NOT AUTHORIZED FOR DISTRUBTION This mornings conversation 2 DRAFT NOT FOR DISTRIBUTION NOT LEGALLY REVIEWED A discussion in two parts Whats on the minds of ID: 751761
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Slide1
April 21, 2016
DRAFT
–
NOT AUTHORIZED FOR
DISTRUBTIONSlide2
This morning’s conversation
2
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REVIEWED.
A
discussion
in two
parts:
What’s
on
the
minds
of
leaders in employee
engagement
A
case
study that
brings some of
the
findings
to
lifeSlide3
Purpose of our studyDRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
REVIEWED.
Learn about how executives are engaging employees and designing and developing their
functions
Share back
the
learnings, insights and challenges
leaders
face
Find
the
big question upon which
to
base a
quantitative
survey
Continue conversations and share
best
practices on
specific
focus
areasSlide4
Study MethodologyDRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
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Burson-Marsteller conducted 15 in-depth interviews (IDIs) with
employee
engagement leaders who work in a wide range of
industries
How people define, structure and measure internal communications, employee engagement and the gray area in the middle varies
greatly
Interviews lasted approximately one-hour and were conducted by phone
at
respondents’
convenience
At times, more than one leader from each company
were
interviewed or participated in
discussions
Industries included: consulting, insurance, pharma, manufacturing, courier/delivery services and luxury
fashion
Interviews
were
conducted January
–
March
2016
Findings presented in
this
deck represent aggregate findings across
all
interviews unless otherwise
noted
Some findings reinforce existing trends, some are the next
iteration
and
others uncover new ways of
thinkingSlide5
Overall Observation
5
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Rethinking
the
Employee
Experience
How each interaction
at
different
stages
in
the
employee lifecycle
-- from recruitment to retirement --
validates
the
Brand
Promise,
reinforces
understanding
of
and
commitment to the
business
strategy,
and adds
to
an
employee’s
professional and
personal growth and
well-beingSlide6
Top Ten Key Findings
DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY REVIEWED.
B2C,
B2B…Welcome
B2H.
Business to Human should
work
to provide
employees
with
a positive and
purpose-driven
experience from recruitment
until
retirement
New partnerships and integrations are forming outside of the
traditional
communications
function
Face-to-Face is still a welcome
sight
Our company
101
Fewer words. More
360°
touchpoints.
Training
and development
–
more important than
ever
Frontline leaders:
Front
and
center
More measurement and closer to the
ground
Focused and frequent
recognition
What would be most
helpful…Slide7
1. Business to Human (B2H) should work to provide employees with a positive and purpose-driven experience from
recruitment until retirement
The Employee Experience has been defined as something
that
is, “comprised
of three environments: the physical, the cultural and the
technological.”
There was a great deal of conversation about the
Employee
Experience
–
starting with recruitment and working to ensure that employees feel, understand and commit to the purpose and direction of the business.
2. New partnerships and integrations are forming outside of the traditional communications
function
Respondents are partnering and, at times, integrating with new groups
–
including brand and recruiting teams
–
to
fulfill the employee experience.It is reminiscent of the transformation of CSR from a stand-alone department to a larger concept of Shared Value, in which everyone across an organization has a responsibility.
10
DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
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3. Face-to-Face is still a welcome sight
4. Our company
101
To
help design and deliver a more
focused and personal
experience,
employee communications teams and leaders are doing more
face-
to-face meetings and
ride-alongs.
Data and analytics can also provide insights, but some
respondents said
they
didn’t
have
the technology and/or the data
doesn’t go deep enough to truly
understand the Employee Experience.
There is a shared commitment to have employees learn about the state of the business. Companies are creating a lot of content and programs that help employees talk about a company with a narrative that
is accurate and helpful.It is the random, unexpected questions and/or false statements made to employees that seem to be a pain point. It is a combination of frontline employees being able to address customers’ questions, as well as questions asked at family picnics and block parties.
10
DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY REVIEWED.Slide9
5. Fewer Words. More 360°
Touchpoints.
Employees are faced with a
lot
of content. They need communicators to be
clear,
relevant and
succinct.
There are numerous channels
–
the question is, what is the intent of the channels and the experience companies are driving
toward?
Relatively new platforms that resemble social media sites such as Facebook are
bringing
information to all employees in fun and interactive
ways.
While pleased by retention rates, the majority of respondents said
that training and development was something they would value for their teams and employees, but is not a priority.The types of training differed– data and analytics, trusted advisor and
communications trainings all were cited.
6.
Training
and development
–
more important than
ever
10
DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
REVIEWED.Slide10
7. Frontline leaders: Front
and
center
The manager or people leader remains a critical
asset
to
respondents.
They were hired for technical skills, so it remains a
struggle
for companies to convert them into skilled communicators who value their
role.
Companies need to change how they incentivize and
hold
these leaders accountable
so
they work to drive behaviors.
8. More measurement and closer to the groundThere is a deep hunger for smarter, faster
performance measurement.They are looking for shorter, more actionable engagement surveys to inform content development and channel strategy.They want smarter, dynamic dashboards that allow for tracking across employee segments beyond just geography (e.g. tenure, generation, stage in employee life cycle, etc.) and link back to the business metrics.10DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY REVIEWED.Slide11
9. Focused and frequent recognition
Many respondents do not take a formalized approach to rewards
and
recognition.
Respondents recognize the value that a transparent, systemized
and
multi-faceted program can provide, but resources are limited or groups
are
too siloed to make it
happen.
Few companies make it a key priority and focus across their
organization.
10. What would be most
helpful….
Top
Currently
Helpful
Services/ToolsTop Potentially Helpful Services/ToolsCreative
engagement
Awards
and
recognition
Awards
and
recognition
Data and
analytics
Channel
audit
Channel
audit
Data and
analytics
Two-way
communications
Models for
structuresDecentralizing structures
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DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
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CASE STUDY
Situation
Analysis
More than ever before in business, competition is getting stronger and the pace of change is increasing. Customers have higher expectations and more choices.
At
the same time, the needs of
employees are changing. The global recession is
over,
the war
for
talent is on and the digital revolution has changed
everything.
10
DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
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Objectives and Strategies
The objectives were to:
Communicate the
company’s
commitment to its employees and
increase
employee
satisfaction.
Generate awareness and enthusiasm for the program and the
initiatives
that fell underneath
it.
Place employees at the
center
En
g
a
g
e
leaders
Celebrate and
inspire
success
10
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R e s e a r
c
h a
n
d m e a s u r e m e
n
t r
a
n t h r o u g h o u
tSlide14
A Milestone Moment
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DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
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An Identifiable Brand
There was an associate-facing brand
that
represented
the
organization’s
commitment to
support, incent and
develop
them.
It
also doubled as an email
address.
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DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
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Visually Compelling Storytelling
There is a trend across all industries to use fewer words and
more
captivating content, and place it on a wide range of
channels.
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DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY
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Recognition
Posters
were
created in black and
white
so they could be easily printed and
posted in backrooms by store
managers.
10
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There were various forms
of
recognition that included
peer-to-peer
and
top-down.
Leaders sent thank
you
posters to associates in stores who helped on
aspects of the program and/or initiatives.Slide18
Frequent Measurement10
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Quantitative
and qualitative feedback was a key
focus.
Quantitative
research included a quarterly online survey that
all
associates were
invited to
complete.
Qualitative research included focus groups on the program and
one-
on-one interviews about a specific
initiative.Slide19
April 21,
2016
DRAFT
–
NOT AUTHORIZED FOR
DISTRUBTION