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Shifting the performance needle - Reward communication that engages, inspires and mobilises your people

Caburn Hope - Employee Communications
Caburn Hope - Employee Communications

Chris Hopkins, Managing Director and Lead Consultant of Caburn Hope - Employee Communications discusses: Reward communication that engages, inspires and mobilises your people. Christopher Hopkins, Director and Lead Communication Consultant, Caburn Hope How companies are doing this New technologies/ New challenges Case study examples including Unilever and ARUP

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1 Reward communication Shifting the performance needle
2 1. X Content
3 1. X Content
4
5 Bees = honey Ants = organised behaviour and productivity 贈750m advertising = 贈95b sales Communication = outcome
6 Nobody ever buys communication they buy the results it achieves
7 Our clients INTEGRATED FLEXIBILITY NICE PEOPLE FOUNDED IN 1993 HIGH PERFORMING ROI FOCUSED TRUSTED
8 What will people have to change to move that performance needle?
9 Behaviours
10 CLIENTS
11 ..researchers have made huge strides in understanding human behaviour and motivation over the past decade. But few businesses are actually applying these discoveries to finding, and keeping, star employees. As a result, companies miss opportunities for growth and revenue because they don't understand the impact of human nature in the workplace. Engagement Gallup 2015
12 59% more growth in revenue per employee is doable. Some companies are seeing 147% higher EPS than their rivals. There also is a theory that gathering and processing more information will lead to better decision making. Engagement Gallup 2015
13#
14#
15 Screen with one button Features: 185.7mm x 241.2mm Weight - 652g 264 pixels per inch Dual-core A6X chip Headphone jack Backside illumination Price: 贈399 each Apple
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17
18 Relevance Competitive Aspirational Brand Impact How can Reward communication change behaviours?
19 Future of Reward communication
20
21 Employer Value Proposition What does your company stand for? Does your Reward strategy match your values? Future of Reward communication
22 1.Transparency 2.Community 3.Ethics 4.Social media 5.Insight, data and understanding Future
23 Future Glassdoor image
24
25 Current need for Reward communication
26 Businesses are struggling to find the right candidate for the job. This competition to secure talent has created a job hunters market, with pay growth reaching a three month high. Jan 2015 Phil Cotton, Chairman, KPMG
27 52% 58% 49% 40%38% LinkedIn data: start preparing (your EVP) for increased growth are spending more on brand to raise awareness because increased belief in impact difficulty recruiting quality candidates increased competition say its a top priority
28 Brilliant and necessary tools as they are, they are not communication tools They improve process, streamline efficiencies, but will anyone get excited about joining a company because it has a great management tool? Enterprise/HRIS platforms
29 Reward communication today Delivers EVP Builds equity in the Reward proposition Embeds Reward philosophy across a diverse workforce Changes behaviours through emotional commitment and buy-in Provides added value and a competitive advantage
30 Reward communication today Develops self reliance through educated and informed workforce Creates energy Encourages community and social interaction Reduces risk Enables workforce to be more productive
31 Solutions
32 How are organisations viewing Reward as a performance tool
33#
34#
35#
36#
37#
38#
39#
40 Arup
41#
42#
43#
44#
45 In general: 86%of employees who receive clear communications are more motivated to deliver added value Whereas only 36% are motivated to deliver added value where communication is confusing Evidence Gallup 2014
46 M&S with over 21 million people visiting their stores each week, they employ over 78,000 people globally Stores with improving engagement delivered an average of 贈62 million more in sales to the business every year, compared to stores with declining engagement. The more engaged stores also showed better staff attendance, with absenteeism 8% lower in the most engaged third of stores. Source: Kennexa Evidence
