华信惠悦员工沟通和激励

TheBusinessCaseforEmployeeCommunication&Engagement-KevinEmpeyWATSONWYATT-IanMooreA&LGoodbody第一页，共62页。TocoverthiseveningBriefupdateanddiscussionontheInformationandConsultationDirectivePresentsomerecentresearchonthelinkbetweeneffectivecommunicationsandbusinessperformanceLookatapossibleframeworkforassessinganddevelopingyourcommunicationsstrategyDiscussthebusinesscaseforemployeeengagementasacriticalpartofthecommunicationsmix第二页，共62页。Afewkeyquestions…..Towhatextentdoyouremployeesunderstandthecompany’sobjectivesandtheirownroleinhelpingtoachievethem?Howmuchdotheyunderstandaboutthenecessityforchangeandwhatthechangesarelikelytomeantothem?DoestheorganisationreallyknowwhatmessagesareactuallygettingthroughandwhatemployeesreallycareaboutHowalignedareyourkeymessageswitheverydaypeopleprocesses第三页，共62页。TypicalobjectivesofeffectivecommunicationsHelpingemployeesunderstandthebusinessProvidingemployeeswithfinancialinformationandobjectivesinordertoengagetheminthebusinessExhibitingstrongleadershipbymanagementduringorganisationalchangeAligningemployees’actionswithcustomerneedsEducatingemployeesaboutorganisationalcultureandvaluesExplainingandpromotingnewprogrammesandpoliciesIntegratingnewemployeesintotheorganisationProvidingemployeeswithinformationonthevalueandrationaleoftheirtotalrewardsprogramme第四页，共62页。ThemessagesmaybeclearbuttherearealotofthingsthatcangetinthewayRewardStrategyGrapevinePerformanceManagementCultureLineManagementBehaviourXY,Z..?E-mail!!第五页，共62页。RewardStrategyGrapevinePerformanceManagementCultureLineManagementXX!Ideally….第六页，共62页。InvolveEngageClarifyInformUnderstanding“inourminds〞Acceptance“inourhearts〞CommunicateWhat,Why,Who,How…

ThecommunicationspectrumCommitment“inourwork〞Awareness“inoureyes〞IndividualbehaviorFace-to-facecommunicationsPolicydecisions/rulesPersonnelchoicesBusinessstrategiesBulletinboardsMemosNewslettersIntranet/InternetBrochuresE-mail/Videos第七页，共62页。TheInformationandConsultationDirective第八页，共62页。InformationandConsultationDirectiveOurExperienceTransferofbusinessesCollectiveredundanciesEuropeanworkscouncils(EWC)InformationandConsultationDirective第九页，共62页。ImpactoftheDirectiveSomelatitudeTranspositiondate:23March2005-150employees23March2007-100to150employees23March-50employeesInformationandConsultationDirective第十页，共62页。WhatistheDirectiveseekingtoachieve?StrengtheningdialoguePromotingmutualtrustImproving“riskanticipation〞GreaterflexibilityintheworkplaceImprovedemployeeaccesstotrainingInformationandConsultationDirective第十一页，共62页。WhatistheDirectiveseekingtoachieve?EmployeeawarenessofneedtoadaptPromotionofemployeeinvolvementinfutureofbusinessEnhancedinformationflowAssistinganticipatorymeasuresInformationandConsultationDirective第十二页，共62页。Whatinformation?RecentandprobabledevelopmentofundertakingSituation,structure,probablydevelopmentofemploymentAnyanticipatorymattersParticularlywherethreattoemploymentDecisionslikelytoleadtosubstantialchangesinworkorganisationsorcontractualrelations.InformationandConsultationDirective第十三页，共62页。TheDirectiveappliesto:UndertakingsPublic/privateCarryingoutaneconomicactivityLocatedinamemberstateEmployingatleast50employeesInformationandConsultationDirective第十四页，共62页。TheDirectiveappliesto:EstablishmentsUnitofbusinessWithinmemberstateEngagedineconomicactivityEmploying20employeesInformationandConsultationDirective第十五页，共62页。TheDirectiveappliesto:InformationDataSufficienttoenable“representatives〞acquaintthemselvesConsultationExchangeofviewsInformationandConsultationDirective第十六页，共62页。TheDirectiveappliesto:Employeerepresentatives/employersAtrelevantlevelofmanagement“Withaviewtoreachinganagreement〞InformationandConsultationDirective第十七页，共62页。TheDirectiveappliesto:ConfidentialityProtectedInformationnottobereleasedwithoutauthorityOthersalsoboundbyobligationofconfidentialityInformationandConsultationDirective第十八页，共62页。GovernmentConsultationPaperDirectivepermitsmanagement/labourdeterminetheirownarrangementsGovernmentexpectsemployerstoavailofthisvoluntaryapproachLegislationistobethefall-backExistingarrangementsmayneedtobeupdatedtocomplyInformationandConsultationDirective第十九页，共62页。Whatformalitiesarelikely?Iscurrentprocedure“effective〞?Docurrentarrangementsapplytoentireworkforce?Iscurrentagreementinwriting?Isthereevidencethatemployeeswanttocontinuepresentarrangement?InformationandConsultationDirective第二十页，共62页。

