Growing the employee brand at ASI: a case study.

Articulate a Desired Brand Image

The desired brand image is the image organizations want their customers to experience. Melissa knew that in organizations such as ASI, where there is an extensive employee--customer interface, employees hold the key to ensuring that customers experience the desired brand image. She also knew how important it was to articulate that image because it would be the foundation on which all organizational messages would be based.

ASI, like many other organizations, really didn't have a formally stated desired brand image. Other than the mission and values statement, there were no formal documents that clearly articulated the desired brand image that customers were to experience in their interactions with ASI. Based on the information at hand, Melissa proposed a desired brand image to the team. After a considerable amount of debate and discussion, Melissa and the executive team arrived at the following definition of the organization's desired brand image:

We at ASI strive to deliver to our customers the best

transactions they have ever had and to deliver to our

coworkers the best interactions they have ever had.

We exceed the expectations of others by being positive,

competent, and self-motivated people who pay

attention to details and go the extra mile for those

with whom we interact.

ASI's articulation of its desired brand image seemed sound to the executive team. It was reflective of the company's mission and values and provided solid guidance to employees at all levels of the organization as well as to the executive team.

Identify the Message Systems

Identifying the organizational systems from which messages are sent and received by employees constituted the next step in the message audit. Melissa knew it was critical to identify these systems because messages can be sent formally and informally and they emanate from both internal and external sources. Table 2 lists the organizational message systems that would be targeted for investigation. Identifying the message systems to be targeted was relatively easy. Analyzing the messages within those systems would be the challenge.

Assess Message Systems

Since Melissa's first day on the job, she had been observing the practices and procedures that were in place in the various human resource management systems. From her previous experience, Melissa knew this would be a very complex undertaking. There were three major assessments she needed to complete: First she would analyze the tools and processes that were used to communicate organizational messages. Then she would identify the values that were being communicated through the tools and processes. Finally, she would tap employees' perceptions to assess the extent to which they perceived the values to be present in the message systems. By looking at the sparse collection of human resource management documents available and informal conversations with management and factory personnel, she gleaned the following information.

Organizational Staffing

The hiring of individuals for both management and factory positions appears to reflect ASI's informal nature, which is not all that different from a lot of entrepreneurial companies. Factory workers are hired from walk-in applicants. Applications are filled out and basic skills tests are used to assess math and reading skills at a level necessary for the manufacturing facilities. Once the basics are covered, prospective employees are interviewed by two members of the executive team and hired if their skills appear to match the job opening. To date, ASI has been able to meet its labor demand by relying solely on this technique.

Management personnel are hired predominantly through networking. One of the most recent hires worked at Applebee's restaurant. Mike had dinner there and engaged the waiter in conversation. Mike was so impressed with him that he offered him a position at ASI. The marketing director was hired several years ago as a result of a class project she worked on while attending Jackson State University.

Training and Development

Training and development has been primarily the task of the supervisor. When new hires are made, the supervisors provide them with the training they need for the job. Any new skills the employee learns are also taught through supervisory training. Managers who wish to go to professional conferences must get Mike's or Tom's approval. Employees who increase their skill levels are promoted into positions with increased responsibility and compensation when the positions become available.

Performance Management

Performance management has been taken seriously at ASI. For both manufacturing and administrative positions, performance is measured through productivity matrixes. Objectives are set for the year and measured periodically. The extent to which employees meet their productivity goals contributes to their annual productivity score. This productivity score, in turn, determines the performance bonus they will receive at the end of the year. The objectives appear to be quantitatively clear and regarded as fair by supervisors and employees alike.

Compensation

ASI uses a skill-based pay system. Hourly workers earn between $10 and $12, depending on their job and accumulated skills. Permanent increases to base pay are based on a cost of living adjustment or contingent on proficiency in a new skill. Merit is rewarded through the performance bonus, based on the individual's productivity score as discussed above. These awards are annual in nature. This bonus plan has resulted in a substantial amount of compensation for its employees. The bonus plan can vary from no bonus if company profit goals are not met to a high of 30% of base wages if a specified company profit is achieved. On average, the company has paid bonuses of 9.3% of base wages, with a high of 25% and a low of 3%.

Employee Communications and Public Relations

Mike and Tom appear to have open communications with all employees. They spend a lot of time practicing management by walking around. Most communications occur informally or in small teams. When there is a need for organization-wide dispersion of information, a newsletter is put together. Newsletters are done on an as-needed basis rather than a specified time frame. Oftentimes, impromptu meetings are held and decisions made at the water cooler/coffee pot area. Employees are regularly kept informed about productivity reports and the extent to which they are achieving performance objectives.

Public relations efforts also reflect Mike and Tom's personal values. Employees are allowed to take 2 days a year to work on projects such as Habitat for Humanity. They also made a large contribution to help out with some of the families that were displaced by local tornadoes. They have also supported soccer and little league teams for employees who coached them. ASI appears to have a very favorable image in the surrounding community.

Culture

The culture at ASI is very informal and supportive. Any problems can be taken directly to the top if necessary. Mike and Tom are supportive of employees and their families. Meetings are scheduled for the workday, not on Saturdays or after hours. They have a system in which employees can recognize other employees for being extraordinarily helpful. The employee with the most nominations at the end of the month receives a $25 gift card to Outback Steakhouse. Employee birthdays are celebrated with doughnuts from the local bakery. A picnic is held for employees and their families once a year.

ASI is an organization in which few boundaries exist. Any employee can talk to Tom or Mike. Although they prefer issues be taken up with the immediate supervisor, they are not opposed to having a meeting to resolve the issue.

Leadership and Decision Making

Major decisions are made or approved by Mike and Tom. Smaller decisions are typically made by the area supervisor. Much collaboration occurs because of the informality of the culture. Melissa felt very comfortable with the amount of space and leeway Mike and Tom had afforded her in her assessment.

Decisions regarding capital projects are made by Mike and Tom. For instance, recent purchases enabled manufacturing to keep up with sales increases by assembling components more quickly. These plant upgrades and equipment purchases enabled the company to produce at lower costs. Those lower costs were then passed on to customers in the form of lower prices, thereby increasing demand for ASI products and services. The growth that was fueled by plant upgrades and new equipment purchases enabled ASI to add more employees and promote existing employees to more responsible positions and higher pay. Although these decisions were good, the executive team felt a little left out that they were not included in the decision process.

Melissa was able to gather quite a bit of information about the organization in a relatively short time period. She knew that her perceptions of the system only told half the story. The other side of the story would be reflected in gathering information regarding employee perceptions. The following section highlights the information she gathered in the last step assessing organizational message systems.

Employee Perceptions