Elizabeth Cogswell Baskin

In Employee Communications, Listening Is Part of the Conversation

Internal communications professionals at large companies work hard to produce engaging content. Then they make sure they push that content through an array of communication channels. But that’s only one-way communication.

In any conversation, it’s important to listen as well as speak. Ever had a conversation with someone who talks constantly and never lets you get a word in edgewise? Or someone who barely listens to what you’re saying because they’re thinking so hard about what they want to say next? After a while, you start to feel like they don’t care much about you or what you think.

Just because we don’t ask employees what they think, that doesn’t mean they don’t have opinions. Leadership can be oblivious to employee concerns, issues and questions without a day-to-day method for sharing them.

Those annual or bi-annual employee engagement surveys fill an important role, but they’re not an ongoing conversation. You might want to include a few other methods for engaging in a true conversation with the employee audience, like    one or more of the following:

  1. Pulse surveys: These are a great way to get bite-sized feedback from employees. Posted on the intranet or an employee app, they make it easy for employees to anonymously respond to questions ranging from “Do you feel like you have the information you need to make Open Enrollment decisions?” to “How did you feel coming to work today?” One-question surveys give us an opportunity to react quickly to events or major change and to feel out general trends or attitudes.
  2. Leadership Email: One of the simplest ways to support the employee conversation is to invite people to email the CEO or another top leader directly. But there’s a risk of failure here as well. If employees send emails and don’t receive a response, that’s communicating the opposite of what you want. You might set up a special email address for these leadership questions and have them reviewed and organized by someone in communications. Cue them up so that it’s easy for leadership to respond — authentically but efficiently.
  3. Q & A Page: This can be particularly useful in times of major change. On your intranet or a separate change microsite, provide a page where employees can ask anything they want with the promise that the appropriate person from the leadership team will respond within a certain amount of time, say, a week. You’ll likely get many similar questions and can post one response for that specific topic. In our experience, only a few questions will need an individual email response. The great majority of questions received are of interest to a wide range of employees.

Of course, the trick with all of these is a response mechanism. You don’t want employees to feel like they took the trouble to engage, only to have their question or response dropped into a black hole.

Interested in better employee conversations? Tribe can help.

 

 

Elizabeth Cogswell Baskin

Consumers and shareholders are watching the CEO — but so are employees

That must have been one hell of a conference call. A Who’s Who of CEOs, including Indra Nooyi of Pepsico, Virginia Rometty of IBM, Mary Barra of GM, Douglas McMillon of Walmart and Laurence Fink of BlackRock, all dialing in to discuss the appropriate reaction to Trump’s remarks regarding the Charlottesville tragedy.

Consumers and shareholders were waiting to see how CEOs responded, but so were their employees. These companies depend on a diverse workforce of employees from all walks of life. If the company claims internally to value diversity and leadership, if the corporate values include things like integrity and respect, those principles theoretically  apply to the top executive as well as the rank and file.

But, in practice, does the CEO actually make business decisions based on those principles? Most employees of those companies will never meet their CEOs. They may have little understanding of what their chief executives do from day to day. They may not even bother to read the chief executive’s blogs or attend their town halls or watch their videos on the intranet.

But employees identify with the companies they work for, and they see the CEO as the figurehead for the company. As the heads of global companies, these CEOs were being watched not just by employees in the U.S. but in countries around the world.

These business leaders aren’t politicians. One could make the argument that serving on an advisory council for the president is a business decision and not a moral one.

But CEOs depend on the hearts and minds of their employees to move their companies forward. It matters to employees to know their CEOs took a stand against moving backwards in our country’s ongoing stop-and-start progress towards equality.

Interested in CEO communications for your employees? Tribe can help.

 

Elizabeth Cogswell Baskin

The Power of Not Doing: Improve Internal Communications by Doing Less

When’s the last time you did an audit of your internal communications channels? Most large companies use a myriad of channels and continue to add more, especially with emerging technology offering new options at a steady rate. You do need a varied mix of channels, because different employees like to be consume information in different ways, but do you have too many ways you’re communicating?

In “Strategy is Deciding What Not to Do,” Tim Williams describes Steve Jobs’  decision to cancel more than 300 ongoing projects in favor of focusing on just four. “By narrowing instead of expanding, Apple started down the path to becoming the most valuable company on the planet,” he writes.

Our experience at Tribe mirrors this, although on a vastly different scale. In 2009, we made the commitment to focus only on internal communications for large brands. When prospects or current clients asked for consumer branding, a field in which we’d built our careers, we referred them to other agencies we knew would do a great job for them.

The payoff was building a deep expertise in this narrow niche of internal branding.  The more we worked with large companies on specific employee communications issues, the more we learned. We began to see the same challenges repeated across companies and industries, and were able to take what we learned solving one client’s challenges as a shortcut to solutions for the next. There’s power in choosing not to do something.