47 Conducted an employee engagement survey. Findings showed the highly engaged branches: Met or exceeded financial targets 40% more often than dealers who reported lower levels of engagement Recorded a higher level of customer loyalty by 5.3% Had a 71% lower voluntary turnover rate Experienced higher technician productivity by 4.5% Lowered technician-related rework by 60% Recorded three times fewer accidents Source: Kennexa Evidence
48 Sears American multinational department store chain. By enabling employees to see the implications of their actions, it changed the way everyone at Sears thought and acted. The bottom line reflected this changed behaviour: the merchandising group Result: From a loss of nearly $3 billion to a net income of $752 million. Harvard Business Review a store manager whose engagement scores increased by 5 units, could expect a 1.3 unit increase in customer impression (satisfaction) followed by a 0.5% increase in revenue growth. Evidence
49 1. I understand the purpose of my role. 2. I have the opportunity to do what I do best every day. 3. The business seems to care about me as a person. 4. The business is encouraging my development. 5. I recognise the mission or purpose of my company. 6. I recognise the opportunities at work to learn and grow. Demonstrating a number of behavioural characteristics attributed to an engaged and productive workforce Outcomes
50 Action
51 1. Objectives 2. Review 3. Plan 4. Deliver 5. Measure Checklist for moving the performance needle
52 1. Competitive advantage - attract, retain and engage the best talent 2. Maximise cost efficiency and productivity 3. To pay the right people in the right way 4. Support business and HR strategy/goals 5. To drive individual performance The objectives of Reward
53 1. v. HR and business objectives 2. Gap analysis 3. Effectiveness Review Purpose?
54 Questionnaire (extract) TOPIC: REWARD & RECOGNITION 3 Question: How does the business communicate benefits to employees? Responses Comment / benchmarking 1 We communicate this through payslips only. 2 We communicate this through payslips and supply provider information. 3 We communicate this through payslips, supply provider information and produce a booklet for new starters. Responses Comment / benchmarking 1 We distribute the terms and conditions from the benefit provider. 4 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do an annual printed statement for senior managers. 5 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do an annual printed statement for all employees. 6 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do online statements for all employees. 7 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do online statements for all employees, supported by some awareness communications. 8 We offer personalised and targeted, brand aligned communications which are part of our broader comms programme. 9 No answer
55# 1. Relevance (tailored for region/grade and targeted/personalised to individuals) 2. Message (collaboration, global organisation, regional team, value of HR as a service provider) 3. Alignment with business vision and values 4. Emotional side of the deal 5. Transactional side of the deal 5. Clarity 6. Consistency 7. Quantity of content 8. Timing 9. Use of channels 10.Feedback mechanism Assessment criteria
56# 1. Total Reward package a. Total Reward Statement b. Salary review c. Benefits d. Profit share 2. Line Manager communication 3. Leadership communication 4. Learning and development 5. Performance management 6. Onboarding 7. Graduates 8. Mobility 9. Talent attraction Areas of focus
Total Reward
Benefits
Talent attraction
Overall
61 Strategy and planning
62 Impact!
63 Impact!
64# Deliver
65 1.Survey Measure
66 1. I understand the purpose of my role. 2. I have the opportunity to do what I do best every day. 3. The business seems to care about me as a person. 4. The business is encouraging my development. 5. I recognise the mission or purpose of my company. 6. I recognise the opportunities at work to learn and grow. Demonstrating a number of behavioural characteristics attributed to an engaged and productive workforce Outcomes
67 1.Survey 2.Audit/review pre and post campaign/project/period Measure
68# Overall
69 1. Survey 2. Audit/review pre and post campaign/project/period 3. Real-time feedback/sentiment analysis 4. Gap analysis 5. Benefits uptake 6. Workshops/focus groups 7. HR space analytics 8. Attendance to leadership events 9. Anecdotal feedback 10. Less requests to HR Measure
70 1. Objectives 2. Review 3. Plan 4. Deliver 5. Measure Checklist for moving the performance needle
