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Employee Communications And Engagement
- 1. Employee Communication and Engagement May 20, 2009
- 2. Note: This presentation was designed to be used as a visual aid in front of an audience. If you are viewing this presentation through LinkedIn, you won’t be able to view the important notes that accompany the slides. Go to www.slideshare.net/cclamz to view this presentation with notes.
- 3. How HR goals and objectives are related to communication and engagement The financial case for strategic communication The link between communication and engagement How to communicate effectively
- 4. What do you like about employee communication at our company? What would you change?
- 5. Attract Retain Engage
- 6. People: Communication as a retention strategy
- 7. Systems: Consistency in communication practices
- 8. Culture: Engage with two-way communications
- 9. Are people leaving due to a lack of communication?
- 10. Is there consistency in the barrage of messages? email announcements staff meetings one on ones intranet postings departmental newsletters executive memos
- 11. Are our employees engaged? How do we know?
- 12. Strategic communication brings bottom line results
- 13. Communication = 57% higher return to shareholders Source: Watson Wyatt 2006 Communications ROI Study
- 14. 52% gap in operating income between high engagement and low engagement companies Source: ISR Global Engagement study of more than 664,000 employees over 12 mo. period
- 15. Engagement: Commitment that leads to greater effort and intent to stay
- 16. Communication drives engagement
- 17. Most important commitment driver: Having a clear understanding of strategy and direction of the organization and how it’s linked to day-to-day work
- 18. Most important aspect of an organization that wants to increase engagement: Ability to communicate
- 19. Engagement Commitment Acceptance Understanding Awareness Business Goals And Strategies
- 20. Employee communications must be strategic
- 21. Communications must be managed
- 23. Tactics
- 24. “If communication is not your top priority, all of your other priorities are at risk.” - Bob Aronson communications consultant
- 25. Can we afford to communicate effectively? Can we afford not to?
Notes de l'éditeur
- Thanks for coming. I really appreciate having the opportunity to present on something I’m very passionate about.
- Thanks for coming. I really appreciate having the opportunity to present on something I’m very passionate about.
- These are the four main topics I’d like to discuss this afternoon
- Before we get started, I’d like to get your feedback on these two questions.
- 3 verbs in HR’s mission statement Engagement affects retention and attraction. We have 14,000 recruiters working for us.
- HR’s strategies, next three slides
- People: Communication as a retention strategy. Think of a recently hired employee – young and used to getting information easily, has a busy manager, doesn’t have a phone directory, gets a big paycut
- Systems: Consistency in communication practices. And how do we know which medium is best? Are the important messages getting through?
- Culture: Engage with 2-way communication. We have to ask them! – Surveys, focus groups, talking to them
- Watson Wyatt Communication ROI Study of 264 American companies found: Communication effectiveness is a leading indicator of financial performance More than 1/3 of the economic value of strategies goes unrealized 3 of the top 5 reasons deal with communication: Strategy communicated poorly Actions required to execute are not clearly defined Organizational silos and culture block execution
- Watson Wyatt Communication ROI Study of 264 American companies, difference between most effective and least effective groups
- Every consultant will give you a different definition, but it boils down to this. It keeps people in their seats and makes them work harder!
- Communication drives engagement and the evidence is overwhelming – Watson Wyatt, Towers Perrin, IABC, SHRM, Gallup (Communications Executive Council engagement study) Most committed employees give as much as 57% greater discretionary effort compared to least committed group, most studies show that less than 30% of employees are engaged Companies with above-average levels of employee commitment are nearly twice as likely to outperform their industry average revenue growth than are their peers with below-average levels of employee commitment. Top 4 levers on discretionary effort have to do with communication (Appendix C) Communication is the top lever for boosting intent to stay (retention), compensation and job quality far less powerful (Appendix D, F) Internal communications capability ranks among the top 4 of more than 30 engagement drivers (Appendix E) All of this holds true for blue collar and white collar workers Watson Wyatt - Firms that communicate effectively are 4.5 times more likely to report high levels of employee engagement versus firms that communicate less effectively.
- Highest performing organizations reach the commitment stage. The key is the 3 C’s Graph courtesy of Tom Lee of Arceil Leadership – www.mindinggaps.com
- Not just an issuer of messages, but engages employees in support of business strategies Explains strategies, why they are important, and why employees should take a personal role in achieving them Complex business made up of heterogeneous business units with different cultures spread out all over the world have complex strategies Role of internal comms is to make the complex simple Shows all employees how they can contribute Internal comms is no longer a soft function, it drives business performance and is a key contributor to organizational success (business partner) Develops strategic communication plans Results of communication are measured to show results
- Create an internal communications team It is almost unheard of that a company of our size doesn’t have an internal comms function It is a process or system to be managed, just like any other functional area Takes the burden off of HR admins, and managers (HR or not) Structure (Appendix G) Falls under HR, but works closely with Marketing Communications Ideally made up of a manager, an editor, a writer, and two intern writers at the corporate office Employee communication specialists at each of the business units would report to the manager Also involve other employees informally – advisory board for story ideas, feedback, etc.
- Goals Brand the employee experience Define and drive organizational culture “ Humanize” – use humor, emotion Increase engagement Achieve measurable results Communicate organizational change Help managers communicate effectively with their employees
- Tactics In all communications, tell employees “what’s in it for me” (WIIFM) and “why should I care” (WSIC) In many companies, it would be a sin to pass a news release as employee communication Survey employees often for feedback and trends Measure changes in behavior or attitudes due to communication Develop a yearly communication plan (See Appendix H) Employ all mediums as needed (print, intranet, video, etc.) Use social media to facilitate top-down and bottom-up communication (blogs, comments on articles, etc.)
- Questions? If you are in agreement, how should we proceed? Anything you would like to see an employee communications function do that I didn’t mention?