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April 21,   2016 DRAFT  – April 21,   2016 DRAFT  –

April 21, 2016 DRAFT – - PowerPoint Presentation

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April 21, 2016 DRAFT – - PPT Presentation

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

legally reviewed draft distribution reviewed legally distribution draft employees employee experience leaders face recognition business communications respondents data interviews engagement companies findings

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Slide1

April 21, 2016

DRAFT

NOT AUTHORIZED FOR

DISTRUBTIONSlide2

This morning’s conversation

2

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

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

REVIEWED.

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

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.

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

REVIEWED.Slide8

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

10

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.Slide12

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

REVIEWED.Slide13

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

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.

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

10

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.Slide15

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.

10

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.Slide16

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.

10

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.Slide17

Recognition

Posters

were

created in black and

white

so they could be easily printed and

posted in backrooms by store

managers.

10

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.

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

DRAFT. NOT FOR DISTRIBUTION. NOT LEGALLY

REVIEWED.

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