Communication for employee engagement: and how to do it more cleverly
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A whistle stop tour demonstrating how increasing the impact of your employee communications can improve engagement. There are examples of best practice from corporates and retailers; case studies from a wide range of our clients; a zip through different communications tactics and some simply beautiful design. Presented by me to a lovely group of HRDs and People Directors in London on June 2014.
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Communication for employee engagement: and how to do it more cleverly
- 22. Segmenting for auto-enrolment communications (F) Part time aged 16 to 75, earnings below £5,668 • Permanent • Temporary • Fixed term (G) Part time aged 16 to 75, earnings between £5,568-£9,440 • Permanent • Temporary • Fixed term (D) Full time aged 22 to state pension age • Permanent • Temporary • Fixed term (E) Part time aged 22 to state pension age, earnings over £9,440 • Permanent • Temporary • Fixed term • Casual (B) Full time Business managers and above, earning over £25,000 (C) Retail managers / line managers (A) Employees in current company pension scheme OPT OUT OPT IN (A ) DEFAULT SCHEME and (B) INTERMEDIATE SCHEME (C ) SENIOR MANAGEMENT SCHEME (A ) DEFAULT SCHEME and (B) INTERMEDIATE SCHEME
- 23. Message mapping across segments Segment Message All for awareness comms (A) Employees in current pension (B) Retail managers / line managers (C) Business managers and above (D) Full time aged 22 to state pension age (E) Part time aged 22 to state pension age, earnings over £9,440 (F) Part time aged 16 to 75, earnings below £5,668 (G) Part time aged 16 to 75, earnings £5,568- £9,440, Objective Primary Secondary Support points Call to action
Hinweis der Redaktion
- Change to The role of communications in engagement and how to do it more cleverly.
- Good morning everyone, its lovely to see you all. Thank you for coming to our breakfast briefing this morning. We’ve got about 90 minutes this morning. The plan is that we’ll start with some input in the form of this presentation for about 30 minutes. This will be interspersed by a some interaction and then finally there will be a roundtable discussion for you to share your employee engagement experiences and give you the opportunity to learn from each other. We intend that the overall format of the session will be more of a facilitated group dialogue rather than a monologue from me. I hope you enjoy it and find it useful.
- So employee engagement…the fact that there are so many people here today indicates that it is a relevant and important subject for us all. However, one question I did want to want to pose is whether the rest of our organisation think employee engagement is an issue for us in HR or for the organisation as a whole. According to all the research, employee engagement has to be a strategic organisational issue not just the responsibility of HR. The next few slides will explain why but this might be part of the reason why we find employee engagement so difficult to achieve because its not entirely in our control.
- This slide contains a diagram that some of you will hopefully recognise. This model is from Harvard Business Review and has been around since the 1990s. It helped make the link between employee satisfaction, customer satisfaction and the commercial performance of the organisation. For me working in HR it’s a very useful model because it helps illustrate the linkages to colleagues like the FD to assist in their understanding and help secure their buy in. This model can be an important component when making a business case for investment in employee engagement. More than 20 years has passed since this model was first published and since this time research on employee engagement has continued and moved on.
- This slide is an example of some more recent research findings. As before its from a piece of research undertaken by HBR but as the slide shows was published as recently in 2013. The findings came from a survey of 550 executives around employee engagement and features in-depth interviews with 12 best-practice company leaders. It confirms the perceived importance of employee engagement in achieving organisational success putting it firmly in the top 3. Interestingly for Five by Five People the second most important factor is effective communication. However, some additional statistics from the research which I’ll cover in the next few slides which will help explain why so many organisations are still not getting employee engagement right.
- Given how low this figure is there seems to be significant opportunity for us to improve the situation and the levels of employee engagement in our organisations.
- So the next 4 slides give examples from different sources of the main drivers or elements of employee engagement
- This first model is from AON Hewitt a management consultancy. It outlines the main 6 areas over which management has a great deal of control — the actionable areas. They have been formulated from research and focus on the work people do, the people they work with, opportunities they have for development and progression, the role of total rewards, company practices and general quality of life at work people experience.