“Canweachieveeffectivecommunications,businessreturnandcompliance..〞

Theresearchbaseforwhyeffectivecommunicationsisgoodbusinesspractice

第二十一页，共62页。WatsonWyattresearchonpeoplepractices–e.g.HCI2002HumanCapitalPracticesEmployeeSatisfactionExternalServiceValueCustomerSatisfactionCustomerLoyaltyRevenueGrowthImprovedcompanyperformanceEmployeeRetentionEmployeeProductivitySource:Adaptedfrom“PuttingtheService-ProfitChaintoWork,〞Heskett,etal,–HarvardBusinessReview,March-April,1994.IndependentfinancialdatafromStandard&PoorsandDatastream,forthesecompaniesDataonHRpoliciesandpracticesfromsurveyofVPsofHRof600+leadingEuropeancompaniesCorrelations第二十二页，共62页。Insummary…PeoplemanagementEmployeeengagementBusinessKPIsBusinessPerformanceEmployeeoutcomes第二十三页，共62页。2002EuropeanHCIresultsOverallHCI

(89.6%valueadded)HRFunctionEffectiveness

(21%valueadded)ClearRewards&

Accountability

(21.5%valueadded)Recruiting&RetentionExcellence(14.6%valueadded)Collegial,FlexibleWorkplace(11%valueadded)CommunicationsIntegrity

(7%valueadded)PrudentUseofResources(14.5%valueadded)第二十四页，共62页。Communicationsintegrity第二十五页，共62页。CommunicationsResearch2003

-Thebottomline “Communicationisnolongera“soft〞function.Itdrivesbusinessperformanceandisakeycontributortoorganisationalsuccess〞WatsonWyatt’s“CommunicationROI〞Survey2003第二十六页，共62页。CommunicationsResearch2003-HeadlinesCompanieswiththehighestlevelsofeffectivecommunicationexperienceda26%totalreturntoshareholderscomparedwith-15%experiencedbyfirmsthatcommunicateleasteffectivelyOrganisationsthatcommunicateeffectivelyweremorelikelytoreportloweremployeeturnoverrates(20%less)Differentelementsofeffectivecommunicationsaffectvaluetodifferentdegrees第二十七页，共62页。DRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILISESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYElements(clusters)ofeffectivecommunicationpractice第二十八页，共62页。EFFECTIVECOMMUNICATIONDRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILIZESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYBEHAVIORALSTRATEGICFOUNDATIONTheresearchpointedtoaHierarchyofeffectivecommunicationAwarenessActionUnderstandingCommitmentAcceptance第二十九页，共62页。Theresearchalsoestimatedtherelativeeffectofchangetomarketvalue第三十页，共62页。EFFECTIVECOMMUNICATIONDRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILIZESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYBEHAVIORALSTRATEGICFOUNDATIONAwarenessActionUnderstandingCommitmentAcceptanceCorepillarsoftheInformation&ConsultationDirectiveAframeworkforlookingat“compliant〞communications?第三十一页，共62页。Connectstothebusinessstrategy第三十二页，共62页。Createsemployeelineofsight第三十三页，共62页。Facilitateschange第三十四页，共62页。EFFECTIVECOMMUNICATIONDRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILIZESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYBEHAVIORALSTRATEGICFOUNDATIONLet’slookatsomepracticalexamples….AwarenessActionUnderstandingCommitmentAcceptance第三十五页，共62页。Followaformal

communicationsprocess第三十六页，共62页。Communicationsprojectmanagementprocess

-OverviewDeliverScopetheprojectExaminebusiness

drivers,initiatives,issuesExploreexistingchannels

andmediaIdentifysuccessmeasuresAgreerolesandresponsibilities,modusoperandi,conflictresolutionAssessthebaselineWhatisinplacenow?Programmes,attitudesCommunicationsAuditDeskresearchProjectteamdiscussionDevelopthesolutionGapanalysis-"Whatwillthismeanpeopleneedtothink/dodifferently"Makerecommendationsforchangecommunicationstrategy,andcommunicationmanagementandimplementationactivitiesPrioritiseissuesImplementthe

planGetmanagers'buy-inVision,pressuretochange,capacity,firststepsCounsel/trainmanagersStakeholdermappingMatchingmessagetomediumtoaudienceDesign,write,produceforaboveEvaluateresultsInitialreactions,businessoutcomes,agreedcriteriaTelephonesurvey,focusgroupsforemployeesTelephone,email,meetingsforHRandlinemanagersAdaptasnecessaryInventDiscoverCasestudy第三十七页，共62页。Communicationstrategydevelopmentframework1.