71 PERFORMANCE DOESNT HAPPEN WHEN COMPANIES ADOPT NEW TOOLS, IT HAPPENS WHEN EMPLOYEES ADOPT NEW BEHAVIOURS.
72 Chris Hopkins Managing Director & Lead Consultant T: 01273 480 404 E: c.hopkins@caburnhope.co.uk Caburn Hope Limited Rusbridge House Rusbridge Lane, Lewes East Sussex, BN7 2XX @CaburnHope_EC www.caburnhope.co.uk Follow us on

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Shifting the performance needle - Reward communication that engages, inspires and mobilises your people

  • 4. 4
  • 5. 5 Bees = honey Ants = organised behaviour and productivity 贈750m advertising = 贈95b sales Communication = outcome
  • 6. 6 Nobody ever buys communication they buy the results it achieves
  • 7. 7 Our clients INTEGRATED FLEXIBILITY NICE PEOPLE FOUNDED IN 1993 HIGH PERFORMING ROI FOCUSED TRUSTED
  • 8. 8 What will people have to change to move that performance needle?
  • 11. 11 ..researchers have made huge strides in understanding human behaviour and motivation over the past decade. But few businesses are actually applying these discoveries to finding, and keeping, star employees. As a result, companies miss opportunities for growth and revenue because they don't understand the impact of human nature in the workplace. Engagement Gallup 2015
  • 12. 12 59% more growth in revenue per employee is doable. Some companies are seeing 147% higher EPS than their rivals. There also is a theory that gathering and processing more information will lead to better decision making. Engagement Gallup 2015
  • 13. 13#
  • 14. 14#
  • 15. 15 Screen with one button Features: 185.7mm x 241.2mm Weight - 652g 264 pixels per inch Dual-core A6X chip Headphone jack Backside illumination Price: 贈399 each Apple
  • 16. 16
  • 17. 17
  • 20. 20
  • 21. 21 Employer Value Proposition What does your company stand for? Does your Reward strategy match your values? Future of Reward communication
  • 24. 24
  • 26. 26 Businesses are struggling to find the right candidate for the job. This competition to secure talent has created a job hunters market, with pay growth reaching a three month high. Jan 2015 Phil Cotton, Chairman, KPMG
  • 27. 27 52% 58% 49% 40%38% LinkedIn data: start preparing (your EVP) for increased growth are spending more on brand to raise awareness because increased belief in impact difficulty recruiting quality candidates increased competition say its a top priority
  • 28. 28 Brilliant and necessary tools as they are, they are not communication tools They improve process, streamline efficiencies, but will anyone get excited about joining a company because it has a great management tool? Enterprise/HRIS platforms
  • 29. 29 Reward communication today Delivers EVP Builds equity in the Reward proposition Embeds Reward philosophy across a diverse workforce Changes behaviours through emotional commitment and buy-in Provides added value and a competitive advantage
  • 30. 30 Reward communication today Develops self reliance through educated and informed workforce Creates energy Encourages community and social interaction Reduces risk Enables workforce to be more productive
  • 33. 33#
  • 34. 34#
  • 35. 35#
  • 36. 36#
  • 37. 37#
  • 38. 38#
  • 39. 39#
  • 41. 41#
  • 42. 42#
  • 43. 43#
  • 44. 44#
  • 45. 45 In general: 86%of employees who receive clear communications are more motivated to deliver added value Whereas only 36% are motivated to deliver added value where communication is confusing Evidence Gallup 2014
  • 46. 46 M&S with over 21 million people visiting their stores each week, they employ over 78,000 people globally Stores with improving engagement delivered an average of 贈62 million more in sales to the business every year, compared to stores with declining engagement. The more engaged stores also showed better staff attendance, with absenteeism 8% lower in the most engaged third of stores. Source: Kennexa Evidence
  • 47. 47 Conducted an employee engagement survey. Findings showed the highly engaged branches: Met or exceeded financial targets 40% more often than dealers who reported lower levels of engagement Recorded a higher level of customer loyalty by 5.3% Had a 71% lower voluntary turnover rate Experienced higher technician productivity by 4.5% Lowered technician-related rework by 60% Recorded three times fewer accidents Source: Kennexa Evidence
  • 48. 48 Sears American multinational department store chain. By enabling employees to see the implications of their actions, it changed the way everyone at Sears thought and acted. The bottom line reflected this changed behaviour: the merchandising group Result: From a loss of nearly $3 billion to a net income of $752 million. Harvard Business Review a store manager whose engagement scores increased by 5 units, could expect a 1.3 unit increase in customer impression (satisfaction) followed by a 0.5% increase in revenue growth. Evidence
  • 49. 49 1. I understand the purpose of my role. 2. I have the opportunity to do what I do best every day. 3. The business seems to care about me as a person. 4. The business is encouraging my development. 5. I recognise the mission or purpose of my company. 6. I recognise the opportunities at work to learn and grow. Demonstrating a number of behavioural characteristics attributed to an engaged and productive workforce Outcomes
  • 51. 51 1. Objectives 2. Review 3. Plan 4. Deliver 5. Measure Checklist for moving the performance needle
  • 52. 52 1. Competitive advantage - attract, retain and engage the best talent 2. Maximise cost efficiency and productivity 3. To pay the right people in the right way 4. Support business and HR strategy/goals 5. To drive individual performance The objectives of Reward
  • 53. 53 1. v. HR and business objectives 2. Gap analysis 3. Effectiveness Review Purpose?
