Tài liệu Corporate Reputations, Branding and People Management 2 ppt

paying greater attention to corporate social responsibility (CSR) to achieve long-term sustainability. They are also attempting to develop good corporate governance and leadership to protect their reputations in the light of major instances of corporate malfea- sance such as that exemplified by Enron. Thus, we have chosen to take a broader perspective on corporate reputations and brands, incorporating discussions about corporate social responsibility, corporate governance, leadership and strategy, since these issues are part of the emerging agenda of the Reputation Institute, one of the most influential bodies in this field. They are also issues currently not well served by books written for HR practi- tioners by HR practitioners and academics. The central message of this book is that achieving differenti- ation through reputations and brands and legitimacy through CSR and good governance are driven from the ‘inside-out’; how people are led and managed, and the extent to which they iden- tify and engage with their organizations, are major, if not the major, drivers of the new corporate agenda. Furthermore, the reverse is also true: corporate reputations and brands, including reputations for CSR, good governance and leadership attract, motivate and retain talented people, which is equally important in a world where such talent is at a premium. So, corporate rep- utations, brands, CSR and governance are inextricably inter- linked with HR and people management, which is the rationale for establishing the Centre for Reputation Management at the University of Glasgow (http://www.gla.ac.uk/crmp). Though there are some excellent contributions to the links between reputations and brands by marketing and communi- cations consultants and academics, and a few on employer branding, we believe this book is one of the few works that explores the broader corporate agenda through the lenses of people management and HR. Because of our perspective, it is most relevant to senior HR and organizational development practitioners, and also senior managers and leaders. It is also relevant to managers working in the profit and not-for-profit sectors. Though reputations and branding in particular are terms usually associated with large commercial companies, espe- cially multinationals, public sector and voluntary organizations are rapidly coming to realize that these intangible assets play a critical role in realizing their long-term strategic objectives. x Preface Although we have written the book primarily for practitioners, hopefully containing practical advice, it is not a ‘how-to-cook’ book. We believe that many senior practitioners are best served by, and are looking for, an analytical, critically reflective and multi-disciplinary approach to this emerging corporate agenda. So we have drawn on a wide range of topics – organizational behaviour, marketing, HRM, economics, communications, CSR and leadership studies – to make our case. The book is also grounded in recent research and practice, including a number of originally-researched cases by ourselves and others from the UK, USA, Europe and Asia. Among the issues we have cov- ered are: ■ The elements of corporateness and the corporate agenda: corporate reputations, brands, social respon- sibility, governance, strategy and leadership ■ The role of reputations and branding in achieving business and organizational success ■ Organizational identities and images, and their rela- tionship to the quality of individual employment rela- tionships and organizational actions ■ The role of people management, strategic HR and organizational communications in shaping reputa- tions and brands ■ The ‘business case’ for CSR ■ Corporate governance and leadership ■ The future of HR and the emerging corporate agenda We have tried to write in an accessible style, using the first person, and, at times, reflecting on our own experiences and careers to make important points. Previous readers of our work have sug- gested this helps put some life behind the text. Above all, we have tried to be provocative and to provide an agenda for HR that addresses its own, perennial reputation problems; having spent so long in HR careers, it’s time to pay something back. Graeme Martin and Susan Hetrick Preface xi This page intentionally left blank Acknowledgements The impetus for this work began in 2003 following research conducted for the CIPD on the links between branding and HR. When we first met, we debated the role of the HR function in creating and sustaining corporate reputations and brands, a topic that was almost entirely approached from a marketing and communications viewpoint. From our own perspectives as an academic and as a practitioner, we began our journey to explore how people strategies are, and will continue to be, among the most important assets that differentiate success from failure in organizations in all sectors of advanced economies. Any book is the outcome of the efforts of a number of people: from developing our ideas and challenging our assump- tions through to providing organizational insights and case material. Consequently, we would like to thank the authors whose work has informed