Gallup’s latest study on employee engagement revealed the awful truth that only about 3 in 10 American workers are truly engaged in their work and workplace. Following the havoc of the pandemic, leaders are struggling to inspire team members to take initiative, commit to their company’s success, and be more productive.
The long-running survey on engagement has shown that employees are engaged when their deeper needs to feel valued, grow and develop, maximize their strengths and make a meaningful contribution are fulfilled.
The results of Gallop’s studies point to three specific things employees need to feel good about their jobs and be fully engaged. Here are some suggestions communications teams can use to make these three elements work for your company:
Employees want a leader and a company who care about them and their development– When you truly believe employees are the company’s most valuable asset, it shines through in the frequency and manner with which you communicate with them. Let them know specificallyhow the company is working hard to ensure their success. Share information about important changes and initiatives as freely as possible to show employee how their contributions matter to overall business success.
They’re looking for a role that matches their strengths– Every job presents interpersonal and character growth opportunities. Help employees see what mountains they can successfully climb right now and show how they can gain skills and experience on their career journey.
They want to know that their contributions matter– Chances are, your employees believe—or once believed—in your company’s mission and values—what you contribute to the world at large. Keep this purpose at the core of your communications. Be sure you regularly articulate the relationship of the work employees do every day to your mission.
What’s the connection between all of these elements? Proactive, inspiring, and consistent internal communications. It’s the most productive way to get everyone focused on priorities and engaged in their work.
While your office may reopen soon, the pandemic is not over for many employees. Return-to- office communications should help employees feel safe, seen and supported. Their needs have shifted during the long work from home period. That’s why effective communications can go a long way to build trust and let them know their health and well-being is important to you.
Whether you’re moving to a hybrid work arrangement or expect employees back at their workstations in-house, the way you communicate will impact employee engagement. We’re counseling our clients to focus on the Big Three for re-entry communications: safety, well-being, leadership.
Make your commitment to safety visible
Employees can’t perform if they don’t feel safe. Be clear about steps undertaken to maintain a safe in-office experience, including the deep cleaning of the facility, protective equipment availability, or health checks. Are masks required? What changes are coming to the break rooms? Set up an online Coronavirus Info Hub where employees can get information, news or policy changes. Being specific about this is more important than ever before.
Many companies are broadening their wellness programs to focus on mental health maintenance and self-care. Employee Assistance Programs (EAP), often an under-utilized resource, are being more urgently promoted within benefits communications. Consider providing access to guided meditation apps like Headspace or Calm. Mental health apps, like Sanvelo and Moodfit, provide support for stress, anxiety and other issues.
Train and support front-line leaders
Train your managers and front-line supervisors with a comprehensive workplace re-entry plan. Ensure they understand any key changes in policy as well as safety protocols. Equip them to support team members with empathy. Supply guidance on regular check ins as well as fun activities like safe team bonding experiences, virtual happy hours and curated playlists. And don’t forget to praise good work and say thank you to managers. This group has been through a lot too.
One of the key takeaways of the past 16-months is that work from home is no longer a perk, but rather the future for many businesses. The hybrid workplace, where employees are co-located and have the ability to work remotely, is a hot topic, particularly with employees. A recent survey from SHRM revealed that 52% of respondents would like to continue to work remotely forever while 35% would accept a pay cut to work from home.
The shift to hybrid working means that companies have the opportunity to reset the workplace culture in many ways. But the tenets of pre-pandemic employee engagement have not changed. Communication continues to be the key to ensuring alignment and building company culture. Here are four recommendations we’re making to clients.
Conduct a health check for online collaboration tools
When the pandemic hit, businesses moved quickly to stand up collaboration tools that would keep employees connected and working productively. As hybrid workplaces evolve towards permanency, now is the time to assess how these tools are working and if remote workers have the right support and infrastructure for the long haul. If you don’t know how well they are working, survey employees now.
Create consistent person-to-person connections
Whether through group or individual online sessions, every remote employee should have a regular touchpoint with his/her manager. This ensures understanding of expectations and opportunities for feedback. Engagement lags when employees think their manager does not know, or care, what they do. Consistent interaction helps to build pride and performance.
Reimagine employee onboarding
The first 90 days in a new role is a pivotal time that can set up an employee for success or failure. Learning a new role while working remotely can feel isolating. Put practices in place to ensure the new employee understands the role, who to go to for support, and where to learn about the mission and culture of your workplace. Show your team personality with online Welcome party or a Hi There kit with company swag. Most importantly, give the new hire something to do and help prepare them to contribute.