  • 54. 54 Questionnaire (extract) TOPIC: REWARD & RECOGNITION 3 Question: How does the business communicate benefits to employees? Responses Comment / benchmarking 1 We communicate this through payslips only. 2 We communicate this through payslips and supply provider information. 3 We communicate this through payslips, supply provider information and produce a booklet for new starters. Responses Comment / benchmarking 1 We distribute the terms and conditions from the benefit provider. 4 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do an annual printed statement for senior managers. 5 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do an annual printed statement for all employees. 6 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do online statements for all employees. 7 We communicate this through payslips, supply provider information, produce a booklet for new starters, and do online statements for all employees, supported by some awareness communications. 8 We offer personalised and targeted, brand aligned communications which are part of our broader comms programme. 9 No answer
  • 55. 55# 1. Relevance (tailored for region/grade and targeted/personalised to individuals) 2. Message (collaboration, global organisation, regional team, value of HR as a service provider) 3. Alignment with business vision and values 4. Emotional side of the deal 5. Transactional side of the deal 5. Clarity 6. Consistency 7. Quantity of content 8. Timing 9. Use of channels 10.Feedback mechanism Assessment criteria
  • 56. 56# 1. Total Reward package a. Total Reward Statement b. Salary review c. Benefits d. Profit share 2. Line Manager communication 3. Leadership communication 4. Learning and development 5. Performance management 6. Onboarding 7. Graduates 8. Mobility 9. Talent attraction Areas of focus
  • 66. 66 1. I understand the purpose of my role. 2. I have the opportunity to do what I do best every day. 3. The business seems to care about me as a person. 4. The business is encouraging my development. 5. I recognise the mission or purpose of my company. 6. I recognise the opportunities at work to learn and grow. Demonstrating a number of behavioural characteristics attributed to an engaged and productive workforce Outcomes
  • 67. 67 1.Survey 2.Audit/review pre and post campaign/project/period Measure
  • 69. 69 1. Survey 2. Audit/review pre and post campaign/project/period 3. Real-time feedback/sentiment analysis 4. Gap analysis 5. Benefits uptake 6. Workshops/focus groups 7. HR space analytics 8. Attendance to leadership events 9. Anecdotal feedback 10. Less requests to HR Measure
  • 70. 70 1. Objectives 2. Review 3. Plan 4. Deliver 5. Measure Checklist for moving the performance needle
  • 71. 71 PERFORMANCE DOESNT HAPPEN WHEN COMPANIES ADOPT NEW TOOLS, IT HAPPENS WHEN EMPLOYEES ADOPT NEW BEHAVIOURS.
  • 72. 72 Chris Hopkins Managing Director & Lead Consultant T: 01273 480 404 E: c.hopkins@caburnhope.co.uk Caburn Hope Limited Rusbridge House Rusbridge Lane, Lewes East Sussex, BN7 2XX @CaburnHope_EC www.caburnhope.co.uk Follow us on