How do you measure and evaluate your organizational identity over time?

An organizational identity takes maintenance. Stakeholders may love what they see today, but a small strategic shift tomorrow may change stakeholder perceptions completely. Look at how perceptions of Twitter changed after Elon Musk's takeover. Certain groups who had been punished more often under prior ownership realized they had more leniency in what the could say on the platform. This led the users who were no longer punished to be elated with the new identity. But those who had enjoyed the prior rules found themselves on a platform that no longer matched their values in the same way.

There can be a stark difference between the intended identity and the perceived identity. One way to test how effective the intended identity is, is to invite your people, suppliers, stakeholders and customers to replay what the identity they experience, engage with and how working with and within your organisation, leaves them feeling.

Organizational identity can vary among stakeholder groups due to differing perspectives, expectations, and interactions with the organization (for example consider customers, employees, suppliers etc.) To ensure an attractive identity for all stakeholders, the organization must prioritize consistency in messaging and values across all touchpoints. Clear communication channels and transparent decision-making processes are essential to building trust and alignment. Additionally, actively engaging with stakeholders to understand their needs and concerns allows the organization to tailor its identity to resonate with diverse audiences, fostering strong relationships and mutual understanding.

As published in my book, The Talent Emergency "Often companies have values expressed in the form of words vs. behaviors. Not to mention, the process in which values come about can be extremely varied. The bottom line is that if it is not reinforced time and again and in alignment with personal value expressions, it cannot be lived. . Stating a culture invitation is not enough. Like anything, people must feel it and believe it. It is by default when it is not shared. Shared core values means the organizational values, whatever they may be are intrinsically aligned to the employees personal values and reflect the essence of the “we” among the “many”. Culture is a PROCESS not an EVENT.

Every organization has its own identity that differentiates it from any other organization. Our role as OD professional is to work hard to reflect a positive identity.

Uma identidade organizacional forte e clara ajuda a alinhar os esforços dos funcionários, atrair talentos alinhados com a cultura da empresa e construir confiança com clientes e parceiros. Na minha experiência, empresas com uma identidade bem definida e comunicada claramente têm melhor desempenho no mercado porque clientes e funcionários sabem exatamente o que esperar.

Organizational identity shapes the employee value proposition (EVP) by defining the company's culture, mission, and values. A compelling EVP communicates what employees gain from working in the organization, including opportunities for growth, recognition, and alignment with personal values. This matters in talent management as it attracts, retains, and motivates top talent who resonate with the organization's identity, fostering a strong, engaged workforce.

When using organisation identity as a tool to attract talent, the success of new hires is influenced in how accurate you represent the organisation through the selection process. Presenting your organisation identity as a place that values innovation, works in an agile way and is future focused will attract candidates that resonate with this identity. Upon arriving, if they find the organisation identity is actually change resistant, and locked in historic working practices with no appetite for modernisation - then the chances are, they won’t hang around for long!

Through the past few years, the term "Employee of the choice" came to our ears repeatedly. One of the corner stones of any successful organization is it's identity that reflects on each aspect (e.g. Culture, work place, etc.)

Studying the identity of an organization is important to understand how its members answer the question "who are we as an organization?", possibly using elements of the organization to define their own identity. As supported by the theory of social identity (Tajfel, 1978; Tajfel, Turner, 1979), in fact, a person's identity is composed of an individual and a social dimension. While the first is based on individual characteristics, the second is formed as a result of the sense of belonging to social groups and has important consequences from a cognitive, emotional and behavioral point of view. The identity of an organization influences the attitudes and behaviors that its members adopt (Dutton et al., 1994; Gioia, Thomas, 1996).

Manter a identidade organizacional coesa durante períodos de mudança, como fusões, aquisições ou reestruturações, é um grande desafio. Trabalhei em uma organização que foi adquirida por uma empresa maior, e um dos maiores desafios foi integrar as culturas das duas empresas sem perder nossa identidade única.