- Other research carried out by Hays Consulting group demonstrates organisations with high levels of engagement show employee turnover rates 40% lower than organisations with low levels of engagement. They are able to calculate that for an organisation with 2,000 with a UK average turnover rate of 15% and an average salary of £20,000 the total cost of turnover would be £6m. If you reduced the turnover by the 40% figure mentioned through improving employee engagement and changed nothing else, total turnover costs would reduce to £2.4m. These figures are based upon Hays figures which estimate the cost of replacing employees to be between 50% and 150% of salary. These figures are significant potential savings of strategic importance to any organisation.
- Sam handover Thanks Sam We’ve seen how and where communication makes a difference in the employee journey . But what is it that makes that communication effective? Mixed group of HR and IC professionals My aim today is to plant some seeds - whizz through a selection of techniques to get your brains thinking about just what can be done with communications, how you might use that to benefit your own organisations, and to lead into our group discussions at the end. If there’s something that comes up that you want to hear more about – throw your hand up and ask a question – or if its more complicated make a note and we can talk about it at the end of the session. We look at examples from retail and hospitality, and from corporates and other sectors.
- This is my own statistic, it’s not official, not endorsed by the Chartered Institute of Marketing or the Institute of Internal Comms or anyone else. Getting back to first principles, communication is easy, good communication is hard. Because communication has to do something. It cannot be noise. The developed world is a very noisy place. Everyone is clamouring for your attention. Internal communication has one big advantage – a captive audience which for better or for worse has a personal stake in your communication ! But that does not mean that internal communication can’t be noise. What it actually means is that when internal communication feels like noise, your audience really truly switches off. Not just by ignoring it, but by actively turning its back and switching off emotionally – think about it. The noise keeps on coming, you delete the email, you ignore the poster, more noise, bolder emails, bigger posters, you walk by faster. It feels like big brother. Poor internal communication can end up achieving the very opposite of what it’s trying to do. So, internally and for engagement, good communication has never been more important.
- What can Good communication do? It’s very first job is to GRAB your attention – HIJACK your interest – TURN your head and generate some sort of response inside you. Humour – very audience specific Need – this is what I want/ this fulfils a need in me Shock – a powerful tool but one to be careful with Concern/worry – the what if scenario (if I don’t do this, something bad may happen).... (health screens)
- After that first emotional response, we need to drive a change in thinking. There’s the awareness raiser – Oooh, I’d never heard of that, sounds great A change in perception - I had no idea that it only cost.... I thought it was only for adults
- Action is behaviour Should Could Must Will do something Pick up the phone / sign up / pop in / talk to colleagues
- There are lots of techniques that you can apply to achieve those three things. It’s often just one of them that forms the basis for a really brilliant and effective piece of communication Won’t have time to talk about all of them, but will touch on many. At the end we will bring up this list again and find out how many of you are familiar, comfortable or competent with some of these, and use the results to set our roundtable discussion.
- Blindingly obvious but sometimes worryingly overlooked, you have to know your audience. Get the numbers clear in your head. Know who’s who and what’s what. But remember, it’s not all about age....
- In fact, it’s often very little about age. Yes,23 year old men often respond to different drivers & messages from 60 year olds Bigger differences between Head office & stores regardless of age? Those with strong career ambitions may respond differently from the less ambitious People’s motivation to get involved with different things will vary according to personal attitude & cultural backgrounds Critical point is that your employee segments will need to change depending on the task you have to do And it’s about whatever common ground is relevant to each group at the time. Give you an example in a mo.
- The point of segmenting is that you are trying to get the right message to the right person to achieve the right change in behaviour It is not just the message that can or should change according to the segment: Saying it in different ways – the process and mechanism around your comm Making it look different to catch the attention of different groups – in particular imagery and photography Changing your call to action to suit different types Think carefully about channels – fish where the fish are don’t expect the fish to come to you
- Personalisation – a single message for a single person - is sometimes seen as the ultimate in effective communication. But in reality we need to scale that up, so we group people with similar features/attitudes or aspirations into segments and communicate with them that way. First very practical example is of message mapping Message mapping is where we define our different segments based on the job we need to do – the behaviour we need to result - and then define different messages for those segments to drive that behaviour. Hopefully my example will explain it.
