The Brand-based Competence Model

The core task of Internal Branding is to link the targeted brand position and employee conduct in such a way that the client experience is invariably consistent. Only once this is achieved has the brand demonstrated that it is more than a mere communication device, that it actually drives conduct. An essential step in this process is to conclusively define the brand personality – precisely what the brand stands for and what the contents are that it is transporting. It is important that the brand personality is also defined with regard to desired employee conduct. This aspect is often underestimated in the process of defining a company brand. Both the client and employee perspective should be taken equally into consideration. Together with the relevant client drivers and a brand’s differentiation potential in the market, employee conduct is the third most important criterion. Values play a central role in the definition and managing of brand personality.

A set of values containing the brand’s essential character is determined. Their role can be described as follows: – Values appear as guidelines for measures across the brand's entire sphere of influence, in its appearance, in communications, in conduct, in corporate culture as well as in products and services. –Values serve as guidelines, not as static rules of conduct in specific situations. Their general nature makes them stand out as signposts, not cut-and-dried directives. To create clarity, these must be broken down into specific support functions. – Values serve to make the entire brand identity cohesive and give all the brand management stakeholders a common perspective.

The competence model defines the required talents, skills, knowledge and characteristics necessary to match the demands of the job profile. It is intended as a guideline for all employees and lists the relevant competencies and conduct needed to implement the corporate strategy. The brand-based competence model is rooted in the values defined in the brand personality. Practical experience has shown that, as a rule, as few as three values suffice – also with a view to a straightforward realization. It is the combination of these values that creates the fundamentals for a unique brand personality and contains emotional, cognitive and operation-relevant aspects. Each value is broken down into competencies and these are applied to define the conduct which should accompany the brand experience. The three values can be added to in order to define the codes of conduct and competencies which are pertinent to the running of any successful organization regardless of its brand – e.g. professional competence or general leadership qualities. In this way, the competence model links the brand to the desired conduct and creates a basis for consistent employee evaluation and development. In accordance with brand management based on the concept of clarity, consistency and continuity, the competence model provides an effective and efficient tool: – Clarity: Expectations in terms of conduct, competence and employee performance at each corporate level become clear and transparent, and provide a fair foundation on which to define targets and personnel development. – Consistency: A uniform communication of the most significant competencies throughout the entire organization benefits the "One Company" credo. – Continuity: Rigorous implementation of conduct codes creates noticeable and measurable changes within the target group.

To implement the competence model various Human Resources disciplines must be integrated comprehensively to attain optimal synergies. – Recruitment: Competence profiles are significant selection tools to be applied in candidate interviews and assessments, as well as job profiles and recruitment ads. – Performance: Individual assessments and promotion guidelines must be aligned with the defined competencies. – Development: The competence model serves as a base for individual development plans, training, and leadership training courses. – Corporate culture: Values and competencies are reflected in proposals, events and measures utilized in corporate development.

To enable consistent evaluation at all levels – from employees through to management, each competency must be defined clearly and in detail (competence profile). The aim is to establish a common understanding and make it possible to evaluate professional conduct, e.g., in 5 steps ranging from outstanding to unsatisfactory. In order to do so, various aspects should be considered: corporate levels (e.g. board, management, executives, employees) as well as functions (leadership, specialist functions). This enables the identification of strengths in-line with the brand according to corporate levels and different functions, as well as development potential. Here, the greatest challenge is to define the expectations as exactly and bindingly as possible in accordance with the target group, while taking into account employees' individual strengths and competencies. This serves to illustrate that although a competence model constitutes a valuable aid, it cannot replace the personal development plan of each individual employee.

Established organizational and personnel development tools in the field of team building or managerial training can contribute valuable multipliers to implement the defined conduct and competence targets. Solution-oriented training sessions, which have been extremely successful in recent years, are particularly useful mediums for coaching such targeted skills individually or in teams. Often, the questions and topics that are addressed during these training sessions arise from general organizational aspects (questions about leadership or team conflict). However, conduct guidelines that have been defined in accordance with the brand are not yet being discussed and dealt with adequately. Individual and team sessions could increasingly address the question of how brand-based competencies can be conclusively integrated into everyday business routines.

Generating a competence profile is based on the fundamentals of the brand personality. It is therefore essential that the brand personality is defined with sufficient clarity to act as a relevant base for the competence model. Only in this way can it be ensured that brand and employees bond in synergy on their way to becoming an integrated "Brand & Talent Management."

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