It is important to have an internal dialogue about organizational identity on an ongoing basis to ensure that this identity corresponds to the actual collective vision of the internal and semi internal stakeholders and that they actively identify with it. Ideally surveys and exchanges about this topic should be a regular recurring part of team meetings.

Mergers, acquisitions, and leadership changes raise significant challenges for the organizational identity. During these situations, preserving organizational identity involves transparent communication, maintaining core values, and integrating cultures collaboratively. Upholding employee morale, respecting existing processes, and acknowledging heritage foster continuity. Emphasizing shared objectives while adapting to change ensures a cohesive transition, preserving the essence of the organization.

It is important for the leadership in organization's to have alignment around who they want to be as an organization based on the life cycle of the organization. Who you are in the growth phase, may look different than who you are in a mature phase.

I think the organization culture is the most challenging aspect in improving the organization's identity.

Medir a identidade organizacional pode ser feito através de pesquisas de satisfação de funcionários, análises de engajamento e feedback de clientes. Implementei uma pesquisa anual de cultura organizacional em minha equipe que nos ajudou a entender como os valores e a missão da empresa estavam sendo percebidos internamente.

Measure with Precision: Utilize surveys, interviews, and focus groups to gather stakeholder perceptions and feedback. Benchmark Competitors: Compare your identity with industry benchmarks to identify strengths and weaknesses. Harness Tools and Models: Leverage frameworks like OIM or IDM for a deeper understanding of your identity. Engage Stakeholders: Ensure participation in defining and communicating your identity for authenticity. Alignment is Key: Align organizational practices and structure with your identity. Celebrate Identity: Use stories, symbols, rituals, and recognition to reinforce your identity. Adapt and Evolve: Monitor and review your identity regularly to remain responsive to changing needs and opportunities.

Currently, there is no way to measure organizational identity. As an accountant who found value and is now focused on organizational design, I can say that once we have it in the books, like the Goodwill Account, then only we can say that we are actually able to measure it, or at least give it an estimate. For now, I often look at unnecessary overtimes (mostly a warning sign of different concerns), red-flag resignations, and other possibly culture-related activities that can be measured.

A avaliação envolve comparar os resultados das medições ao longo do tempo com os objetivos estratégicos da organização. Na empresa onde trabalhei, realizávamos reuniões de revisão trimestrais para discutir os resultados das pesquisas de cultura e engajamento e avaliar nosso progresso em relação aos objetivos de identidade organizacional.

To evaluate organizational identity, define a purpose statement aligned with a strategic value agenda and desired culture. Ensure internal and external alignment by consistently communicating purpose and values. Engage stakeholders in co-creating(so much important!) and sustaining the identity, adapting to changes, and monitoring performance through key indicators like awareness, reputation, and profitability. Cultivate behaviors that support the value agenda to shape a strong organizational culture. Regularly assess and adjust strategies to maintain relevance and effectiveness in a dynamic environment.

I believe that one of the BASIC ways to evaluate organizational identity over time is through holistic surveys that gather employees' unfiltered thoughts and concerns. A definitive list that encompasses the 5 Requisites of Employee Satisfaction: Job Satisfaction, Financial Stability and Security, Professional Tranquility, Company Compatibility and Growth Opportunities. How employees feel about their company is a direct manifestation of the organizational identity. Company's goals, values, performance, reputation and resilience are embodied and reflected by its people in both internal and external circumstances.

Start with the organizational purpose and analyze to what extent your organizational structure, processes, and people practices successfully serve this purpose. Do this analysis by engaging the stakeholders. This analysis will provide not only the areas in need of improvement but it will also reveal the strong areas that you need to preserve and promote within the organization. Never forget to recognize and promote all the good things that an organization has. It always has some.

Several people management functions are essential for maintaining and improving organizational identity. Employer branding projects the identity and generates interest with individuals for whom this identity is a fit, and recruiting attracts and selects individuals who are a fit. Performance management measures the behaviors that support and shape the identity and ensure feedback. Training helps further develop the desired behaviors.