our ideas and the practitioners who have kindly donated their time to speak to us. In this context, we are especially grateful to those people who have endorsed this book, others who have provided some of the intellectual inspiration and some of the practitioners who have assisted with the research. These include, in alphabetical order: Alison Allan, Greig Aitken, Simon Barrow, Duncan Brown, Sandra Burke, Chris Brewster, Karen Carlton, Anna Commachio, Alma Caldwell, Wayne Cascio, Thomas Clarke, Leslie de Chernatony, Grahame Dowling, Helen Francis, Charles Fombrun, Annette Frem, Ian Gray, Paul Goldsmith, Geraldine Hetherington, Norma Hogg, Irene Johnstone, Liz Kelly, Robin Kramar, Linda McDowall, Jim McGoldrick, Colin McLatchie, Johanne Malin, Colin Moreland, Richard Mosley, Alan Murdoch, Neil Roden, Lynn Rutter, Anne Sloan, Martyn Sloman, Sue Smith, Paul Sparrow, Mary Spillane, Gordon Teasdale, Susan Thom, Anthony Thomson and Stephen Young. Particular thanks must go to our research assistants and colleagues – Ros Doig, Synove Granly, Martin Reddington and Christine Smith – who have been incredibly valuable in helping us put together material for the book and who have helped with some critical reading of the text. In addition, we would like to thank the companies and managers in the UK, Poland and US, who supported Susan's doctoral research and informed our thinking on global companies, as well as the large number of organizations and blue-chip companies that we have worked with over the past twenty years. You will also see numerous references to our close colleagues, associates of the Centre for Reputation Management through People at the University of Glasgow’s School of Business and Management, Phil Beaumont, Judy Pate and Hong Zhang. We owe these friends an enormous debt for their work over the years and for sharing the burden of writing associated material. We also wish to thank Edinburgh Business School at Heriot Watt University for giving us permission to use material written for their distance learning masters degree programme, espe- cially Alex Scott, Alex Roberts and Charles Ritchie for their help. Without the excellent team at Butterworth-Heinemann – Maggie Smith, Claire Hutchins, Olivia Warburton, Melissa Read and Elaine Leek – this work would not have been possible. They have been a great team to work with and could not have done more to make the process smooth and effective. Finally, we both have young families and would like to thank them and our respective spouses for their support. xiv Acknowledgements The authors and publishers would like to thank the following for their permission to reprint material: Helen Handfield-Jones, Elements of a talent management approach. Exhibit from website, www.handfieldjones.com/diagnose/index.html (accessed Feb 2005). Kaplan, R. and Norton, D. (2001) The strategy-focused organization: how balanced scorecard companies thrive in the new business environment. MA: Harvard Business School Publishing. Exhibit 2.1, The employee-customer-service–profit chain at Sears, reprinted with permission. Harris, F. and de Chernatony, L. (2001) Figure 2, European Marketing Journal, 35 (3/4), reprinted with permission of Emerald Publishing. Davies, G. with Chun, R., Da Silva, R.V. and Roper, S. (2003) Corporate reputation and competitiveness. London: Routledge, Exhibit p. 62. Fombrun, C. J. and Van Riel, C. B. M. (2003) Fame and fortune: how successful companies build winning reputations, Upper Saddle River, NJ: Financial Times/Prentice Hall. Exhibit, p. 100; ‘A month after Katrina’, with kind permission of Knowledge@Wharton, available online at http://knowledge.wharton.upenn.edu. Bek, D., Jones, I. W. and Pollitt, M. G. (2005) How do multinationals build social capital? Diageo’s corporate citizenship programme. Working paper No. 302, ESRC Centre for Business Research, March 2005. University of Cambridge, material adapted by permission of authors. Miles, S. J. and Mangold, W. G. (2005) Positioning Southwest Airlines through employee branding. Business Horizons, 49, Exhibit p. 540, reprinted with permission from Elsevier. Barrow, S. and Mosely, R. (2005) The Employer Brand ® : bringing the best of brand management to people at work. London: Wiley. Exhibit, p. 111, reprinted with permission from John Wiley Publishing. Every effort has been made to contact owners of copyright material; however the authors would like to hear from any copyright owners of material produced in this book whose copyright has been unwittingly infringed. Acknowledgements xv This page intentionally left blank CHAPTER The importance of the corporate agenda and its links with human resource management 1 Introduction In a recent book on branding and reputation management, John Balmer and Stephen Geyser (2003) perceptively argued that the drive towards ‘corporateness’ was one of the major trends among organizations in developed and emerging economies. This argument reflects the twin problems facing the architects of organizational design – achieving a balance between getting people to cooperate with one another (the corporate agenda) and getting them to display initiative (encouragement of individuality and differences) (Roberts, 2004). Exploring this trend towards corporateness, which