Employee Advocacy and the Employee-Brand Relationship Model [INFOGRAPHIC]

DeniseHolt
Denise Holt CEO and Founder, Social Intel, Inc.

Posted on December 29th 2013

Employee Advocacy and the Employee-Brand Relationship Model [INFOGRAPHIC]

Employee Brand Relationship Model

Employees are vital for building and scaling brand relationships. They have the distinction of being trusted ambassadors of the brand because of their uniquely “insider” standing. Employee advocacy programs can facilitate the cultivation and delivery of the deliberate and wonderfully shareable experience you want your customers to talk about.

To wrap our heads around how to activate employees as builders of brand relationships, it’s important to understand the employee-brand relationship from the angle of the employee’s experience. Customer Experience Management (CEM) focuses on the customer’s emotional journey, where-as, Employee Experience Management (EEM) should focus on the deliverer of the brand experience. How do employees experience and translate the organization?

Illustrated in my Employee-Brand Relationship Model are the stages of the employee’s emotional journey. First there may be hesitation or fear of saying something wrong. Most likely, this stems from a lack of training or understanding of the company social media policies or lack of encouragement by the employer to be involved through social media. By creating an advocacy program and proper training for your workforce, you are empowering your employees and giving them a voice. This has the awesome bonus of giving them the feeling that they are making a difference. The company’s success is now partly in their hands, and this type of positive engagement fosters loyalty and ultimately job satisfaction.

Everyone wants to feel good about what they do. Everyone wants to feel like they matter as individuals, and everyone wants to feel like they make a difference. This is basic psychology. The fastest way to discourage and dishearten another human being is to make them feel insignificant. People desire to be seen.  Employee advocacy programs even the playing field and allow the possibility of success for anyone in your company.

As an organization, your brand objectives through these stages are to provide the leadership and training that will allow you to harness the power of successfully activated employee advocates. You will need to strategize and focus on giving them great content to share, realizing that the whole organization serves as the foundation for brand position and activation.

 Infographic credit: SOCIAL INTEL with Denise Holt  |  DeniseHolt.com

DeniseHolt

Denise Holt

CEO and Founder, Social Intel, Inc.


CEO and Founder of Social Intel, Inc.

Creator and Host of Social Business Helpline Podcast 

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Co-Creator and Co-Host of the 2014 Employee Advocacy Summit --> bit.ly://AdvocacySummit

Denise Holt is a leading voice in Social Media Strategy and Social Intelligence Solutions

Social business speaker, author, trainer and strategy consultant with comprehensive insight as an educator in the area of Brand Advocacy and Employee Advocacy programs

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Comments

You present an interesting visualisation Denise, one which I recognise from my own discussions with organisations considering how best to approach Employee Advocacy. I suggest adding a fifth item to your Brand Objectives, right at the start - Build a Business Case for EA. One of the first hurdles is to get the leadership buy-in you mention, and having sound business objectives for your program is a must.

Depending on what you hope to achieve, this may be easy or near impossible to quantify, but I don't think you can succeed in the longer term without it.

Hi Mike!  Thank you so much!

You make a wonderful point... It was so interesting to see in the Altimeter Group's report, The State of Social Business 2013, that half of the executives in the study feel that they are informed, engaged and aligned with social strategy, because that points to the glaring reality that half of them are not!  Which, in turn, means that half of businesses today are missing the key ingredient for leadership for their social business programs.  From what I have concluded, this lack of leadership points to either trouble with buy-in regarding the value of social media (which I believe is becoming less of an issue - the value is hard to deny anymore), or is it because they are untrained and unfamiliar with it?  Do the tasks seem overwhelming due to a lack of the proper tools, platforms and training to make it happen?  ... Whatever the blockers may be, you are right.  These questions need to be answered, and a case needs to be built for a program like this before the implementation can be successful.

Thank you so much for your input!  : )