Employee Share Plans - Why Participation Matters And How to Maximize It
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Employee Share Plans - Why Participation Matters And How to Maximize It
- 1. Employee Share Plans - Why Participation Matters and how to Maximize it Lucy Newcombe Dec 12 th 2012
- 2. Lucy Newcombe Director Corporate Communications Computershare Group Lucy Newcombe is a BBC-trained journalist who took her skills to technology company Plantronics in a public relations and marketing role across Europe, the Middle East and Africa. She joined Computershare in 2005 as Marketing Director for the EMEA region, and worked to build Computershare’s marketing function, including a significant Client Communications team which works on behalf of client brands to engage with employee and retail shareholders. She was appointed Director Corporate Communications in 2010 and is responsible for building Computershare’s global brand, including worldwide social media initiatives. Lucy also heads up CSR initiatives for the company, driving both Computershare group and client based programmes and is currently based in Hong Kong. 2
- 3. The Background › Poor data on share plan effectiveness and practices › Previous industry research efforts not close enough to reality › Industry representative groups not filling the gap › IFRS places pressure on Issuers to demonstrate ROI › Trend toward companies asking provider about best practice in design › ‘Shared Capitalism’ project in USA 3
- 4. Our Mission › To undertake ground breaking research to understand the attitudes of a workforce as regards share ownership › To deliver hard data relative to the assumptions we all make regarding share plan participation › To gain real insight into the justification for and the best ways to grow employee share plans 4
- 5. Project Overview › Devised comprehensive questionnaire › Tested actual knowledge as well as perceptions and cross-analyzed › Developed an online tool › Pilot › UK, Ireland, Australia, South Africa, USA › 2780 participants › Surveys conducted over a year, repeated 3 years later 5
- 6. LONDON SCHOOL OF ECONOMICS/HARVARD RESEARCH › Statistically significant results show that employees in a company share plan stay longer, work harder, care more about the company and are generally happier › All of these effects increase with depth of ownership › These results give us real pointers for plan design and communications 6
- 7. Share Plan Communications › How are you communicating to eligible employees? › Are you using all available communications channels? › Are you making the most of new technology? › How well are you communicating? › Ask your staff › Do they have enough warning? › Do they know how to join? › Leave? › Alter payment amounts? › What the tax implications are? Good Communication = Increased Participation 7
- 8. ASDA CUSTOMIZED SHARE PLAN COMMUNICATIONS (UK tax-qualified version of an ESPP in the US) Method of communication Who For? Payslip messaging All colleagues Toolkits People Service Managers Posters/table talkers All colleagues Article written for inclusion in the company All colleagues magazine Green Room – Sharesave dedicated page created Accessible by all colleagues Social media – teaser videos produced and Accessible by all colleagues and those uploaded to Asda’s Green Room and Facebook who have access to Facebook pages. Facebook and Twitter updates scripted in advance. Share Plan Awards Created awards for best site uptake etc, linked in with a customized reporting site 8
- 9. ASDA CUSTOMIZED SHARE PLAN COMMUNICATIONS Toolkits designed under the ‘Make it happen’ theme and produced and sent to People Service Managers 2 weeks before launch. Kits included: ›3 x Posters ›PSM Fold Out Info Sheet ›2 x Table Talkers 9
- 10. ASDA CUSTOMIZED SHARE PLAN COMMUNICATIONS 10
- 11. ASDA CUSTOMIZED SHARE PLAN COMMUNICATIONS 11
- 12. ASDA CUSTOMIZED SHARE PLAN COMMUNICATIONS RESULTS › Participation increased by almost 2000 individuals to 26195 › 21% of people enrolled via real-time SMS › 20% of people enrolled online › Asda won various awards for the campaign, which they have built on in successive years 12
- 13. ROYAL DUTCH SHELL CUSTOMIZED MARKETING COMMUNICATIONS 13
- 14. ROYAL DUTCH SHELL CUSTOMIZED MARKETING COMMUNICATIONS 14
- 15. ROYAL DUTCH SHELL CUSTOMIZED MARKETING COMMUNICATIONS 15
- 16. METHODOLOGY In regions with established share plan communications requirements: ›Computershare’s communications experts provide consultancy to client to understand their business challenges and existing communications channels ›Design, presentation and finalisation in-house ›Hand-in-hand with legal and compliance ›Campaign management from marketing/plans project manager If there’s enough interest in the US market, we could easily replicate this service. 16
Hinweis der Redaktion
- Insert title, date and Presenter’s name Presentation last updated – 23/02/07 Pick and choose the relevant slides for your presentation for all the following slides
- Members are more likely to monitor colleagues’ work and to flag it up if they think they’re not doing a good job 82% of members are likely to speak to a supervisor or take some other form of action Versus 49% of non-members likely to do the same 34% of non-members are likely to do nothing if they saw a colleague not doing their job properly 28% of members are likely to do the same Members are more likely than non-members to rate their work effort above the average Take less sickness absence Work longer hours than non-members Members have greater organisational loyalty and have stronger attachment to the firm’s values Members take a greater interest in the finances of the company Plan members have higher job satisfaction and lower quits. True, even within work units and accounting for differences in worker and job characteristics. Loyalty/fairness perceptions account for some of this but not all. Others’ plan participation raises your satisfaction, irrespective of own plan participation
- We used payslip messaging in the run up to the sharesave opening, and during enrolment, as a free way to let people know it was on its way. Toolkits including key facts and FAQs equipped People Managers to answer questions quickly and effectively. We created dedicated content for Asda’s intranet We created videos of the case studies colleagues had provided us, and made these available to colleagues via their intranet and Face book. We specifically target mobile, remote and warehouse staff with the message that these were available. These could be downloaded and viewed on a variety of mobile devices and pushed SMS and online enrolment. You can still see one of these at http://greenroom.asda.com/2010/3/1/sharesave-2010 We scripted updates for Facebook and Twitter in advance of the launch, which the Asda team posted during the enrolment period. The beauty of communication like this is that it can be tailored according to how the launch is going and if there’s an FAQ, it can be addressed via this medium. We encouraged colleagues to pass updates on to friends. We created a suite of awards which we offered a ‘trophy’ for – encouraging competition between stores. In order to let people view where they were relative to top spot, and to deliver effective daily reporting, we created a reporting site which all Asda stores had access to.
- The reporting site allowed us to monitor which sites were or weren’t getting the message ref. sign up. All Asda people Managers had log ins so that they could personally review how their local take up was progressing.