Visionandobjectivesforcompany&project

9.Measure

and

improve7.Messages5.Rolesandresponsibilities4.Stakeholdermapping6.Timetable/

keymilestones8.Commtools,channelsandactivities3.Commu-nicationgoalsandguidingprinciples2.

EmployeemindsetandbehaviourchangesneededAlignmentofprocessestosupportbehaviourchanges

Casestudy第三十八页，共62页。

Knowingwhereyouareisagoodplacetostart-thecommunicationsauditAcommunicationauditexplores:OrganisationalgoalsandphilosophyAudienceperceptionofgoalsandobjectivesTheclimateforcommunicationAssessmentoftheInformal/formalstructureoforganisationalcommunicationInformationneedsofvariousaudiencesUp,downandacrosscommunicationchannels第三十九页，共62页。CommunicationsAudit

-QuestionnairesmighthelptogatherkeydataQuestionnaireYesNoCommunicationPolicyDoesyourorganizationhaveawrittenpolicyforinternalcommunication?Aretheobjectivesofthepolicyclearlystated?Isthepolicyalignedwiththeorganization’s:mission/vision/values?businessgoalsandobjectives?Doallcommunicationactivitieswithintheorganizationconformtothepolicy?Doesthepolicyprovideforbothupwardanddownwardcommunication?Doesthepolicyidentifywhoisresponsibleforoveralladministrationofthepolicy?Isthepolicyperiodicallyreviewedtoensureitsupportsyourorganization’sgoalsandbusinessobjectives?Isthepolicypublishedanddistributedtoallemployees?Isthereaperiodicevaluationoftheeffectivenessofthepolicy?Casestudy第四十页，共62页。RoleofMiddleManagementYesNoDosupervisorsunderstandtheirresponsibilityformaintainingbothupwardanddownwardcommunication?Aresupervisorstrainedtoeffectivelyandaccuratelydeliverinformationtoemployeesandanswerquestions?Aresupervisorsgivenadvanceinformationaboutyourorganization’splans,progressandotherimportantnews?Dosupervisorsunderstandtheproceduresforkeepingmanagementinformedaboutemployeeattitudes,moraleandrumors?DosupervisorsandtheHumanResourcesDepartmenthaveaclearunderstandingoftheirrolesinprovidinginformationtonewhires?Dosupervisorshaveachecklistofinformationtobecoveredwithnewhires?Arethereregularupper/middlemanagementmeetings?Doestheorganizationsolicitmanagers’ideasforimprovement?Doesyourorganizationhaveasupervisors’referencemanualthataddressesemploymentissues?Doesyourorganizationhaveapoliciesandproceduresmanualthatisavailabletoallsupervisors?Arethesupervisors’andpoliciesandproceduresmanualskeptuptodate?SomespecificquestionsontheroleofmanagementCasestudy第四十一页，共62页。BusinessAlignment

Check 1=VeryHighValue 2=HighValue 3=Average 4=LowValue 5=VeryLowValueBusinessObjectivesMediaResponsibilityPurposeDistributionFrequencyTypeofInformationAttendanceIntendedvaluetobusiness(1-5)Perceivedvaluetobusiness(1-5)Casestudy第四十二页，共62页。2.Integratetotalrewards第四十三页，共62页。PerformancemanagementRecognitionDevelopmentCareerOpportunitiesCultureandValuesStrongLeadershipEmployerBrandPhysicalEnvironmentTheEmployee"Deal"AGreatPlacetoWorkMyCareer&DevelopmentPensionsprovisionInsurancecoverNoncashrecognitionMyBenefitsWorkchallengeContributionFeedbackIndependenceMyJobCommunicatingthe“EmployerBrand〞orEmployeeDealMarketCompetitiveSalaryPerformanceBonusLongertermincentivesOtherMyPay第四十四页，共62页。Aligningcommunications,payandperformancePERFORMANCEVISION/MISSION

COREBELIEFSDESIREDCULTURESTRATEGIC

OBJECTIVESREWARDPLANS第四十五页，共62页。WhatandhowtocommunicateTeamandIndividualCompetenciesCorporateStrategyStrategicObjectivesCoreCapabilitiesBusinessMeasures(Financial,Operating,Customer,People)CorePerformanceCompetencies(BusinessKnowledge,FunctionalSkills,Value-AddedBehaviors)TeamandIndividualMeasuresKeyPerformanceFactors“THEWHAT〞“THEHOW〞第四十六页，共62页。RewardCommunications