Make recognition visible
The days of bringing everyone together for cake to celebrate a win or a milestone may be gone, but don’t skimp on saying thank you. Research indicates that when employees feel recognized and valued, they tend to be more satisfied, are more productive, and are more likely to engage with the rest of the team. Reevaluate your company recognition program with a lens on remote workers so that everyone knows their contributions are celebrated.
As we enter the fourth month of the global pandemic, employees seek more communication and connection with their managers according to a new survey from Gallup.
The survey, conducted in June, shows that employee preparedness and alignment is down 20% from the previous month. Key findings include:
41% say that my employer has communicated a clear plan of action in response to the coronavirus.
41% say I feel well prepared to do my job.
41% say my immediate supervisor keeps me informed about what’s going on.
42% say my organization cares about my overall well-being.
During this time of uncertainty, let your employees know what they can count on at work by purposefully dialing up on communications with these three actions.
Prepare managers to coach
The best managers know their role is to support others through change. People are different, and will have different reactions in the workplace to this challenging issue. That’s why maintaining dialogue is so important. Train managers to connect and check in with employees and provide resources and tools to use when coaching team members.
Share and update your workplace safety preparedness plan
If team members are working on-site, they want to know that their safety is important to the company leadership. Communicate your COVID-19 preparedness plan, ensuring it is specific to your workplace, includes control measures to reduce exposure, and maintains a safe and healthy work environment. Provide an update in every communication from leadership. For those working remotely with an upcoming return date, spell out the plan so that they know what to expect. This issue will be top of mind for your team members throughout this year, so one and done communications won’t be enough.
Activate two-way communication channels
What process do you have in place to gather feedback from team members right now? Some companies have rescheduled or shelved employee surveys during this period. Employees still need to feel valued, heard, and engaged. Consider online town halls, message boards and group chats, or polls and QR code surveys for immediate feedback. Then, and this is important, act on the feedback. Share what you heard and let it guide your communications.
Looking for communications support for your business? Insight can help. Get in touch with us.
As a communicator there are several key dates each year that
you must be prepared for. One of the most important is Open Enrollment.
In recent years healthcare costs have risen and plan designs have become
more complex. Open Enrollment communications have become more challenging
and more sought after by employees. To effectively communicate your
company benefits you must create a clear and consistent communications plan.
With that in mind here are a few best practices to consider
when planning out your Open Enrollment Communications:
Know your audience
The best way to find out where your communication gaps are
is to go to the source. Design a simple survey (through Google or survey
providers like Survey Monkey). Determine the level of awareness, what
employees need more information about, and what you are doing well. This
information will give you a good foundation when you begin building your
Get a head start
Going from no information for 11 months, then lots of
information all at once when decisions must be made immediately can be
overwhelming. Rather than overloading your employees with a massive
information drop, spread your Open Enrollment communications out over the
year. Create a 12-month communications plan that delivers small bits of
information every month. A consistent flow of communications about your
benefits will increase understanding and engagement.
Clarity is key
Keep your messaging simple. Your job is to break
through all of the confusing technical details and answer employees’ most basic
questions. What? When? Where? How? Provide clear information, dates,
checklists, and decision support tools that are easy to follow. Once your
employees have an understanding of the process, they will find it much easier
to come to a final decision.
Give them the cold hard facts
Your employees are intelligent. Be open and honest
with them. Communicate any challenging news such as increased health plan
premiums or rising deductibles. Messaging that is meant to conceal this
information will be seen as a negative and will impact employee morale.
On the same note, highlight the value of your benefits plan. Promote
wellness and have your employees share their stories of personal wellness with
Being prepared for Open Enrollment will make the entire
process easier. Get out in front of the issue and have a plan that
simplifies the information with a clear and consistent message.
In the wake of widespread media reports of sexual harassment, what is your business doing ensure a safe and accountable workplace? Consider this: the #MeToo hashtag was shared more than 1 million times in just 48 hours after being posted to social media. The public debate continues as others are empowered to share their stories.
