And it cannot match our creativity for pioneering visionary solutions. 

Instead, the future of branding rests in the harmonious integration of artificial and human intelligence. Human analysts and engineers are still vital to the research and decision-making process. They must verify and validate results to ensure the data is accurate, complete, and unbiased. AI is nothing more than an incredible tool to augment human capabilities. But when used correctly, it can help extract truly meaningful conclusions from previously inaccessible information, paving the way for humans to develop innovative, well-informed brand strategies. Only by combining AI efficiency with human decision-making can we realise AI’s full potential. 

To return to our earlier analogy, radar and radio can tell us where our problems are, but they lack the complexity and empathy to formulate a plan and execute a solution.   

Photos taken from Unsplash, Freepik and Adobe Stock.

The post Issue 51: Q1 2025 appeared first on Tangible.

Note: When we discuss ‘Internal Branding’, don’t think of internal communications! Think of how a company’s Purpose and Values can be leveraged to inspire its internal culture and behaviour.

Observation #1: You need a purpose to be your guiding light

A good corporate purpose is more than just a statement you craft for display on your ‘About us’ page. To realise its maximum benefits, you’ll need to go beneath the surface to unearth a shared sense of purpose that carries genuine significance within your organisation. This purpose will drive your organisation forward, guide strategic-decision making, give employees more fulfillment and clarity, and so much more.

And because your staff should also be a part of this shared purpose, aligning your employee value proposition with this purpose is essential for delivering your strategic goals. Can you imagine if Google was all about being inquisitive, experimental and questioning – but didn’t believe in investing in their people’s personal development?

At Tangible we ensure that the Purpose Statement and Corporate Values are aligned, so you can see how the Purpose will be delivered by the Values and also how the Values drive the Purpose. We advocate that the Values should be lived both internally and externally (so the corporate Values should be similar to the employees values).
Simply put: Say what you do and do what you say.

Observation #2: The CEO must lead the charge

You would think that creating a meaningful corporate purpose that resonates with everyone would be enough. But the truth is, if the leader of the organisation is not driving the company’s purpose and making sure it comes to life throughout the business, you might be wasting your time creating it in the first place. Your cleverly worded corporate purpose looks nice in your ‘Corporate Blurb’ but it has little or no impact.

Over the course of our work, we’ve found that what makes a project tangible is the CEO. If the CEO is the champion and leading the charge, then the organisation moves in a clear direction, with a sense of purpose.

As William Wang, the founder of Vizio said, “Everyone on the team plays an equal role. My role is to create the wave and everyone on our team keeps the wave going.”

Observation #3: HR must see their role as owners of the company culture

According to a recent study by Sage, 63% of c-suite leaders still see HR’s role as administrative, and more than half of them do not expect HR to play a significant or leading role across key areas that would traditionally sit in their wheelhouse, such as workforce planning and company culture.

Although we cannot deny that HR’s administrative roles are crucial, the gap is that this often lacks a direct impact on employee engagement. Instead, when HR actively owns the role of being champions of the organisational culture, they can significantly contribute to higher employee morale, satisfaction, and retention.

When HR are the champions of organisational culture, it also allows them to play a strategic role in addressing certain workplace challenges. These include:

Talent attraction and retention:
Where HR’s role is talent management might have been previously limited to recruitment; When they actively own and promote a positive culture, it enhances the organisation’s attractiveness to top talent and helps retain existing employees.

Adapting to change and innovation: When there is change, HR may tend to struggle to support organisational change initiatives. However, a strong cultural foundation that is facilitated by HR has the potential to enable smoother transitions and increase the organisation’s adaptability and change management.

Measuring the organisation’s internal health: Where metrics might have only been used by HR to focus on administrative efficiency, there lies the opportunity to utilise it to track key cultural indicators internally. This can help provide regular insights into your organisation’s health and potential areas for improvement.

Observation #4: Involve everybody!

With all that being said, it’s time to talk about (arguably) the most important stakeholders in internal branding – the employees! If you thought that internal branding doesn’t have to involve your current employees, you’re missing a big opportunity. And kind of the main point.

By actively involving every employee in the internal branding journey, it’ll ensure a unified and aligned understanding of the company’s core values, mission, and goals. The result is a cohesive team that moves together in one collective direction, where everyone understands where the company is heading.

