From Disconnection to Direction: How Experience Design Builds Brand Loyalty [& how to get it right!]
Organisations say their people are their greatest asset, but treat engagement like a task list:
A wellness week here.
A values campaign there.
Fruit in the canteen...
This is one of the most common disconnects I see.
The most resilient (and attractive) organisations take a different route.
Each initiative is intentional; aligned to their values, communicated within the organisational context, and relevant to what (their) people need to thrive at work.
The Problem
You’ve got leadership buy-in. You’ve got a wellness budget. Maybe even a values wall or an onboarding checklist.
But people are still lacking initiative.... not attending events and not going the extra mile.
Have no relationship to your brand, or have any understanding of the organisation beyond their tasks.
Why? Because engaging employees for them to perform at their best is not a simple problem to solve.
Human behaviour is complex, and this needs to be reflected in your approach to engaging employees.
This cannot be a number of 'random' activities that are 'trendy'. And engaging employees becomes even more complex and strategic when adopting an employer brand mindset.
The extent of lack of engagement can be mostly recognised in exit interviews. 'Sure. The majority left for a better offer? It's really that simple?!'
The Case for Strategic Investment
We all want to feel like we belong to something meaningful.
According to Social Identity Theory our sense of self is shaped by the groups we identify with, including our workplace.
When employees feel proud of their organisation and aligned with its values, they engage more deeply. They perform at their best.
The theory might be academic, but the outcome is very real:
disengaged individuals
under performance
no loyalty to the organisation --> brand!
Brand Equity Theory raditionally focused on how customers perceived a business. But today, we understand that employees are brand carriers too.
The concept of Employee-Based Brand Equity (EBBE) reframes engagement as a brand asset:
When employees believe in what their organisation stands for, they embody it in every interaction, with clients, candidates, and each other. That translates into stronger customer experiences, smoother recruitment, and higher retention.
But belief doesn’t happen in a vacuum. It’s built - or broken - through daily exchanges making the employee experience crucial for any organisational success.
This is where Social Exchange Theory and the idea of the psychological contract come in.
When organisations meet employees’ needs, not just through pay and flashy perks, but through clarity, feedback, recognition, and opportunities to learn, people give back in effort, loyalty, and performance.
When that perceived balance tips the wrong way? Disengagement and poor performance follows.
That’s why it’s critical for organisations to align their values with their employees' lived experience - ensuring that the promises made to candidates (and employees) match the reality they walk into. If people feel at odds with your culture, or unsure if they belong, they'll disengage or leave.
These ideas aren’t theoretical. They’re the backbone of how I help organisations go from scattered HR activities to intentional, employee experiences that convey something about the brand.
Social Identity Theory reminds us that belonging starts with brand clarity.
Social Exchange Theory reminds us that engagement is a two-way street.
Employee-Based Brand Equity reframes your people as your most powerful brand ambassadors.
The theory is clear. But the transformation? That happens in the way you listen, lead, and design – yes design - every single touchpoint.
The Plan
So how do we design an employee experience that supports engagement, performance, and brand?
Here’s the plan:
Define your (employer) brand: What do you stand for as an employer? Is that message visible and lived daily?
Map the employee journey: From onboarding to offboarding, identify the moments that matter and design these touchpoints with intention.
Close the feedback loop: Listening is one thing; but acting on what you hear is what builds credibility.
Equip leaders to be active brand ambassadors: Managers shape your organisation's day-to-day experience. Give them the tools, training, and language to lead with alignment.
This is the kind of work I do with clients.
We co-design branded employee experiences rooted in an articulated and differentiated internal employer brand (culture), and creativity - from the onboarding email to the leadership offsite event to the summer party
Not just to create alignment. But to create momentum, meaning, and a brand employees want to grow with.
The Payoff
When this work is done well, the benefits ripple outward:
Authentic, and active, brand ambassadors
Higher performance and initiative
Reduced attrition and increased retention
A more authentic, attractive employer brand
Your employee experience and culture isn’t something you declare.
It’s something you design.
And when that design is done with honesty and intention, it becomes one of your most powerful assets required to sustain business in this day and age.