This is not a new issue. According to the Society for Human Resource Management, 94% of U.S. companies have harassment and/or bullying policies that outline conduct that is prohibited. But if you think having a policy is enough, think again. A 2016 EEOC study of workplace harassment revealed that policies alone do not encourage appropriate behavior. The study reported that approximately 90% of survey participants who experienced sexual harassment never file a complaint.
This is a unique, timely moment to be very clear about workplace harassment. It benefits everyone to make this a priority in your business. When employees experience a safe and welcoming workplace, they perform at their best and drive business performance. As you review this issue internally, consider these communication best practices.
Review and update the existing Harassment Policy
Start by examining the current policy. When was the last time it was reviewed and updated? If it’s been more than five years, it’s too old. The policy should, at a minimum, list examples of prohibited conduct, detail the process for reporting objectionable conduct, and be signed by the current CEO. Then ensure that the policy, and the reporting process, is accessible. Bottom line: let employees know where to go for help.
Time for leaders to speak out
Every leader must be accountable. Let employees hear directly from the C-Suite that harassment will not be tolerated. Human Resources can support this endeavor, but can’t shoulder it alone. Executives must step up and commit that when allegations are brought, they will be investigated immediately and that appropriate actions will follow. Convey that retaliation is prohibited since many cases are unreported due to fears of job loss or reprisals.
Train. Train. Train.
Most companies provide online harassment training, but do you mandate that training is completed? Is harassment addressed in new employee orientation? Training will ensure a better understanding of the behaviors that comprise harassment. Additionally, the HR team must be prepared and ready to conduct prompt, objective and thorough investigations.
Amplify the message through internal communications
If an employee experiences sexual harassment–or witnesses it–do they know what steps to take? Make it easy for individuals to report. Use multiple channels to share the harassment policy and reporting procedure. Talk about it in town halls, blogs, create a video from the CEO and put a link to the policy on the home page of your company intranet. Make it loud so that everyone understands that harassment is unacceptable in your company culture.
As an internal communicator there are several key dates throughout the year that you must be prepared for. One of the most important is Open Enrolment. In recent years healthcare costs have risen and plan designs have become more complex. Open Enrollment communications have become more challenging and more sought after by employees. To effectively communicate your company benefits you must create a clear and consistent communications plan.
With that in mind here are a few best practices to consider when planning out your Open Enrollment Communications:
Start with a survey
The time to start gathering information for Open Enrollment is now. The best way to find out where your communication gaps are is to go to the source. Design a simple survey (through Google or survey providers like Survey Monkey). Determine the level of awareness, what employees need more information about, and what you are doing well. This information will give you a good foundation when you begin building your communications plan.
Reach out early and often
Going from no information for 11 months, then lots of information all at once when decisions must be made immediately can be overwhelming. Rather than overloading your employees with a massive information drop, spread your Open Enrollment communications out over the year. Create a 12-month communications plan that delivers small bits of information every month. A consistent flow of communications about your benefits will increase understanding and engagement.
Keep it simple
Keep your messaging simple. Your job is to break through all of the confusing technical details and answer employees’ most basic questions. What? When? Where? How? Provide clear information, dates, checklists, and decision support tools that are easy to follow. Once your employees have an understanding of the process, they will find it much easier to come to a final decision.
Don’t sugarcoat the news
Your employees are intelligent. Be open and honest with them. Communicate any challenging news such as increased health plan premiums or rising deductibles. Messaging that is meant to conceal this information will be seen as a negative and will impact employee morale. On the same note, highlight the value of your benefits plan. Promote wellness and have your employees share their stories of personal wellness with their colleagues.
Being prepared for Open Enrollment will make the entire process easier. Get out in front of the issue and have a plan that simplifies the information with a clear and consistent message.
Our office is located in downtown Roswell and typically by 2 p.m. on a Friday afternoon the streets are already beginning to fill with people getting an early start to their weekend. If you’re like me, once Friday afternoon arrives and the out-of-office auto-reply emails from clients start hitting your inbox, your mind begins to wander.
No matter what business you’re in, it’s likely that your employees begin thinking about weekend plans early on a beautiful summer Friday afternoon. Many companies now offer the inexpensive but morale boosting benefit of flexible summer work scheduling often known as “Summer Hours.”
A recent survey by CEB revealed that 42 percent of companies now officially sanction starting the weekend early, up 21 percent in 2015.
