Elizabeth Cogswell Baskin

The EVP: Addressing various life stages and personality types

The employee value proposition helps employees see beyond compensation and benefits to the larger picture. Although there are other elements of the EVP that attract top talent and keep your best employees in place, it’s safe to say all employees care about their pay and health insurance.

Beyond that, many elements of the EVP will be different for each individual. Some people are looking for a company where they can enjoy a better work-life balance. Other employees might secretly enjoy racking up air miles and staying in hotels all over the world. Some folks want to be able to wear T-shirts and flip flops to the office. Hourly workers in positions that don’t promise much career advancement might appreciate tuition assistance to get that college degree.

Although we can’t assume that diverse personalities will want the same things, people in certain life stages often want similar perks. New parents might particularly value the options of flex time or working from home. Those in the early stages of their careers will likely be looking for a company with a great deal of opportunity for growth. Although Gen Y employees often rank meaningful work high on their lists, that factor can also be a big deal to many Boomers.

The EVP provides answers to the employee’s question, “What’s in it for me?” It’s wise to remember, however, that the right answers will be different according to what any individual employee values most in life.

Ready to explore your employee value proposition? Tribe can help.

Elizabeth Cogswell Baskin

Employees don’t trust your leadership? Here are 5 tips for changing that.

Here’s the thing: trust is not about guaranteeing employees that nothing bad will ever happen. If building trust requires a guarantee of anything, it’s that the company will tell employees what’s really going on, even if it’s bad.

Impending job reductions are a great example of the sort of bad news that companies occasionally have to share. But employees are smart enough to realize that no company can promise lifetime employment anymore. Most employees don’t even want lifetime employment. They want interesting, challenging work, and in an ideal scenario, work that they find personally meaningful.

Employees start a new job with the expectation that eventually they’ll move on to another company, ideally when they themselves decide it’s time for a change. But unless they’ve been living under a rock, they recognize that sometimes companies have to lay people off, eliminate positions or somehow reduce head count.

Honesty, then, becomes the real building block of trust. Employees feel trust in their company — and thus do their best work and are most engaged — when they believe management is being honest with them. So how does a company go about doing that?

1. Tell employees about any significant changes in the company — and tell them fast, before the rumor mill and the media get a jump on you. Some CEOs and other leaders delude themselves into thinking that if they don’t say anything, the employees won’t notice that anything is going on. Wrong. Employees know when something is up, and in the absence of management communication, they’ll take their information wherever they can get it, often from each other. And what they tell each other is often worse than the reality.

2. Tell the truth, even when it’s bad news. Particularly when it’s bad news. If employees know that the company will be straight with them in communicating negative developments, then they tend not to worry so much. Ironically, sharing bad news makes employees feel more comfortable instead of less so.

3. Give employees credit for being smart enough to know business includes both ups and downs. Most people have experienced plenty of highs and lows in their own lives, and they have an understanding that things move in cycles. Just because the business is down today, doesn’t mean it won’t be up tomorrow.

4. Make room for employees to ask questions. You have to make this honest communication a two-way street. Provide a place on the intranet for employees to ask questions and post leadership’s answers. Hold a town hall and have your CEO respond to those difficult questions on the spot. Or provide your people managers with a source for responses to the questions they’re bound to get. The advantage of fielding those employee questions is that it gives the company a chance to respond to the issues that you have to accept are swirling around the workplace. The other side of that coin is that employees need the information they need to make their own decisions –even if that means their decision will be to leave the company. But by answering their questions honestly, you make it less likely that they’ll feel in a panic to jump ship.

5. Share leadership’s vision for the future. Most corporate management teams believe they’re doing this all the time, and it’s true that the people closest to them are familiar with the vision. But when we speak to the rank and file, there is most often a disconnect and the further away an employee is from the top, the less confident they are that the company leadership has a plan. This vision isn’t something you announce once and then check it off the list. It should be woven into all your communications, from the CEO blog to internal videos to the employee magazine to digital signage — and maybe even to your recognition programs.

Interested in building trust in your organization? Tribe can help.

 

Elizabeth Cogswell Baskin

The “You’ve got chocolate in my peanut butter” theory of innovation

That old Reese’s commercial makes a valid point — a brilliant new idea is often just the collision of two unlike things. The magic is in creating that sweet spot of overlap between two previously unrelated elements.

That’s why innovation in any field so often depends on the combined expertise of people from two or more different disciplines. But before that sort of collaboration can occur, you need to provide visibility across the company of different functions and areas of expertise.

Beyond visibility, the goal is to build respect across functional silos. For employees to value ideas contributed by someone from another discipline or with a different expertise, they first need to respect what others bring to the table.