Once everyone has gotten on board the same ship, the next step would be to engage your employees. At the heart of every thriving workplace lies employee engagement, and involving your employees in this continual branding process is a catalyst for this engagement. From creating initiatives like open channels, employee surveys and feedback sessions, to recognition and reward systems – what you really want to be doing is not just forcing people to believe in a brand you’ve created, but to live and breathe this brand into life because they believe in it too.

This could look like identifying and forming a dedicated culture team, comprising of members who are passionate about serving as ambassadors for the initiative. This team would be involved in the process of your internal rebranding, if any, and serve as advocates for company culture, communicating to teams on how they can contribute to cultivating a positive culture.

Observation #5: If you think an external consultant can drive internal culture, you’re sadly mistaken

Getting an outside perspective can be extremely important (and sometimes even crucial) when dealing with cultural issues in an organisation. But while external consultants can come in to assess and improve internal culture – culture has to be lived and breathed, and your internal staff are in the best position to enforce this.

External consultants are able to play the role of culture facilitators and as unbiased observers that can draw out certain sensitive feelings and perceptions that might otherwise stay unseen. Often, employee feelings toward the company go unnoticed, mainly due to factors such as a lack of suitable platforms or a reluctance/lack of motivation to express them. However, these sentiments are precisely what you need to be cognisant of, as they can serve as indicators of vital areas for improvement or highlight successful practices. Engaging external consultants can help in confidentially capturing these sentiments and fostering cultural change. Nevertheless, as external consultants will only be engaged for a limited duration, the responsibility really does fall on your organisation to implement and execute these changes in internal branding and culture.

In essence, internal branding will always be a fluid and ongoing process, requiring commitment, flexibility, communication and regular check-ins. And it requires a team effort to keep it going.

As the year comes to a close, here’s wishing you and yours a delightful Christmas and a New Year filled with happiness, from the entire Tangible team.

The post Issue 46: Q4 2023 appeared first on Tangible.

Effective internal branding should take into consideration how each generation thrives best in the workplace. We should caveat all this by saying that workplace culture is often shaped by its industry. We are acutely aware that the Shipping industry has a very different working environment compared to the Fashion industry. Some industries require periods of reflection or craftsmanship (where working from home is perfect) while other sectors require employees to have on-site, hands-on skills. When creating internal branding strategies, it’s worthwhile considering the demographic of your workforce, and typically how that demographic prefers to interact.

Looking at the difference in Generations:

Exploring generational perspectives reveal a fascinating interplay of values and expectations among different generations in the workplace. Let’s delve into how each generation is defined and explore their distinct perspectives From Baby Boomers, the eldest generation, to the newest entrants, Gen Z, understanding these definitions provides valuable insights into the dynamics of the workplace.

Baby Boomers (Born mid-1940s to early 1960s):

Born in the post-World War II era, Baby Boomers were named after the significant increase in birth rates during this period. They grew up during a time of economic prosperity and witnessed major cultural and social shifts, including the civil rights movement and the sexual revolution. Baby Boomers prefer to communicate in person or through traditional channels such as phone calls and printed letters. They want Work Life Consistency where they value loyalty and reliability in both their life and the companies they work for. They see hard work and dedication as the way to gain respect & recognition and the drive to continue their legacy.

Gen X (Born early 1960s to early 1980s):

Generation X, which emerged during a period of social change and technological advancements, is often referred as the ‘independent generation’ because many grew up with both parents working, fostering a strong sense of independence. Having experienced the traditional workday they prefer to communicate in person using email and phone calls. They are drawn to companies that value stability and personal development. Generation X wants work-life integration, actively seeking ways to harmonise their professional and personal lives. They want to work for companies that are committed to creating an action-driven workplace.

Millennials (Born early 1980s to mid-1990s):

Millennials, also known as Gen Y, came of age during the rapid rise of the internet, which shaped their tech-savvy, collaborative nature. They prefer to communicate via email, video conferencing, instant messaging, and collaborative apps. Millennials prioritise work-life balance and personal development in multiple areas of life. They want to work for ethical companies that provide opportunities for personal development. They seek belonging & support through collaboration with others in the workplace.

Gen Z (Born mid-1990s to early 2010s):

This is the first generation to grow up entirely in the digital age. They witnessed the rise of social media and are characterised by their strong sense of social responsibility. They are also a very socially conscious generation, appreciating communication channels that allow them to connect with others and share their ideas globally. Gen Z seeks work-life harmony, integrating personal life purpose into their careers. They value open and honest communication and align with company values that emphasise authenticity and social responsibility in their actions and values.

