Summary of key points arising from case study

Start from the business strategy. An employer brand only has meaning when it is presented in the context of an overarching company strategy.

Lead change from within the business to enhance success. In the case study, the trap of HR owning the culture change was studiously avoided. This enhanced the acceptability of the new brand.

Do not over plan the change process – stay flexible. Things change as organizations move through a change process. This case study illustrates how to plan phase by phase, ensuring that feedback is incorporated into future plans.

Be creative – do things in new ways. Culture change can only be achieved by doing things differently. In this case, the organization incorporated some radically new ways of doing things by using the principle of marketing to engage employees in the desired changes.

Build on the current cultural strengths rather than attack current habits or try to break things down. The employer brand was derived from conversations with a wide cross-section of employees, so there was a ‘rightness’ about the brand values, which impressed people.