Should employees be involved before a new brand identity is finalised?

Yes. Early employee involvement can build buy-in and help ensure a new brand identity is rooted in genuine employee and customer experience rather than empty claims. Employees can also identify how the change will affect their work and what will help them communicate the brand with confidence.

How can employee feedback avoid becoming consultation theatre?

Employee feedback feels credible when leaders keep communication open, acknowledge what people say and make necessary changes visible. A dialogue builds more trust than communication delivered only from the top down, especially when employees have different working needs and experiences.

What should employees receive after a brand launch?

Employees need clear objectives, practical brand tools and consistent communication that connects the identity to everyday work. Coherent design across touchpoints can help people communicate the brand boldly, while leadership role-modelling and recognition reinforce the behaviours behind it.

How can our new brand identity build employee pride?

Pride starts with ownership, not a reveal

Employee pride in a new brand identity comes from feeling that the brand reflects real experience, not from receiving a polished launch pack. Bringing employee voice into brand development from the start can build buy-in, belonging and a more authentic organisational identity. Employees can test whether the purpose and values feel true in day-to-day work, surface gaps between leadership intent and frontline reality, and help shape language people will actually want to use.

Employee listening needs to be a dialogue rather than a one-way request for feedback. Open channels, honest acknowledgement of different needs and visible action help build trust. That matters during a rebrand, when people are being asked to make sense of change as well as communicate it to customers, partners and one another.

Sources: The inside story: why your people shouldn't be just passengers on your brand journey, How internal comms leaders can help firms reap the rewards of flexible working

Make the identity useful in everyday work

A brand identity builds employee adoption when it gives people clear, coherent ways to express what the organisation stands for. Design principles that run from email signatures to workplace environments can make the brand feel present in daily work rather than confined to a launch presentation. Practical tools also help employees communicate the brand confidently and consistently.

Internal alignment needs more than visual consistency. Leaders and managers need to explain the direction clearly, model the behaviours behind the new purpose and values, and keep communication open as the change takes hold. Clear objectives, recognition for effort and regular updates on what is working can strengthen confidence and commitment. The aim is simple: make the new identity something employees can understand, use and feel proud to stand behind.

Sources: Four creative lessons B2B designers can learn from B2C, How internal comms leaders can help firms reap the rewards of flexible working

The strongest brand identities are built with employees, not handed to them

We believe employee pride comes from participation, clarity and follow-through. A new identity has more power when it captures what people genuinely recognise about their organisation and gives them a confident role in bringing it to life. That means listening before decisions are fixed, communicating with honesty and showing how employee input shapes the work. When choosing support for this challenge, look for a partner that can connect brand strategy, internal communications and practical design, rather than treating employees as an audience for a finished answer. At The Frameworks, we have surveyed our whole team to understand changing needs, then used those learnings to inform communications and help shape the future of our business together.