Commitment in Times of Crisis: The Brand as a Driving Force
Over the past decade, the professional landscape has shifted dramatically, and so have employees’ expectations. In this intensely competitive market, companies strive to retain and inspire their workforce. According to the latest Gallup study (2024), only 10 percent of Swiss employees feel an emotional connection to their employer, while 56 percent are overburdened. Against this backdrop, more than 80 participants met on September 18, 2024, at an event hosted by Heads Corporate Branding and Perikom at the Swiss National Museum in Zurich to discuss the central question: How can companies foster commitment? In the run-up to the event, Heads conducted expert interviews with executives in the fields of senior management, HR, and corporate communications.
The ‘Team Spirit’ Myth: The New Reality of Workplace Relationships
The much-vaunted ‘team spirit’ in companies often turns out to be an illusion. Sven Bühler, owner of iCommit, makes it clear: “The idea that employees take off their ‘I’ hat in the morning and put on a ‘we’ hat is too romantic.” In a professional world marked by constant availability and remote work, individual needs take center stage.
In the past, a company’s name or prestige was often enough to retain employees. One example from a different era: Swissair employees used to want the telephone directory to list them as “Swissair employees.” One key insight from the expert interviews is that today, commitment is generated primarily from fostering purpose. Rather than forcing a contrived sense of community, companies should convey authentic values and a clear mission. Genuine connectedness grows from the feeling of making a real impact.
The Right Balance Between Satisfaction and Commitment
Satisfaction and commitment are both considered equally important in this discussion. However, both can pose risks if taken to the extreme. Commitment, according to a driver analysis by iCommit, fosters openness to change and strengthens loyalty, while excessive satisfaction can lead to complacency. As one central insight states, “Dissatisfaction is often the first step to success.” Conversely, very strong identification with the company can lead to burnout or resignation. Loyalty can also stem from purely calculative reasons (for example, a lack of alternative job opportunities), in which case it does not positively affect employees’ willingness to perform. Companies must create the right framework so that employees can reach their full potential. Dr. Judith Muster, sociologist and partner at Metaplan, emphasizes: “Companies should not blame employees’ mindsets for performance deficits; they should look at their formal processes instead.” Finding the right level of satisfaction, loyalty, and engagement is the lever for genuine progress. Seeing commitment as merely an expression of attachment is too narrow a view.
Going the Extra Mile and the Image Problem of “Working by the Book”
The “extra mile” is often considered a hallmark of highly engaged employees. The “ideal employee” is described as someone willing to solve problems beyond the required scope—even after official working hours. However, the reality looks different: According to the latest Gallup study, 80 percent of Swiss employees only do what their job strictly requires. Does this mean they are not willing to go the extra mile? Judith Muster emphasizes that the extra mile often lies in everyday actions that are neither seen nor acknowledged as such. Employees bypass formal guidelines at their own risk to keep processes running smoothly and achieve goals. Companies benefit from this. A heated debate arose as to whether formal guidelines should be adapted if “working by the book” is not sufficient. Clear communication of expectations by managers is crucial. Proximity, trust, and realistic goals are key factors in promoting the willingness to perform.
Strengthening Commitment Through Brand Management
Commitment is not a given. Communication can be used to strengthen motivation and identification with a company. The brand serves as an anchor to clearly communicate the organization’s purpose, goals, and ambitions — both internally and externally. If companies successfully convey their raison d’être in a credible way, employees will feel a stronger emotional connection and become brand ambassadors. When working conditions are flexible and tailored to individual needs, employees are more likely to stay with the company long-term. As a result, employees’ potential unfolds more fully, while the company benefits from lower turnover. Once employees understand the company’s overarching objectives, their motivation to contribute grows. Transparent communication builds trust. Clarity about brand values is the foundation for long-term commitment.
— Sina Frank and Simone Raubach / 11.11.2024