The same can be true for your company’s internal communications mix. Most internal communications departments we see are stretched mighty thin. When you added a quarterly employee magazine, did you consider retiring the weekly newsletter? Do you still print posters even though you have digital signage in all your locations? Do you maintain multiple intranet-like sites? Are you still posting stuff on Yammer even though most employees aren’t using it anymore?

Discontinuing channels that aren’t working effectively is good discipline. Not only will it allow you to focus on doing a better job at fewer things, it can improve employees’ experience of internal communications. By limiting the places they feel like they’re supposed to check, you help them process communications more efficiently and effectively.

Interested in taking stock of your portfolio of internal communications channels? Tribe can help.

 

 

 

Elizabeth Cogswell Baskin

Your EVP is also your RVP: Recruiting Value Proposition

Even though we call it the Employee Value Proposition, the EVP does double duty in recruiting top talent. How do you sell the best candidates on the big picture of choosing your company? How do you position your company as an employer of choice? An attractive EVP can help you land the best candidates and keep them. If strong enough, the EVP can even help lure employees to less desirable geographical locations or help overcome higher compensation packages from competitors.

The caveat is that whatever you promise needs to be real. If recruits find their experience as new hires to be wildly different from what the EVP claimed, they won’t stick around for long.

There are lots of right answers to the EVP question. Different strokes for different folks, and all that. So stick to what’s authentic about your company and attract talented people who will also be great fits. Here are a few thoughts on areas you might stress:

  1. Meaningful work and/or an inspiring vision: Sometimes the work itself is meaningful to a candidate. To engineers, that might mean being able to play a major role in developing new technology. To an interior designer in the hospitality industry, it could mean working on the launch of a boutique hotel. Other times, an inspiring vision is what creates the meaning, even for work that supports that vision indirectly. An ace accountant might prefer to work for a company with a vision of improving lives for children  than one with the vision of being the largest real estate investor in the strip center niche.
  2. Brand prestige or industry cachet: Think of this one as the cocktail party question: Where do you work? When an employee is asked that question, is the answer one that people recognize? If your company name happens to be a household word, that counts for something. So does being in an industry that’s getting a lot of buzz, like artificial intelligence, for instance. Claiming insider status can be a point of pride that’s valuable to the EVP.
  3. A culture of autonomy or teamwork: Recognize which style is more prevalent at your company and promote it as a strength. If employees consistently say the company feels like family and they value their experiences of working as a team, then that’s a strength to reflect in your EVP. On the other hand, if the company tends to run lean, maybe one benefit of that is employees having the autonomy to take on roles that might be beyond their job descriptions. There will always be pockets of both styles in any company, but be honest about which way your culture leans.
  4. Flexibility: Although a culture can provide flexibility in many different ways, most employees seem to value flexibility in terms of work accommodating their personal lives — whether that means being able to work from home when a child is sick or taking time out in the middle of the day to fit in a long run or fitness class. If your culture doesn’t support that sort of flexibility, look for other kinds. Is the culture flexible about allowing employees to make lateral moves into other departments or divisions? Is there flexibility in terms of a condensed work week? Do you offer unusual options and flexibility in your benefits?
  5. High stress/high rewards or laid back/life balance: An environment of high stress and long hours isn’t always a negative. Some people thrive in that environment, especially when they feel like they’re part of something big. Maybe your company is at the forefront of the Industrial Internet or a major player in Fashion Week or on the verge of finding the cure to cancer. On the other hand, maybe your culture is one where people put in a reasonable day at work and then get out the door on time to be with their families. Either way, that can be an appealing element of the culture described in your EVP.

How do you know what recruits will value about your EVP? Ask them. Don’t stop at doing focus groups and other research with existing employees. It’s easy enough to field questionnaires or focus groups with new hires from the past year or so. It’s worthwhile to explore the reasons they chose La-Z-Boy. Their answers might be different from the responses of employees who’ve been at the company for years.

Interested in developing or refining your EVP? Tribe can help.

 

4 Reasons Your Company Should Be Investing In Digital Signage

Digital signage is a useful channel that allows companies to communicate with employees in bite size pieces. This is especially helpful because it allows employees to be kept in the loop with little effort on their part.

Below are four reasons why you should be communicating through digital signage: 

1. Connection: It connects your employees and builds a stronger bond between them and the company. Featuring monthly new hires or explaining departmental roles can help associates familiarize themselves with one another and the way the company is run.

2. Education: Posting slides about new policies or procedures can be an easy way to reiterate recent updates that were communicated within the company.

3. Public Relations: Employees enjoy seeing their company (and maybe their work) featured in the media. Displaying recent press articles or a scrolling twitter feed with company mentions on a new product or service can serve as a great way for associates to see their hard work being appreciated.

4. Recognition: Digital signage gives you an opportunity to shine a light on specific people or teams that have gone above and beyond and make it visible to anyone who walks through the doors. Giving employees this sense of pride and recognition helps them know that they are an important part of a team and that their work is valued.

Need help creating content for your digital signage? Tribe can help.