we believe to be only partly supported by evidence from Europe, North America and Asia, is the starting point for our book. Let’s begin our examination 2 Corporate Reputations, Branding and People Management with a small sample of this evidence from two cases of corporate America. We have chosen these two since there can be few better justifications for a book on management than the importance of its subject matter to the fate of the world’s most powerful nation and to one of its major corporations. Take a few minutes to read the illustration in Box 1.1, written just after the end of the war with Iraq in 2004. Box 1.1 America’s Image Abroad: Reputation Management, Branding and People Management According to an Economist article published just after the end of the Iraq war, Keith Reinhard, the chairman of American consultants DDB Worldwide, was recently set the task of selling American business and American brands to the rest of the world following the bad post-Iraq war international press. His 2004 message to Yale University business students was that he loved American brands, ‘ . but they are losing friends around the world and it is vital to the interests of America to change this’. He argued that the reputation of America abroad was at an all-time low and this perception, ‘however misguided’, was dam- aging the economy. To tackle the problem, Reinhard, helped by some senior executives in America’s advertising industry and university academics, set up a pressure group to improve the reputation of the USA overseas. The idea was not new, since President Bush had speculated on the reasons why ‘everyone hates America’ after September 11th, 2001. But Reinhard felt the need to use consumer research to tell American business what most people out- side the USA seemed to understand about America’s declining image. His worries have been subsequently reinforced by an extensive DBB study covering 17 countries, which provided the feedback that ‘America, and American business people, were viewed as arrogant and indiffer- ent toward others’ cultures; exploitative, in that they extracted more than it provided; corrupting, in how they valued materialism above all else; and willing to sacrifice almost anything in an effort to generate profits’. Further evidence came in the shape of a survey of global brands by Roper ASW, another consulting firm, which showed a marked decline in support for, and trust in, American brands. Source: Economist, 2004 Chapter 1 The importance of the corporate agenda and its links with HRM 3 This case illustrates how important ‘corporateness’ is for America’s continued competitive success and shows how national and organizational reputations and brands are interlinked. It also tells us something about the extent to which America’s image abroad and that of its major corporations depend on intangible assets such as brands and reputations (Hagel and Seely Brown, 2005). Because of this increasing dependence, these corporate- level concepts have become major areas of strategic interest among the boardrooms of companies in sectors as diverse as financial services, information and communication technology (ICT), retailing, food and beverages, hospitality and tourism, healthcare, local and national government and charities. Note also the implication in the case that the reputation and brands of ‘USA inc.’ and those of its major corporations are closely aligned with the poorly perceived actions, values and attitudes of American managers and employees. To illustrate this relationship, let’s drill down a little from the perceptions of the USA as meta-brand to an example of how these percep- tions may be formed at a micro level. This second illustration, in Box 1.2, is based on our personal research into a particular US-based company – in fact, one of its most cherished – and we shall return to it later in the book for a few other lessons. Box 1.2 AT&T’s Re-branding of the NCR Corporation AT&T, a major US telecommunications and technology company, acquired another American giant, the NCR Corporation, in 1991 follow- ing a hostile takeover bid. Initially, the headquarters management of AT&T adopted a ‘financial control’ approach to NCR and did not inter- fere in its product-market strategy; for the first two years it allowed its sub- sidiary companies and plants in more than 40 countries to operate as semi-independent units. This hands-off approach particularly applied to its most profitable and high profile subsidiary based in Scotland, at the time, the largest design, development and manufacturing facility of auto- matic teller machines (ATMs) in the world. The Scottish company was the ‘jewel in the crown of NCR’ and had featured heavily in the interna- tional business press as a model of success. Its CEO was also revered by people inside and outside of the UK-based company as a model leader. The rationale for allowing the Scottish operation substantial autonomy . begin our examination 2 Corporate Reputations, Branding and People Management with a small sample of this evidence from two cases of corporate America. We. the corporate agenda and its links with human resource management 1 Introduction In a recent book on branding and reputation management, John Balmer and