Engaging and Becoming a Brand Advocate


There is much to learn from the world of business, including how customers are attracted, retained and converted into brand advocates. Why not as an employer?

Building brand loyalty for customers is as important as it is for our staff. How is that possible in a world of revolving and fast paced change? What tools are available to us, what's the process map we should follow?


As new research emerges, we are starting to challenge traditional understanding of what drives behaviour. That ground is continuously moving as challenge upon re-challenge pushes us backwards and forwards.

I think it's less complex than we like to make it as for me, simplicity rules. However, a one size fits all approach is rarely a good fit. So taking time to bust the myths and curb our tendency to apply blanket approaches means involving our staff and seeking opinion. This is the first step in the culture of true engagement.


Flexible up to date choices in benefit packages are seen as must today to meet the changing needs of our workforce particularly during times of economic stability and instability. As the landscape of employees becomes more diverse in culture and generations, creating a future proofed strategy that builds in flex is key, but primarily shaped to meet employee expectations that builds a system that recognises great performance. Facilitated by quality feedback that is appropriately timed, it becomes a major factor in successful performance management.


In our equation here you can see the value of creating and engaged/capable workforce driven by specific elements in the organisation:

The effective and slick processes include our HR systems (performance management, reward etc) which delight or depresses people(!)  The measure of engagement is reflected in the contribution people give based on the environment created by their leaders and their organisations.


As we see a shift towards the principles of leadership, likely because of the traditional and often aggressive/directive nature of management, we look towards the statistics that prove that staff leave managers not companies. So we can't underestimate the impact and significance of this crucial role in organisational life. How they direct, manage day to day issues, treat people fairly, give feedback, all helps create a positive situation in which there is mutual trust.


Only now are we starting to recognise the impact of trust (in financial and practical terms) with books and research proving it's value. It's something as a supportive employer does to create an environment where people can thrive, grow and explore their potential without threat. When high trust exists, problems get solved faster, initiative is taken without asking and people have the freedom to make decisions on their own (within a well defined framework - we call this empowerment).


Avoiding the legal but also ethical potholes of discrimination is essential in an ever increasingly diverse workforce. Vital in the creation of a trusting supportive culture, unconscious bias can the unseen enemy which can plague many a diligent organisation.


The collaborative nature of a successful work environment and high performing teams means we need to look at structures and development to support this goal rather than drive singular individual performance. A massive challenge in an individualistic society culture, however working towards a more collective ideal is a more long term productive and potentially innovative approach, breaking down silos and creating pan-organisation co-operation.


Today's employee is seriously connected. Social media and digital information is everywhere and technology moves at such a rapid pace to constantly pull our attention towards the next new piece of innovation. This information mega world brings with it many challenges and for employers keeping up is not always easy. However, recruitment will never quite be the same since the advances of technology and social media. From testing to engaging online with prospective candidates, social media will play an important role in Branding and how staff find the reality of working in the organisation once they have successfully come through a selection process. So we need to ensure the reality matches the rhetoric.


Many engagement surveys the need for open and transparent career pathways in organisations. Sideways, upwards with clear requirements to allow them to plan or grow if they choose. If they don't that's ok, but they still want to see it because it says, we care.

Our masterclass series includes:

  • Relight my fire - Red Hot Strategies for Engagement in Challenging Times
  • Irresistible rewards - building a future-proofed reward strategy

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