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The purpose of his paper is to show that the rational and emotional triggers associated with customer loyalty and employee engagement can be measured in a macro manner through mathematical indexing. Myriad factors, among them digitalization and disintermediation, have gradually eroded the power of an elite group of senior managers to control corporate messaging and manage corporate reputation. Other stakeholder groups, particularly employees and customers, have become empowered under these current corporate conditions. For this reason, establishing high levels of customer loyalty and employee engagement are leading determinants of brand performance. These indexes can serve as powerful tools to build integrated messaging.

This article explores the impact of customer loyalty and employee engagement on corporate performance, and identifies how these qualities can be quantifiably measured by sophisticated mathematical indexes. To do this, the authors review the factors that contribute to form corporate reputation, and how this formation process has changed over time. It places special emphasis on how senior corporate leaders have conceded branding power to employee and customer stakeholders.

By highlighting the promising early successes of companies leading this research, this paper demonstrates the potential advantages effective use of customer loyalty and employee engagement indexes can return. By acknowledging the power of these indexes, companies have the unique capability to build integrated communications solutions that address the expectations of both employees and customers, the two most contributory groups in building brand strength.

By shedding light on changes in the modern marketplace, this article can help shape thinking on effective ways to leverage human capital in order to maintain and grow brand and reputation.

This paper explores how corporate communications and public relations were affected by the 11th September, 2001 terrorism attacks on the USA.

This paper aims to investigate the benefits of monitoring and enhancing engagement to impact the overall effectiveness and future success by using the combination of the Utrecht Work Engagement Scale along with a daily employee vote to trigger an appropriate ad hoc huddle that can be proactive in addressing any engagement issues.

A fieldwork case study is used to examine engagement interventions based upon the use of a trigger (daily vote) and the overall impact is measured with the Utrecht Work Engagement Scale.

All indications from this study are that the ad hoc gatherings triggered by the daily vote do have a favorable impact on workforce engagement. This effect was measured by doing a Utrecht Work Engagement Scale survey at the beginning of the pilot followed by another a year later. The results presented in this case appear to show that a learning organization can have an impact on the engagement culture of the workforce if desired.

Recognizing that the sample size is small, a longitudinal study of over a year was done to help mitigate the concerns of such a small sample size. The reader is cautioned about extrapolating these findings beyond this study without appropriate considerations.

This research provides evidence which aided the organization during the changing times in using interventions, ad hoc gatherings to improve workforce engagement. These interventions are triggered by using a timely lagging indicator, a daily log which serves as a monitor of workforce engagement for the benefit of the organization and the employee.

This study uses two methods to measure and track workforce engagement. The known Utrecht Work Engagement Scale is used to determine the impact of the ad hoc huddles and to determine whether this intervention has a favorable impact on workforce engagement. The use of these two methods helps to spark continued interest to not only monitor but also to help identify the interest in using a timely indicator to determine when an intervention may be warranted.