Increasing awareness and reputation of MERCK S.A. Portugal through employee advocacy

Merck KGaA is a global Science and Technology company, focusing on the Healthcare Industry, Life Science and Performance Materials. Merck in Portugal is a relatively small subsidiary with a midsized office employing approximately 114 employees. Merck S.A. Portugal focuses mainly on the Healthcare Market. As the company went through a major transformation in 2016, it created a need to communicate on a low cost basis and in an efficient way, using digital as its main channel. The current paper shows the implementation of an employee advocacy strategic plan as a solution to digital communication. Employee Advocacy is a new communications concept derived from employee social media usage and employee word of mouth. It has been noted that employee networks are wider than company’s own and employee word of mouth is more trustworthy. Before the tool could be implemented a research on what motivates employees to commit to Brand Citizenship Behavior was performed. Findings revealed that in the case of Merck S.A. Portugal employees individual internal drive and brand knowledge are factors affecting willingness to share on social media. Based on the results a series of internal strategies were applied on- and offline.info:eu-repo/semantics/acceptedVersio

Employee engagement and internal branding:two sides of the same coin?

Abstract This study examines the link between employee engagement and internal branding. It seeks to understand which antecedent factors healthcare professionals consider important for employee engagement and what kinds of implications this engagement-related information may have for internal branding. The study reviews the literature on employee engagement and internal branding and presents a conceptualisation of the linkage between the two concepts. The empirical portion content analyses more than 1200 answers to open questions to examine employee engagement in the case organisation, a large private healthcare organisation in Finland. The findings suggest the following eight antecedent factors to be particularly important for healthcare professionals’ employee engagement: organisational culture, reward, working environment, training, HR practices, reputation and values, communication, and physical environment. Based on the empirical and theoretical analyses, it can be said that the antecedent factors of employee engagement and elements of internal branding can be considered two sides of the same coin