We’ve seen this connection between respect and collaboration with a couple of clients recently. Each of these two companies depend on innovation and bringing new ideas to market in order to remain competitive. Both involve manufacturing and technology. Both are incredibly impressive in the way they collaborate across silos to create better solutions for customers in their industries.

When interviewing high-level engineers at both companies, they speak with great excitement about their collaborative efforts. They heap praise on the expertise of partners from other business units or functions and stress how lucky they are to be able to work with the collaborative team they’ve formed.

How does that happen? These two companies have developed their shared admiration for differing expertise organically. But if that’s not already the climate at your company, you can use communications strategies and tactics to sow the seeds of respect.

Build awareness of the work being done in other areas of the company — using whatever channels you have at your disposal. You can do this on your intranet, you can use an app, you can produce podcasts. You can publish a cultural magazine with articles that provide visibility for leading thinkers in the organization. You could even use digital signage for employee spotlights that highlight the work of various innovators.

By showcasing the talent in your company, you provide visibility into the wide range of expertise in your organization. When you can make celebrities of employees across a wide range of disciplines, you support a culture of respect. And a culture of respect helps create a work environment that fosters unexpected collaboration —  and that leads to innovation.

Interested in building a culture of innovation? Tribe can help.

 

Elizabeth Cogswell Baskin

Out of sight, out of mind: Helping remote employees connect with colleagues

It’s easy to forget about all those people out there in home offices. For those whose major interaction with colleagues in the corporate office is email and the occasional conference call, engagement may not be as high we’d like. By not being physically present, they miss out on a lot of relationship building that happens as a matter of course when people show up in the same place every day for work.

Here are three tips for helping this employee populations build their visibility:

  1. Put a face to a name: In the absence of in-person interaction, mere visibility can help. Just being able to visualize a face makes people feel more connected and familiar. Encourage profile pictures on the intranet, try an occasional video call, or even use FaceTime. (Millennial employees might be more comfortable with FT than those of us in their Boomer years.)
  2. Picture their environment: To help connect team members in a department that includes remote employees, or to introduce a new work-at-home employee, have people share a photo of their office or desk. Include everyone on the team, not just the remote folks. It’s always nice to be able to picture where someone is while you’re on the phone or emailing.
  3. Look for opportunities to meet face-to-face: In Tribe research with employees nationwide on cultivating collaboration, respondents told us that even meeting someone in person one time can help them feel more comfortable sharing ideas and working together. There may not be budget to have remote employees travel to corporate on a regular basis, but try to find a reason for them to do so once in awhile, and make sure they meet everyone they can on those visits.

Interested in engaging your remote employees? Tribe can help.

Elizabeth Cogswell Baskin

Creating a fantastic recruiting experience — even for candidates you won’t hire

The employee experience begins with the recruiting process. If you want employees to understand your culture and to appreciate the values of the company, to be inspired by the vision for growth and success and to feel excited about how their roles might contribute to that vision, it’s wise to begin that differentiation with the very first touch points. Some of those touch points are your employer brand, recruiting advertising, job fair materials and the career page of your website.

But the most important touch points, the human ones, will be created by the cultural realities of how people in your company treat other people. Especially the people they decide are not qualified job candidates.

In Tribe’s national study on hiring practices, 78 percent of respondents said they would discourage others from applying to a company that had treated them with a lack of courtesy during the hiring process. Are interviewees at your company left waiting in the lobby for their appointments? Do some of their interviewers turn out to be no shows? Or are they run through a marathon of interviews without anyone bothering to ask if they’d like a cup of coffee or a water or perhaps the rest room? If you treat people interviewing poorly, you can’t fault them for assuming that the company treats employees the same way.

But exercise a little common courtesy, and the company can create brand ambassadors from candidates you don’t hire. In the same Tribe study, an even larger number — 87 percent — said that if they were rejected for a job, yet had been treated with courtesy during the process, they would be likely to encourage others to apply to that company in the future.

Treating candidates with courtesy includes letting them know when the company decides to take a pass on hiring them. Candidates want to know the outcome of an interview, even if it’s bad news. It’s interesting – and disheartening – to see how often companies fail to send any further communication to those interviewees they reject.

In the Tribe study, respondents said things like:

“I realize companies get many applicants to positions, but it would be appreciated if they let those not selected for a position after an interview know, rather than leaving them hanging.”

“Contact people one way or the other, instead of just ignoring them.”

“Nothing’s worse than not hearing anything at all.”

If you’re hoping to create a great employee experience, extend your cultural reach to the hiring process itself. For the job candidates you do hire, those recruiting touch points are the first steps along their employee journeys. And for those you don’t hire, a positive recruiting experience can lead to those rejected candidates encouraging other talented candidates to consider your company.