- Auto enrolment may not be an inspiring subject to some of you here It may not be directly about engagement But it IS part of that wider sphere of comp and bens that makes up part of your employee deal. Overall job – inform and educate people on auto-enrolment so they are confident to make reasonable decisions about their own pensions. First task was to split the audience into relevant groups Segmented by various chunks – those with a pension, those without / different levels of managers / full timers or part timers / those with different threshold earnings On the basis of that, we created a message map
- You can see the segments across the top and the messages on the LHS. Note the common message here for general awareness communications We’ve not split out channels, this would be next stage once these are agreed We used a simpler version of this with Easyjet : splitting into managers, those in current pensions, those not in and seasonal employees. Messaged accordingly.
- Onto a completely different technique. This is a picture of a urinal at Schipol Amsterdam airport. The aim – communication that reduced the mess. Good luck with that, you might think. This is a lovely example of disruption using humour. Instead of reducing mess, they concentrated on improving the aim. By disrupting an expected process (going to the toilet) with an unexpected piece of communication – image of fly etched permanently onto the porcelain – you avoid the obvious, utterly ignorable typical hygiene statement “please keep this area clean and tidy for the next person” They reduced spillages by 80%, reducing the frequency and therefore the costs of cleaning. And didn’t have to print a single poster. Also connects to gamification – more on that later
- E.ON needed to refocus the customer service team on their strategic objectives of – putting the customer at the heart of what they do. (Any EON customers here?........) They chose a disruptive stunt to launch a comms programme to this effect. Over the weekend they put up a real life customers sitting room with a little old lady drinking a cup of tea, sat next to a fire. She being the customer. When the customer service team came in on Monday, this disruptive approach immediately grabbed their attention and increased their interest in the surrounding campaign. The link to engagement (compared to my fly in urinal example) is clear here: getting a strong alignment between the team’s understanding of what they as a team need to achieve and what the business is trying to achieve.
- Using an unexpected channel is a great way to disrupt. When did you last get something entertaining, relevant and/or useful for free in your online grocery shop? This is a specific example of using customer insight and segmentation for a highly targeted, disruptive piece of comms. Actually a recruitment campaign. Asda had a problem of low awareness of its graduate programme. They targeted undergraduate students, at known halls of residence, who use internet shopping,– and placed free tins of baked beans and other communications, all Asda branded, into their online shop as a surprise. These pointed them to open days, and integrated with an ASDAAMBITION social campaign etc. etc.
- The expression a picture paints a thousand words was coined in 1921 ....... So when you are looking for different ways of telling the same old story Or are setting out to tell a new story Think of ways you can use pictures, graphics, images, photos, infographics.. Anything except more sentences, paragraphs, bullet points and text.
- An in-house document this, the story we began with is in the background. That’s what we ended up with.
- I touched on gamification on the earlier – urinal – slide. What is gamification? Think about those traffic lights which flash the speed you are going as you approach – who doesn’t want to hit the number dead on? Loyalty cards – I didn’t need 96 of them, but it was quadruple points on toilet roll for one day only !! This is communication that achieves its objectives by inviting you to play the game. My example here is in using gamification to improve engagement through increased collaboration and best practice sharing in a dispersed team This company – Sun International – has a global sales and marketing workforce, run by Mktg Dir in the UK. He also wanted to publicly reward and recognise teams that were doing well, and to motivate and incentivise them all. So we created an online game, where each S&M location was a team, pitted against the others, in a RTW race. Each team had its own colours, and had related collaterals to ‘brand up’ their offices. To win points and progress in the online race –– teams had to share marketing plans and other management info, meet profit and revenue targets, post pictures and blogs, share top tips etc. etc. Different levels of points were allocated to different activities, there was a leaderboard showing progression of the yachts around the world, and prizes for different stages as well as the final winner. Now in its 4th iteration, they have so far had a car race, balloon race and a yacht race, refreshed and updated each year to keep the audience engaged.