In navigating generational dynamics within the workplace, it is worth considering how each generation is defined and recognise the distinct well-being needs and preferences of different generations. For a quick overview, we present a summarised table for swift comprehension of the differences among generations:

Understanding the nuances between generations is essential for creating a workplace that meets the diverse needs and expectations of employees. As we explore the different generational attitudes toward workplace culture and branding, it becomes clear that a one-size-fits-all approach is no longer effective. (Read previous Conversations @Tangible Issue 43: Internal Branding – More than just the Office Pantry)

Should we label generations at all?

Going beyond the generational stereotypes:

While Tangible wouldn’t want to endorse perpetuating stereotypes, we have to start somewhere. Tangible’s Market Research uses the lenses of demographics and psychographics to understand perceptions and preference drivers of your brand. Through modeling and testing both visual and verbal stimuli, we identify solutions that are most appealing to the different stakeholder groups.

How Tangible Approach Internal Branding:

At Tangible, we understand that a brand’s impact extends both internally and externally, reaching diverse audiences and demographics.

This is why we adopt a comprehensive cross-company approach, ensuring effective communication and engagement on all fronts. We have developed  frameworks and a structured process for contextualising and curating questionnaires within our research methodology.

We have a Digital Strategy that helps you define your objectives and roadmaps to reach your target audience with tailored messaging.

Based on your communication objectives and key messages for each target audience, Tangible will develop a plethora of activation ideas for pre-launch, launch, and post-launch activities to bring to our Communication Ideation Workshop to help you effectively navigate generational dynamics in the workplace.

Let’s Talk Internal Branding

Citations:

1. Black, E. (2023). Retrieved from https://www.afr.com/work-and-careers/workplace/gen-z-aren-t-lazy-they-just-don-t-want-to-live-to-work-20230829-p5e09m

2. Ernst & Young Singapore. Retrieved from https://www.ey.com/en_us/consulting/is-gen-z-the-spark-we-need-to-see-the-light-report/gen-z-finding-meaning
3. Helyer, R., & Lee, D. (2012). The twenty‐first-century multiple-generation workforce. Education + Training, 54(7), 565–578. doi:10.1108/00400911211265611
4. Jorgensen, B. (2003). Baby Boomers, Generation X and Generation Y: Policy Implications for Defence Forces in the Modern Era. Foresight, 5(4), 41-49.
5. Lancaster LC, Stillman D. When Generations Collide. New York: HarperCollins; 2002.
6. O’Bannon G. (2001). Managing our future: the generation X factor. Public Personnel Management, 30, 95–109.
7. Reilly, P. (2012). Understanding and teaching Generation Y. English Teaching Forum, 1, 2–10.
8. Shoichet, C. E. (2023). Busting this big myth about baby boomers reveals something about gen Z, too. Retrieved from https://edition.cnn.com/2023/07/08/us/baby-boomers-gen-z-cec/index.html
9. Sirias, D., Karp, H., & Brotherton, T. (2007). Comparing the Levels of Individualism/Collectivism between Baby Boomers and Generation X: Implications for Teamwork. Management Research News, 30(10), 749-761.
10. Erin, E. (2023). Retrieved from https://www.betterup.com/blog/generations-in-the-workplace

The post Issue 45: Q3 2023 appeared first on Tangible.

The previous article of Conversations @ Tangible has established the importance of internal branding and its usefulness in rallying teams behind corporate values. To recap, companies can utilise internal branding to align  employee motivations and values in order to support the company’s purpose and deliver exceptional service to clients.

Football teams are just like corporate teams – a diverse group of like minded people, with various talents, unite behind a management team and hopefully a clear purpose to achieve a planned outcome. To accomplish this, the management team and in particular the team manager play a crucial role in aligning players’ motivations so that they can compete as a cohesive team. Successful managers such as Manchester United’s Sir Alex Ferguson and Liverpool’s Jürgen Klopp are successful, precisely because they are often in tune with the best ways to ensure a cohesive team. 

This then raises the question: how do Sir Alex Feguson and Jürgen Klopp manage? Well, let us explore what successful managers like them do to create great team culture and internal branding.

1. HR is Not Responsible for Setting the Example, Managers are

Great team managers exemplify the values that they want their players to have and inspire their players to adopt them. When a leader walks the talk, the team will naturally be motivated in striving for the same standards.

