Hva betyr medarbeiderne i strategisk omdømmebygging?

Peggy Simcic Brønn, Professor BI

Leder, Senter for Virksomhetskommunikasjon

And I particularly like the whole thing of being boss. Boss and employee... It's the slave

quality that I find very alluring. Hugh Grant

Perceptions of Work Environment

Top 10 Bottom 10

Vinmonopolet Tele2

NRK Jysk

Stormberg Norske Skog

Statoil Rimi

Aker Ruter

TV2 REC

Hydro Unibuss

Toyota McDonalds

Flytoget Adecco

Gjensidige RyanairSource: RepTrak Norge 2012

Would like to work for:

Reputation Ranking

1. Aker 20

2. Statoil 9

3. Hydro 18

4. Apple 4

5. Stormberg 1

6. Orkla 26

7. BMW 14

8. Vinmonopolet 2

9. NRK 12

10. TV2 15Source: RepTrak Norge 2012

Do not want to work for:

Reputation Ranking

1. Ryanair 49

2. McDonalds 46

3. Adecco 50

4. Nille 31

5. Unibuss 48

6. Jysk 42

7. Ruter 45

8. Rimi 41

9. Terra 47

10. Elkjøp 29Source: RepTrak Norge 2012

Perceptions of Leadership

Top 10 Bottom 10

Apple McDonalds

Norwegian Get

Stormberg REC

Aker NextGenTel

Kiwi NSB

IKEA Ryanair

NRK Terra

Rema 1000 Ruter

Vinmonopolet Adecco

Skandiabanken UnibussSource: RepTrak Norge 2012

• There is a positive correlation between wanting to work for a firm and its reputation, and

• A positive correlation between perceptions of leadership and workplace environment

In other words:

• A good workplace attracts

• Poor leadership detracts

Questions for me today:

• Hva vet vi fra forskning om medarbeidernes rolle i strategisk omdømmebygging?

• Har norske selskaper forstått sammenhengen mellom god ledelse og godt omdømme?

• Hvordan bør selskaper arbeide for å gjøre medarbeiderne til ambassadører?

• People, not fish, products or things, have reputations

• Organizations have reputations because they are made up of individuals with a common purpose

• Human capital and employee knowledge givefirms competitive advantage

• Together, reputation and human capitalprovide unique combination for sustainablecompetitive advantage

• People are more likely to ‘create, process or distribute information than they are to be directly involved in the production of goods’.

Cravens and Oliver (2006)

Shockley-Zalabek (2012)

Employees are the conduit/channel through which reputation is built.

Source: 2012 Edelman Trust Barometer

Trust-building FactorsExecutives and employees disagree on how important a company’s treatment of employees is

in creating trust

Source: 2012 Edelman Trust Barometer

Big gap between leaders’ perceptions and others’ perceptions of what is important for building trust

14

Source: Nordisk Barometer

Leaders rate themselves as most important for reputation, working environment the lowest

15

0.0

5.0

10.0

15.0

20.0

25.0

30.0

2010

2011

2012

Changes in importance of dimensions in Norway from 2010-2012 (RepTrak)

Source: RepTrak Norge 2012

Source: 2012 Edelman Trust Barometer

• Tidligere NHO president og rektor ved BI, Leif Frode Onarheim refser i en kommentar til undersøkelsen norske styrer, og sier det er alt for lite opptatt av hvilken profil og omdømme bedriften har i markedet.

Henning Karlsen, Brand Advice AS

Hvordan bør selskaper arbeide for å gjøre medarbeiderne til ambassadører?

Is there some reasonable middle ground for a leader

type?

Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent

$600,000 training him. Why would I want somebody to hire his experience?

Thomas John Watson, Sr

The worst thing you can say about a leader is that they do not tolerate disagreement.

• Employees need to be viewed as organizational ‘brand ambassadors’

• Feedback crucial to whether or not employees thrive

• Key to commitment is communication through ‘employee voice’

• Organizations that use different types of dialog-based communications are ranked higher by stakeholders

• Face-to-face communication essential

Clarity, Confidence, Community

“ Don’t think of communications as reporting

on the organization. Think of it as driving

the organization. After all, communications

and leading a company are really the

same thing.”

(Howard, & Mathews, 2000, p. 316)

Hva betyr medarbeiderne i strategisk omdømmebygging?

• Congratulations and ’takk for meg’