Developing employee engagement with the brand through training and ambassador programs

• Main Author: Abedania, Carolyn A.
• Format: text
• Language: English
• Published: Animo Repository 2016
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5185
• Institution: De La Salle University

This action research is about developing employee engagement with the brand through training and brand engagement programs. The issue of low level of employee brand engagement was manifested with the lack of corporate brand identity training and engagement programs for the employees. It was discovered collaboratively by the Marketing Team. Employee engagement with the brand is requisite to understanding the organizations values and brand identity which puts everyone in the company aligned into the same goal. This action research was developed with the objectives of (1) addressing employee engagement and affinity with the Volkswagen brand in the Philippines and (2) creating sustainable brand engagement programs for the employees. These objectives were delivered in collaboration with the Marketing and the Human Resource Department to achieve the one brand voice for Volkswagen Philippines. All these engagement programs were aimed into increasing brand knowledge and employee engagement. The goal is to add value to the employees work and brand involvement which resulted to instilling brand love with the employees through one brand voice. Using Buckinghams Engagement Staircase Model and Melcrum Publishings Drivers of Engagement Model, this action research conceptualized and executed interventions to develop corporate brand identity training and brand ambassador programs for Volkswagen Philippines and its employees. In collaboration with the Marketing Team and Human Resource Team this action research resulted to effective and attractive employee brand engagement programs. Collaboration between colleagues within the Marketing Team and with the HR Team made the execution of the intervention effective using Kotters 8-steps change model. To involve employees, we allowed them to connect with the brand. It was proven to be effective in engaging the employees which was clearly aligned with the model of Buckinghams Engagement Staircase. This action research recommended these points: (1) collaboration within two influential teams can bring and lead change to organizations which proved the value of Coghlan and Brannick action research cycle (2) employee engagement with the brand is possible when you let the employees become involved voluntarily (3) Buckinghams Engagement Staircase model (2008) and Kotters 8-steps change model are recommended frameworks for organizations employee brand engagement strategies.