At Manchester United, former team manager Alex Ferguson believes that consistent hard work is key to success. He embodied this belief by always being the earliest to arrive at training at 7am. This has instilled a feeling amongst players and sports staff alike that if he could do it, so could everyone else. Unsurprisingly, his staff soon began coming in earlier than he did. An exemplary manager like Ferguson who wields great influence over his players can hence set a model for the team to follow.

Likewise, a corporate manager can be the one to inspire their team, rather than waiting for human resource policies to take its course down the chain of command. By embodying the values and behaviours they want their employees to emulate, managers can create a culture of excellence and motivate the team to strive for the same standards. Such leadership can inspire employees, further encouraging them to take ownership of their work.

2. Aligning Vision

Internal branding is just like football teams’ style of play. They are a set of strategies that guides players’ decision-making when striving for a goal. When all players play with the same strategy in mind, a football team becomes an unstoppable force that dominates the playing field. 

Jürgen Klopp, Liverpool’s manager, is known for his preferred style of play, ‘heavy metal football’, which is characterised by its fast-paced intensity. Coined by the manager himself, it is a relentless style of play that aims to overwhelm the opponent with rapid passes and swift movement. This style of play requires near telepathic coordination amongst the team, which is only possible when each player is in-sync with the team manager’s. When Klopp successfully aligned every Liverpool player’s vision, the result was a phenomenal year of championship wins in 2019, when the team bagged the Premier League Trophy, the European Cup and the FIFA Club World Cup.

Similarly, within the corporate realm, teams that are aligned in strategy expend less energy resolving differences in personal motivations. This allows the team to concentrate on striving towards their common goal. 

3. Trust in Leaders

Earning the trust of players is crucial in any football team. It enables players to have confidence in the manager’s expertise and judgement. When players trust their managers, they are more likely to embrace team strategies, even when they have doubts, putting their best foot forward on the field. 

In Ferguson’s philosophy, the popularity of a player amongst fans should not affect fielding decisions – all players are equally important to the team. As such, players do not take it personally when they are benched. As they trust that the team formation dictated by the manager is right for their existing  strategy. This affords team managers the mandate to make strategic decisions astutely, even if they are difficult. 

Similarly, in the office, trust in leaders enables employees to focus on their responsibilities, knowing that their managers have a comprehensive understanding of the big picture. Building trust within corporate teams creates a sense of psychological safety that encourages adoption of the brand values. Ultimately, this reduces conflict, leading to better performance and outcomes.

4. A Sensitivity to Emotions

An experienced manager with a sensitivity to emotions can shrewdly adjust their tone and message to players, spurring them on during moments of intensity. 

Klopp’s well-known mantra, ‘it’s only football’, is often heard during intense matches to lighten up players’ mood. These perceptive words place the game into perspective, reminding players that there are more important things in life than football. Ultimately, alleviating unnecessary pressure allows players to perform at their best and focus on winning the game.

Similarly, a finger on the pulse of the office dynamic would help managers steer intense or difficult conversations as they sense the motivations and sentiments of employees. These little nudges allow managers to continuously calibrate employee motivations and align them with company values, while also weathering the unpredictable storms of emotions.

5. Dealing with Defeats

In football, as with any other sport, sometimes we win, and sometimes we lose. What is vital is one’s response to defeats. When managed well, losses can be used as encouragement to do better in the future. At times, losses are also teaching points for lessons not learnt well.

Known for his emotional responses to match endings, Klopp is often seen hugging his players after the match regardless of the outcome, as long as they had given their best. However, if losing was due to a lack of team synergy, then players would know that a reprimand was imminent. As former Manchester United striker Andy Cole put it, “If you lose and Sir Alex believes you gave your best, it’s not a problem. But if you lose [in a] limp way…then mind your ears!”

Likewise, losses in the corporate realm should be dealt with in a moderate and forward-looking manner without harming team dynamics. With some wisdom and grace, an astute manager can strategically leverage defeats to unite his team to try again.

Conclusion

As you’ve probably guessed it at this point, internal branding takes on an active role rather than a passive one. Instead of waiting for human resource’ directives, internal branding is a calibrated and dynamic process that takes place everyday, with managers at its helm. This is why Tangible believes in helping clients identify brand positions that are both internally and externally aligned, so that managers can understand and maximise opportunities,  thus promoting  company culture to employees. By being proactive in ensuring that team members are aligned to company culture, an astute manager can foster a sense of unity in the office, driving everyone towards the company’s goals.

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