Offering a Summer Hours policy is an economical perk that builds engagement and can improve company culture. Typically summer hours schedules run from Memorial Day to Labor Day. This is also the most common time of the year for employees to take a vacation. So how can your company introduce a summer hour work schedule? It’s important to recognize that one plan will not work for every company. Tailor your specific program to what will work best for your company and employees.
Here are a few idea and suggestions for implementing a summer hours program at your company:
Longer weekdays for time off on Friday. Employees work extra hours Monday through Thursday in exchange for a half day or the whole day off on Friday. Employees still work 40 hours total. This method allows each employee to decide the schedule that fits their needs. Employees can choose to opt in or out of the program depending on what works best for them.
Every other Friday off. Stagger days so that half of the office is off on one Friday and the other half is off the next Friday. This is a useful program for companies that see a dip in their workload during the summer, especially on Fridays.
Holiday half days. Many companies embrace a summer holiday half day policy. This gives their employees a half day off the day before Memorial Day weekend, July 4th, and Labor Day weekend. In many cases, there’s not much work going on during this period anyway and employees have more time to spend with friends and family.
Friday half days. Is there anything better than receiving an email informing you that you can take a half on Friday? Not every company will have the flexibility to introduce a full summer hours schedule. If you can’t implement one of these programs but would still like to reward your employee choose a Friday where business is slow and give your employees the afternoon off.
When looking for a job what considerations do you take into account? Compensation is a key factor. For some, a position with the right work/life balance is most important. One thing that you need to take into account when choosing a company is their work place culture. In my personal experience I’ve had jobs that I’ve enjoyed and others where I’ve dreaded coming to work each day. When I look back at why I enjoyed some jobs and disliked others it usually came down to their work place culture.
Recently the Atlanta Journal Constitution released their list of “Best Places to Work in Atlanta 2015.” Over 1,400 companies were nominated by their employees. The results were determined based on employee surveys. A number of common themes emerge among the companies that scored near the top. These companies invested in their employees not only in the form of compensation and benefits but also in their well-being. Employees at these companies felt respected, empowered, motivated, and appreciated by their employers.
“This makes perfect sense from a most basic human standpoint. People want to feel like they are a valuable part of something good,” said Jim Minnick, CEO and co-founder of the financial services firm eVestment. “It would be more surprising if the opposite were true.”
Tom Beaty, CEO and founder of the management consultant Insight Sourcing Group stated, “Everyone wants to be appreciated and feel like they matter. The loyalty of my team members is humbling and creates an obligation for me to ensure that they have a great experience, are able to continue to grow and learn.”
Some companies are so focused on performance and the bottom line that they forget to invest in their people. Employees at top scoring companies said they believe in their company because their leaders believe in them.
When you invest in your employees, they will see the benefits to their well-being, and your company will in turn see the benefits to its culture and performance.
Need to work on employee engagement in your business? Contact us and let’s get started.
Corporate wellness programs can be great for employees and businesses. They can help prevent chronic disease, combat rising healthcare costs, lower absentee rates and generally increase productivity by making employees happier and healthier.
If you’re looking for a way to keep healthy lifestyles visible all year, hitch your wagon to the star of national health observances. Here’s a little information that might help you get started.
First, health observances are nationally recognized days, weeks, or months focused on prevention that raise awareness of health issues. Health observances offer the perfect opportunity to stage company events to educate employees about how to reduce their risk and improve their health and in the process, while showing them you care and getting them engaged with the company and their co-workers. These events will have the most impact if you follow them up with structured, long-term activities.
A great example would be to hold an employee heart-health fair on National Wear Red Day in February and involve employees in company programs like walking and healthy cooking clubs. The National Heart Association has already created name recognition for the observance, so it should be easy to get people involved, especially if you offer a few perks, like free gym visits or time off to participate in employee fitness events. Other national organizations like the American Cancer Society and the American Diabetes Association offer ideas, support and information for companies looking to integrate health observances into their wellness programs.
To find observances that might work for your company, check out the “official” health observances calendar at healthfinder.gov, a publication of the U.S. Department of Health and Human Services. The new calendar is usually published after the first full week in November for the following year.
Here’s a smattering of some of the most popular, most publicized health observances:
National Nutrition Month in March
National Women’s Health Week in May
Men’s Health Week in June
Breast Cancer Awareness Month in October
Great American Smoke-Out in November
When your employees know that you care about them, they are make a commitment to your business. Need help with communications plans and toolkits to get your employees mobilized to participate? Let us know. We can help!