-TypicalEmployeeissuesAnemotivesubject…Wanttoknow:WhatdoIget(orcanIget)?Howmuchisitworth?WhendoIgetit?WhatdoIneedtodotogetit?LowawarenessofrewardcomponentsandavailablebenefitsLackofunderstandingof:rewardvaluemarketcompetitivenesswhateachelementisactuallyrewardinglinkstoperformanceMaybeunhappyaboutegamounts,eligibility,equality,rangeofbenefitsCommunicatingreward第四十七页，共62页。CommoncommunicationmistakesManagersunwillingorunabletoprovideone-to-onecommunicationonrewardandperformanceWrittencommunicationfocusesonhowtheelementswork,not‘whatdoesitmeantome?’Over-detailedandconfusingRewardelementscommunicatedseparately,withnocontextprovidedandnocommonbrandingNotgivingallthefactsandrationaleforrewardpolicyNoopportunityforinvolvementandfeedbackWrongmedia–mustmeettheneedsofeachparticularaudienceCommunicatingreward第四十八页，共62页。Increaseemployees'understandingofthevalueoftheirtotalrewardpackageEnsurethatemployeesunderstandwhateachelementofrewardisforandwhattheyneedtodotogetitProvideopportunitiesformanagersandemployeestoinfluencerewarddesign,processesandcommunicationEquipmanagerswithsimpletoolstoenablethemtomanagerewardandperformanceprocessesfairly,efficientlyandaccuratelyEnsurethatmanagershavetheskillsandconfidencetomakeandexplainreward/performancedecisions–egdealingwithpoorperformanceAgreeclearobjectivesanddesiredmessagesforeachaudience…第四十九页，共62页。MethodsofcommunicationSurvey/ePollOne-to-onewithmanagerGroupQ&AsessionsFocusgroups(testing/feedback)Project'champions'Helpline(telephoneand/oremail)Intranetfeedback/Q&AtoolsWeb'chat'session(egwithCEO)RewardmodellerFormalconsultationprocessContract/handbookEmail/MemosLettersQ&AbookletPosters/postcards/leafletsTotalRewardStatementNewschannelsScreensaver/pop-upscreenPresentations/'Townhall'Meetings/briefingsVideo/web-castTrainingmaterialHelpline'script'VoicemailIntranet/InternetNoticeboardINVOLVEINFORMCommunicatingreward第五十页，共62页。ExampleofarewardcommunicationsplanWorkshops/presentationsto

employeesIndividualletters+infobooklet

distributedInform,clarifyHR/ManagerTrainingsessionPositioningManagersbriefingpaper

followedbyemployee

announcementOnetoonefor

employeeswith

managersEngageHelplineand/orchampionsMeasuresuccess

OutliningframeworkandforthcomingactivitiesClarifylinkagewithotherinitiatives/contextHowtheframeworkworksPreparemanagersforpresentationandonetoonemeetingsInformationinpreparationforthepresentations‘Sponsored’byleadershipForemployeestounderstandtheconceptsUnderstand‘whatitmeanstome’(examples,role-play)ConfirmingindividualpositionReferenceguidetotheframeworkToansweranyindividualissuesToaddressongoingquestionsandensureprocessesareworkingTrainingEmployee

invitation/positioningpieceAchieveFormalorinformalfeedbackfrommanagersandemployeesCommunicatingreward第五十一页，共62页。BrandingandgraphicdesignAbrandandgraphicidentitycanhelptoensure:Recognition:

createauniqueidentity,promoteawarenessofcommonmessagesandthemes,enableeaseofreferenceanddifferentiation,buildahistory,andensurecontinuityTrust:establishthedefinitivesourceofaccurate,consistentandhonestinformationonthechangestoreward;buildastronganddistinctivereputationAstatementofquality:TheCompanyexpectsitspeopletoproducehighqualitywork,andinreturn,employeesexpectthesamequality,bothintermsoftherewardstructureitselfandthecommunicationmaterialissuedCommunicatingreward第五十二页，共62页。Employeescannotvaluesomethingtheydon’tknowabout第五十三页，共62页。3.Utiliseemployeefeedback

..areyoulisteningtoyourpeople?第五十四页，共62页。WhyEmployeeEngagementPeoplemanagementEmployeeengagementBusinessKPIsBusinessPerformanceEmployeeoutcomesEmployeeresearch:attitudesurvey,cultureassessment,focusgroups,etcEmployeeindices:commitment,alignment,etcIdentifycorrelationsbetweenemployeeindices,