- GET SKANDIA BOARD Maintaining engagement during change is always a challenge, and there may never be a better time, strategically, to pull out all your communications stops. Here we have a FS provider undergoing full external rebrand, public launch impending with a workforce at very different stages of understanding. The internal communications needed to do many different jobs to prevent engagement dipping further during yet another 6 months of significant change. Careful planning was vital to understand the employee mindset, and their journey, through a change project of this scale. Making sure that different groups of people were catered for, but brought together at key moments, was important. Measurement would play a big role in order to monitor employee sentiment and levels of engagement, so that interventions could be arranged if needed. SLIDE: What you can see here is a specific part of the project, an interactive portal enabling a global workforce to come together using gamification –watch the video, answer the questions, learn, understand, points mean prizes, etc. Incentivised – leaderboard for individuals, teams etc. Part of integrated campaign. Happy to talk this through with anyone at the end as it is a complex project.
- One of the commonest requests we get from new clients is for advice on how to improve their reward and recognition programmes. There are lots of pointers that may tell you that your reward and recognition needs improving. An EOS may point you directly to reward & recognition as needing attention or pulling down the engagement scores. Use of the existing scheme may have tailed off over the past year or two, people may simply have lost interest or become bored. Maybe the process is broken, with moans of “I can never find the nomination forms or I haven’t got time to nominate people ” pointing to a need for new channels or mechanism Annual awards or EOM ceremonies may generate increasing grumbles that only certain people from certain departments can ever win –” it’s never going to be me” And sometimes its a combination of all of these.
- The power of good communication improving engagement here lies in getting the strategy right for the business at the start. First you need to delve deeper into the problem, run focus groups, ask people, find out if there are clear obstacles within the programme and the process. You need to summarise the feedback, design a programme, process and mechanism to suit, and involve employees at various stages to make sure it is all fit for purpose and personality. This is a rough sketch outlining some work we are doing with a hotel group on their reward and recognition programme. On the left here we are reviewing the current state of play, with various complex factors contributing towards R&R in their group. We want to convert that into a simple and organised process that everyone can understand at a glance, so they know how to get involved and how to contribute. We will develop a creative wrapper / a creative umbrella to get the right look and fee, introduce consistency and reduce spend in the longer term, implement friction free digital processes which are a pleasure to use, and make sure the new R&R scheme is launched in an interesting and appealing manner to drive people to engage with it at the start.
- All that careful planning should result in a clear and simple mechanism that can make sure that people throughout the organisation are rewarded and recognised for certain behaviours and values, for target achievements , for discretionary effort or simply just going the extra mile. So it’s the planning and insight that gets the communication plan right. But then it’s just as important to get the personality right to suit your EVP and employer brand. board
- Service station provider Welcome Break has a values & behaviour based, peer to peer reward and recognition programme. Linked to 5 key behaviours, nominations from peers for the right behaviours, on the spot chocolate bar, random gold silver or bronze tickets inside (a la Charlie and the Chocolate Factory) - £50, £100 or £200 direct from Site Director. Nominations go up back of house recognition – visiting dignitaries from the senior exec team can see them. Used at peak season for 4-8 weeks at a time for an uplift in customer service to translate to bottom line return visits and revenues. New mechanism for each season to keep it fresh – Santa’s sack, Easter etc. Simple and fun, suiting WB frontline team personality A pleasure to use, easy and cheap to run (vital) Significant incentive for many of the part-time, seasonal, less-engaged, employees. Currently updating to give social feel / link new creative and mechanism into Jam their ESN / watch this space (or go and work for Welcome Break!) launching July 1st
- From a rather more corporate perspective, when O2 launched their new values programme they put ‘nominating’ booths (like the X-factor booths) in their main office locations. Employees would go in to the booth to tell a story about a colleague who they thought was living the new values. As a channel this had unprecedented levels of involvement, and generated unexpectedly large quantities of heartfelt content, so much so that it became the corner stone of O2’s values programme. What was so good about it? Disruptive – an unexpected channel and mechanism Relevant and topical - reflected appetite for current TV – bringing the outside in They made it easy and fun Supported people with tips on how to make the perfect video Provided dressing up clothes for extra humour Stage managed their chief exec doing one Viewed as costly initially so HR did get push back BUT reality was that the returns outweighed the cost – e.g. At the awards night ceremony they had growing men crying over some of the content (this is a quote from the HOIC&ENGMT– what price on that emotion? Created lots of UGC used for attraction comms, engagement and even external PR.
- Let’s look a little closer at mission, vision and values.