Interested in improving your recruiting efforts or hiring communications? Tribe can help.

Jeff Smith

The Internal Brand Starts With The External Brand

Your external brand or consumer brand, lives in a competitive environment alongside thousands of other brands. In order to stand out among the competition, brands do their best to differentiate themselves from others while remaining consistent – same logo, same colors, same fonts.

Internal communications departments often use their external branding for emails, the intranet, digital signage, and the like. Internally, your communications aren’t seen in rotation with other brands. Your audience can tire of the same thing over and over because there are no other brands working in the space to break up that experience. Oversaturating your internal communications with your external brand will eventually make your efforts invisible to the workforce.

Leverage your internal brand to create a more engaging experience by developing an internal brand. By expanding and building upon your external brand, a unique branding will emerge that employees already recognize. Not only will a fresh and expansive internal brand renew their desire to be engaged with, but it also acts as a cue for them to know that those communications are meant for them only.

We suggest developing your internal brand by creating the following:

  • Employer brand rallying cry
  • Adding additional colors to the existing brand palette
  • Design motif for backgrounds and other uses
  • Building a library of original employee photography

The internal brand should be authentic, genuine, and support the external brand. A good internal brand can transform your internal communications and create a better experience for your employees.

Need help with an internal brand? Tribe can help.

Elizabeth Cogswell Baskin

The Leadership Bubble: Are Your Top Execs Just Talking to Themselves?

Sometimes the top leadership of a company can be something of a closed system. The C-level and management a layer below tend to spend their days rubbing elbows with each other rather than employees in the rest of the company. Without a strong effort to create channels of communication between top management and rank-and-file employees, there’s sometimes very little information flowing between the two.

Leadership often thinks employees know things they don’t. Important things for engagement and alignment, like their vision for the company, their strategic plans for growth, the values they want the company to use in doing business.

Towards the end of the Recession, we did some research on this topic with a limited sample of four or five large companies. First we spoke with leadership about their plans for handling the economic downturn and coming out stronger on the other end of it.

Without a single exception, leadership from every company said they had a clear vision. When we asked if they believed the employees were aware of and understood this vision, they said, yes, absolutely, we talk about it all the time.

Then we asked the same two questions of employees at each of those companies.What we heard from most of them were comments like: “I don’t think they have any idea how to get us through this;” “There’s no plan, not that I know of;” and “I don’t thing there’s a vision and it scares me.”

Why would leadership think employees know these things when they clearly do not? It’s because they themselves hear about the vision every day. They’re all sitting in the same meetings, seeing the same Powerpoints and having the same discussions. They know the vision, and they know how their department or division of the company is expected to contribute to that vision.

 In short, they’re talking to themselves. What’s needed is a strategic approach to communicating top management’s strategic direction and vision to people at all levels of the company.

They’re also not hearing the views of employees outside the C-Suite. If there’s little to no communciation direct from leadership to employees, then there’s probably not an established two-way communciation channel either. So corporate management is missing out on all that employees could tell them — from suggestions and innovations to complaints and concerns. Both are useful for improving the company in a myriad of ways large and small.

Interested in establishing communication channels between your C-level and the rest of the company? Tribe can help.

Elizabeth Cogswell Baskin

Why Is Compassion So Rarely Listed as a Corporate Value?

There’s a generic list of values we see over and over when companies articulate their culture. If I had a nickel for every time the words Integrity, Honesty or Respect showed up in corporate values, I’d have a whole bunch of nickels.

In the wake of Harvey, I keep thinking about the value of Compassion. I’ve watched with interest the huge disaster relief efforts of  H-E-B, the Texas-based supermarket. They provide concrete help in disaster areas. Sometimes that can be as simple as giving away bags of ice, but it also involves deploying their mobile kitchens to feed first responders and displaced storm victims, sometimes for days at a time.

How would the value of Compassion drive business? Some might say it’s too altruistic to be useful in a competitive marketplace. But in the case of H-E-B, customer loyalty is built over and over by these compassionate acts, offered when people are at their most vulnerable. That’s the kind of loyalty that will trump milk being priced a little lower at some other store.

Actually, compassion seems a logical strategy for building customer relationships. If companies were to include Compassion as a value, that might be the permission employees need to be kind  — to each other, to customers and to the community at large.

There’s been a lot of emphasis in recent years on running companies lean and mean. The economic downturn created the need for efficiency and cost-cutting and anything else businesses could do to remain competitive.

Compassion calls for the opposite of being competitive. It encourages the view that we’re all in this together, and that helping our neighbors is the way we’ll get through.

People buy from brands they trust. Treating people with compassion is a powerful means to gaining that trust. Maybe Compassion deserves a spot on that list of most-common corporate values.

Interested in evolving your corporate values? 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.