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What are the most effective ways to use IC for employee communication during a company-wide rebrand?

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A company-wide rebrand is a major change that affects not only your external image, but also your internal culture, values, and identity. How you communicate this change to your employees is crucial for ensuring their understanding, engagement, and alignment with the new direction. In this article, we will explore some of the most effective ways to use internal communications (IC) for employee communication during a company-wide rebrand.

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Jo McRell

Employee Experience Consultant & Speaker | Author of "Making Work Work for You" | Internal Communication, HR Strategy |…
Jyoti Khan , SCMP?

Communication Strategist | Certified Change management practioner| Change Communication| Leadership communication and…
Jo Coxhill FIIC

I work with CEOs, HR, IC & EX leaders to improve performance and create happy, healthy and engaged teams through the…

1 Define the purpose and vision

Before you announce the rebrand to your employees, you need to have a clear and compelling purpose and vision behind it. What are the goals, benefits, and values of the rebrand? How does it align with your mission, strategy, and customer needs? How will it impact your employees and their work? These are some of the questions you need to answer and communicate to your employees in a simple and consistent way. You can use different IC channels, such as newsletters, intranet, webinars, or town halls, to share the purpose and vision of the rebrand and invite feedback and questions from your employees.

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Jo Coxhill FIIC

I work with CEOs, HR, IC & EX leaders to improve performance and create happy, healthy and engaged teams through the power of employee listening | Top Voice Internal Communications | Fellow IoIC
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I recommend involving your employees in the rebrand journey long before you announce the rebrand. Your employees hold so much knowledge and insight, which can be used as part of forming your new brand, so use it! This approach also means that they'll be invested in the rebrand and will be co-cresting it with you, which will make launching it much easier. If you don't involve them early in the rebrand, you're likely to face barriers and resistance. Employees are more likely to feel that the rebrand is being done to them, not with them.

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Peculiar Ibeabuchi

Customer Success Manager and Trainer | Brand Communications | I help professionals transition from on-site jobs to well-paying remote jobs, and assist freelancers in building profitable businesses online
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In my experience, I have found that employees want to feel like they are a part of the process. So start by getting their point of view on the current brand and what they think can be done to make it better. You can do this by taking a survey to gather their feedback so that when you share the vision for a rebrand, it can reflect what they shared in the survey. There is no better way to get them on board than making them feel like it was their idea too.

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2 Involve and empower your employees

A rebrand is not something you can impose on your employees without their input and involvement. You need to make them feel part of the process and the outcome, and empower them to contribute and shape the rebrand. You can do this by creating opportunities for dialogue, collaboration, and co-creation with your employees, such as surveys, focus groups, workshops, or contests. You can also use IC to showcase and celebrate the stories, ideas, and achievements of your employees related to the rebrand, and to recognize and reward their efforts and contributions.

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Jo Coxhill FIIC

I work with CEOs, HR, IC & EX leaders to improve performance and create happy, healthy and engaged teams through the power of employee listening | Top Voice Internal Communications | Fellow IoIC
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Making this part of the activity fun, engaging and memorable is important. At a previous company, we used a big sofa to create a relaxed and informal environment for employees to tell their stories and experiences when we were creating company values. A while later, when we wanted to gather more feedback, we rolled the big sofa out again. The positive feelings associated with the activity came flooding back and everyone opened up again. Another time, during lockdown, we wanted to gather employee insights so we did a virtual big sofa employee listening activity. Because of the positive association with previous experiences, everyone responded well and we were able to continue to gather great, honest and open feedback virtually.

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3 Provide guidance and support

A rebrand can also create uncertainty, confusion, and resistance among your employees, especially if they are not clear about what it means for them and their work. You need to provide them with guidance and support to help them adapt and transition to the new brand identity. You can use IC to communicate the expectations, roles, and responsibilities of your employees during and after the rebrand, and to provide them with the necessary resources, tools, and training to implement the change. You can also use IC to address any concerns, challenges, or issues that your employees may face or raise, and to offer them feedback and coaching.

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Jo McRell

Employee Experience Consultant & Speaker | Author of "Making Work Work for You" | Internal Communication, HR Strategy | Intuit, Google, Meta, Gusto
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Again, bringing employees into the rebrand planning journey helps at all phases. If you have brand champions as part of the effort, these folx become living examples of the brand and they are in a great position to help with training. Make sure to: - Invite brand champions from all areas of the business - Value their effort through recognition and rewards - Review your collective champions group to reflect the diversity of your communities

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4 Build trust and transparency

Trust and transparency are essential for any successful change initiative, and a rebrand is no exception. You need to build trust and transparency with your employees by communicating honestly, openly, and frequently about the rebrand. You need to share the rationale, progress, and results of the rebrand, and to acknowledge any risks, difficulties, or mistakes that may occur along the way. You also need to listen to and respect your employees' opinions, feedback, and emotions, and to respond to them in a timely and constructive manner. You can use IC to create a two-way communication channel with your employees, and to foster a culture of trust and transparency.

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5 Align and integrate the brand

A rebrand is not only about changing your logo, name, or slogan. It is also about changing your culture, values, and behaviors. You need to align and integrate the new brand identity with your internal practices, processes, and policies, and to ensure that your employees live and breathe the brand in their daily work. You can use IC to communicate and reinforce the brand values, attributes, and messages, and to show how they relate to your employees' work and goals. You can also use IC to promote and celebrate the brand behaviors, actions, and outcomes that your employees demonstrate, and to encourage and inspire them to embody the brand.

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Yeeshu .

Creative Corporate Shapeshifter
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An important aspect here is to address WIFFIM for employees. The employees need to be invested and need to understand what is changing, why and how does it impact them. This is best facilitated by effective and iterative communications.

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6 Evaluate and improve the IC strategy

The last but not least effective way to use IC for employee communication during a company-wide rebrand is to evaluate and improve your IC strategy. You need to measure and monitor the impact and effectiveness of your IC activities, and to identify and address any gaps, issues, or opportunities for improvement. You can use different methods and tools, such as surveys, analytics, feedback, or audits, to evaluate and improve your IC strategy. You can also use IC to communicate and share the results and learnings of your evaluation, and to involve your employees in the improvement process.

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Dan Smith

Internal Communications at PlayStation ??
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Start any IC activity with aims and measurable goals. Track how you're doing and revisit any areas you need more clarity or context.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Jyoti Khan , SCMP?

Communication Strategist | Certified Change management practioner| Change Communication| Leadership communication and Employee engagement specialist | Entrepreneur | Board member
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This article has some great suggestions. In my experience, for a rebrand to achieve the desired result, it need context setting and engagement ahead of the launch, active engagement during the launch phase and sustained momentum in the post-launch phase. Pre and post-launch are even more critical as these are the phases that would ensure that the employees truly adopt and embrace the new brand, messaging and beyond.

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What are the most effective ways to use IC for employee communication during a company-wide rebrand?

1

2

3

4

5

6

7

1 Define the purpose and vision

2 Involve and empower your employees

3 Provide guidance and support

4 Build trust and transparency

5 Align and integrate the brand

6 Evaluate and improve the IC strategy

7 Here’s what else to consider

Internal Communications

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What are the most effective ways to use IC for employee communication during a company-wide rebrand?

1

2

3

4

5

6

7

1 Define the purpose and vision

2 Involve and empower your employees

3 Provide guidance and support

4 Build trust and transparency

5 Align and integrate the brand

6 Evaluate and improve the IC strategy

7 Here’s what else to consider

Internal Communications

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