Understand employee preferences to enhance HR communication

Transcription

1 Understand employee preferences to enhance HR communication Facilitated by David Pitre March 27, 2014 Davis & Company

2 A few rules Need to leave? Hang up and call back (don t put us on hold ) Questions? Use chat or Over the phone 2

3 Tools we ll use today 3

4 Agenda About this workshop Let s set the stage 5 stories 5 key themes What to do if you re considering research 4

5 About this workshop 5

6 About this workshop Objectives Build your knowledge of leading practices that help you understand employees preferences, so you: Make informed decisions about your communication Influence decision makers Increase satisfaction and encourage participation 6

7 About this workshop Who s here D+M Group Eisai Inc. Frost Bank Golden Living Johnson & Johnson Lincoln Financial Group Prudential Financial SHAZAM/ITS, Inc. The Hartford UnitedHealth Group 7

8 Why you re here Do you research before communicating? No research Some research Extensive research 8

9 Why you re here What do you hope to learn today? 9

10 Let s set the stage 10

11 Let s set the stage Everyone has an opinion about communication Last time we sent an . The type should be blue. I don t want to post this on the intranet, no one reads it. Everyone understands the strategy. We need more information in this . Davis & Company Understand employee preferences to enhance HR communication 11

12 Let s set the stage It s about balance 12

13 5 stories: Using research to refine communication 13

14 5 stories Executive compensation Story 1 14

15 5 stories Executive compensation What we wanted to learn before redesigning the executive compensation program Confirm knowledge of the program overall Gather hot points with current program Assess value and impact of specific components Test/validate new design concepts 15

16 5 stories Executive compensation Methodology 10 in-person focus groups (US and Canada) 2 web-based focus groups (LA/Mexico and Europe) 5 one-on-one interviews with senior leaders Selected executives segmented by: Bands Generations (Boomers and Gen X) 16

17 5 stories Executive compensation Outcomes What we learned The program was considered complex and difficult to understand Executives described the black box when bonuses are calculated Executives considered Annual Bonus the key driver of behavior How it changed communication Created an overall program guide that went back to basics: the three components of executive compensation Conducted in-person workshops Included calculations and examples Called out when qualitative assessments apply, but described what was included Created a microsite that provided modeling tools 18

18 5 stories Annual enrollment Story 2 19

19 5 stories Annual enrollment What we wanted to learn before launching annual communication activities Evaluate the effectiveness of current program, including satisfaction Assess knowledge of key topics Understand the why behind behaviors: How do they participate? Use tools? Understand early adopter behaviors for the high deductible plan 20

20 5 stories Annual enrollment Methodology Pre communication Census survey 3 focus groups: 2 in-person and 1 web-based Post communication Census survey 21

21 5 stories Annual enrollment Outcomes What we learned Employees were interested in a higher degree of relevancy Enrollment decisions are often made by spouse/partner Low knowledge of high deductible plan and HSA Employees were interested in more proactive communication How it changed communication Created an online learning module that featured four scenarios Provided a kit of print materials sent to the home Called out how family members can attend web workshops Created online learning module: HSA vs. FSA Created Outlook meetings for enrollment and workshops Used targeted communication for HSA/FSA 23

22 5 stories Onboarding program Story 3 24

23 5 stories Onboarding program What we wanted to learn before launching a global approach to onboarding: Understand what key stakeholders need from onboarding And how communication could help 25

24 5 stories Onboarding program Methodology 4 web-based focus groups (segmented by recent new hires and hiring managers) 5 one-on-one interviews with executives 5 one-on-one interviews with steering committee members 26

25 5 stories Onboarding program Outcomes What we learned Onboarding processes were inconsistent but leaders and managers preferred consistency One of the most valuable elements was mentoring Employees wanted their managers to play the key onboarding role, not HR How would this influence your comm. plan? 27

26 5 stories Global mobility Story 4 28

27 5 stories Global mobility What we wanted to learn before launching a global policy: Gather reactions to current program Test/validate new design ideas and features 29

28 5 stories Global mobility Methodology 2 web-based focus groups 1 in-person focus groups 30

29 5 stories Global mobility Outcomes What we learned Employees were interested in more formal and transparent processes Employees were concerned about the big picture: perceived value, how to share learnings How would this influence your comm. plan? 31

30 5 stories Recognition program Story 5 32

31 5 stories Recognition program What we wanted to learn before launching an updated recognition program: Gather feedback about current channels Assess current knowledge of four programs Determine if employees valued the program and which attributes were considered the most important 33

32 5 stories Recognition program Methodology 12 in-person focus groups 6 with employees 6 with managers 2 round-table discussions with executive team 2 round-table discussions with project committee 34

33 5 stories Recognition program Outcomes What we learned Employees loved the original recognition program But they didn t understand what they were being recognized for They understood the values How it changed communication Reworked the values into the original recognition program Ramped up communication for the recognition program (less emphasis on values) Focused on the attributes in easy-toconsume channels: Posters, pins Embedded the attributes at every touchpoint; for example, meeting with a leader or a manager 36

34 5 key themes 37

35 5 key themes What employees say How it impacts communication I don t have time Simplify communication and provide easy-to-access, just-in-time resources I don t know what to do Outline key steps, illustrate processes What does this mean to me? I want to hear from someone I trust Use examples, target segments Include leaders, managers and HR in your strategy I have questions Provide opportunities for interaction and questions 42

36 What to do if you re considering research 43

37 What to do if you re considering research Be clear about what you want to learn and how you ll use the findings Use an approach that will help you influence decision makers Use surveys to identify problems and qualitative research to understand why 46

38 Feedback 47

39 Learn more Our next web workshop Transform town hall meetings from boring to brilliant Facilitated by Alison Davis April 24,

40 Davis & Company Contact: David Pitre (201) IntComm 49