- One of our favourites. Not just their burgers, but the development and expression of their internal beliefs. Nearly 70% of the organisation were involved in the research that led to the creation of their new brand, this manifesto and values. This is a serious commitment to doing it right, but the results are, in our view, brilliant. We are now involved with them in creating their EVP and employer brand, and as part of that have carried out our own employee research – not seen a more cohesive group of people, brought together in a common culture that was thoughtfully and carefully defined from within.
- It’s easy to have values but very hard to make them mean something, to make them yours , to make them stand out. They only really mean something if they are lived and breathed openly from the leadership and right through the organisation. We can’t necessarily dictate those leadership values, we can only perhaps attempt to influence them. When it comes to embedding those values in an organisation, they need to be clearly understood, clearly articulated and clearly expressed. They need to make sense to people in their day to day roles These are Silverspoon’s and are very consistent with the employer brand.
- Here are a set of Fattitudes – which sort of sums up Fat Face’s values. In this context used as part of a wider recruitment toolkit, to make sure that candidates understand and feel comfortable with the culture of the business before applying. Their values tie in very closely with their external brand, understandably as the majority of their employees are derived from their customer base.
- Whittard of Chelsea were busy launching their new brand and values last week after the arrival of a new CEO a few months ago. Good communication sometimes only comes from trying out things that aren’t quite right. Recognising what isn’t you - as a business – can be just as important as finding out what is. Involving employees in the development of significant communications - in a managed and manageable way – can get you to the right place quicker.
- In terms of communications, we are seeing a digital, social and mobile revolution . We now have mobile savvy, social media savvy, technology savvy employees. They not only come to work with their own devices, but also the attitude and mindset towards social, not emails. These are not just Generation Y and Z, this is us. Put you hand up if you have a SmartPhone? Put your hand down if you feel comfortable leaving the house without it. Employees – US – are being trained by the wider consumer media to consume information in different formats, using many more visual cues and in much shorter bursts, but critically companies have largely missed this fundamental shift. Companies need to have the tools to interact with their employees in a way that reflects this. Welcome to content marketing.
- For the last 10 years its been the intranet – a central location, a document mgmt system, a portal, a way in to company info, collaboration and communication. But the intranet is often not the answer for retailers and other providers for whom PC access is limited and a full scale mobile enabled intranet may be beyond current means. From a single channel where everyone could go we are seeing fragmentation of channel and content to suit different groups of people. Allowing people to use the channel that works for them. Which is more and more often becoming the tablet and the SmartPhone. Over the last 3 or 4 years we have seen the arrival of Enterprise Social Networks –Jive / IBM / Chatter. If you’re thinking about these, there’s a rather neat site called Social Software Matrix where they compare products against business cases rather than by lists of features Social is seen the future of the intranet.... not its death – where the intranet will be used as central content repository but relevant content will be channeled out through specific Apps. Each organisation may develop many of these – one to manage your flex bens, one for R&R, one for project collaboration and they are being kept in Enterprise App Stores – this started in 2010 following the business world investment in Apps in general, so for many it was a logical next step. FOKO – App described as Instagram for Enterprise, it provides an easy way for employees to share pictures at work in privacy QUMU - Qumu provides a complete business video platform that helps you to create professional video, but also enables you to distribute, control, and measure it far more securely and effectively. IFTTT – if this then that hottest App out, allowing consumers to manage their social channels - you can create recipes on an if something happens in channel a, then do this in channel b, and that in channel c.
- We come full circle. Lots of techniques that can make your communication better, and in turn better communication can improve employee engagement. Of these techniques which do you feel comfortable with / competent using / use regularly 1 – Segmenting / personalisation 2 – Storytelling 3 – Disruption 4 – Gamification 5 – Message mapping 6 – Two way comms Which would you like to talk about?
- FEEDBACK FORMS That’s it from me, except to say that Tina will be coming round handing out feedback forms. We have a 100% record in feedback, and we use these to provide content that is relevant and interesting to you. We really appreciate the time you take to let us know what we did right, and what we did wrong. Please be nice, or failing that at least be honest. Sam – anything else? Dont have to be out of here till 11 so please say and network, talk to us, ask us questions, have a cup of tea or send some emails (or Tweets)...