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.

 

How Employee Experience Can Help Increase Employee Engagement

Employee experience is getting a lot of attention in the internal communications world lately. One reason may be that we continue to see studies indicating lower employee engagement, which means less motivated employees, lower retention rates and poor company performance. Companies are struggling for an answer and don’t know where to turn to next.

Looking at the employee experience can provide a fresh perspective. The term goes beyond employer brand and the employment life cycle to encompass all aspects of employees’ work lives. When organizations are able to step back and view employee experience as a whole, and to go beyond the basics to see a bigger picture, it can help frame internal communications in a new way.

As the competition for top talent increases, ping pong tables and free lunches may not be enough to attract and retain employees. Associates no longer want just office perks, they’re looking for development, training and technology that keep them growing in their careers. They appreciate companies providing support in terms of wellness programs, financial planning and volunteer opportunities. When organizations start to focus on all aspects of an associates employment, it CAN lead to more genuine, improved engagement that will be sustainable over longer periods of time.

Need help improving your employee experience? Tribe can help.

 

Elizabeth Cogswell Baskin

Will Direct Mail Work On Millennials? The USPS Says So

The USPS is making a marketing push to convince advertisers that Millennials will respond to direct mail. Will they?

The first voice I hear in my head, in response to that question, is our son’s. He is very quick to point out that you can’t make gross generalizations about an entire generation and that people, regardless of their generation, must be seen as individuals. I’ve heard Millennial employees say the same.

Yeah, yeah, of course. But still, the world that surrounds any generation during their growing up and early adult years will have an impact on forming them as individuals. Boomers didn’t grow up with iPhones — or even the internet. Millennials are different in their experiences of communication.

The second voice I hear is that of my inner creative director. Too often, in my opinion, communicators embrace or eliminate a channel based on past success or the lack thereof. But you can’t dismiss television advertising as ineffective if you’ve only run bad TV spots. You can’t assume an employee magazine won’t work in your company if the ones you’ve done before were poorly written and badly designed.

It’s a matter of content. If you do beautifully designed and smartly written direct mail that engages Millennials on a topic that’s relevant to them, then sure, direct mail could be an excellent channel.

However, Millennials as a group tend to have an ability to sniff out anything inauthentic. For instance, our high-school junior (same son) has been getting a flood of direct mail from colleges in the past year or so. It took him about five minutes to figure out that the same direct mail agency was writing most of them, with similar schticks repeated for college after college.

Now even the direct mail from Harvard and Stanford lies unopened on the kitchen counter. The good news, for the post office,  perhaps, is that he doesn’t click on a lot of their digital ads either. He reads a lot online about the colleges he’s interested in, but seems to skip anything he views as marketing.

When he was about four, he was gazing out the window on a car trip and remarked, “Outdoor advertising doesn’t work for me.” (Yes, he said outdoor advertising instead of billboards because he’s the child of ad people.) I asked him why not and he shrugged. “I can’t read,” he said.

Interested in improving the content in your communication channels? Tribe can help.

 

Elizabeth Cogswell Baskin

Using Guided Meditation and Visualization to Define a Brand Promise

Do you build a culture that will support your brand promise? Or do you base the promise on what your culture already delivers? In the case of a flooring manufacturer that Tribe worked with, the brand promise grew out of employee focus groups on what made their company different from any of their competitors.

When I say focus groups, what I really mean is guided visualizations. We met with employees in two manufacturing facilities and at corporate headquarters, holding several sessions in each location.

At each session, we began with a group meditation.
The goal was to get participants to let go of linear, logical thinking and promote a more creative, imaginative state. From the CEO to sales reps to forklift operators, we found a surprising willingness to play along with this somewhat unusual format.

When employees had reached a meditative state, we began the guided visualization.
We explained we were taking them on a symbolic journey and asked them to imagine the company as a fairy tale character, a handsome prince setting out to seek his fortune. As we told the story of this handsome prince, we stopped at key points and asked participants to open their eyes just enough to scribble an answer to a question we posed, and then return to their relaxed state.

For instance, when the prince came upon a dragon, we asked them what the dragon represented. When he slayed the dragon with his sword, we asked what the sword stood for. When he rode home to victorious to his village, we asked them to listen to what the townspeople were saying about them.

We asked them to complete the following sentence:
The story of this prince was told generation after generation, and the moral of the story is that the prince was successful because he _______.

The answers were interesting in their consistency. In a large majority of the responses, the moral was some version of “he does the right thing” or “he stands for what’s right.”

And in fact, the history of the company reflected this. In conversations after the visualization, employees often pointed to two situations in the company’s history where they felt the company had done the right thing. One was when a fire destroyed the company’s only factory early on. Rather than have so many employees go without paychecks white the factory was rebuilt, the company put employees to work on the construction so they could continue earning a living.

Another was when the company had to recall a product that had required a tremendous investment and new manufacturing machinery.
When the product was found to be defective, the company offered every customer a free replacement floor from their other product lines.

In their own jobs, employees said they felt the responsibility of doing what’s right. We heard similar statements across geography (three states) and function (operations, manufacturing, sales, support, residential and commercial). That’s what they felt differentiated them from their competitors.

The brand promise became Stand On Something Better. The consumer magazine and television campaign was built around the question “What do you stand on?” with consumers offering many answers to what they believe in, from social issues to personal ones. A cause marketing initiative awarded the Stand on a Better World prize to women making a difference in charitable organizations locally and globally. Employees spontaneously launched their own Stand on a Better World fundraisers, hosting bakes sales and carwashes to raise money for college scholarships for local students.

The brand promise resonated with employees. It became something that permeated every aspect of the company because it already was indigenous to the company. That makes it much more likely that employees will be aligned with delivering the intended brand experience. When the brand promise reinforces what employees already believe about the company, it’s second nature to uphold that promise.

Interested in developing an employee brand that delivers on the brand promise? Tribe can help.

Elizabeth Cogswell Baskin

Is it the channel that’s not working — or the content you’re pushing through it?

Before you decide that employees don’t ever open emails, read the monthly newsletter or pay attention to digital signage, take a good hard look at your content. If you compare the caliber of design, writing and messaging to the brand communications your company does for consumers, how does it stack up?

Emails continue to rank highly as a preferred method of communications in most of the employee surveys we’ve been involved in. Yet actual open rates are often quite low. Maybe what employees mean is that they like the channel of email but are not inclined to open things that look like junk mail.

The same notion applies to newsletters and employee magazines. Whether digital or printed, these publications can be highly visual and engaging. They can be an excellent way to keep employees in the loop; to share leadership views on the vision, values and important business developments; and to make heroes of the employees by featuring them in articles. But if it looks boring and sounds boring, chances are employees will take a pass.

Digital signage can be an incredibly useful touchpoint, because it takes so little effort on the part of employees. As they’re waiting for the elevator or walking to a meeting, they can absorb quick messages ranging from company vision and financial updates to wellness and HR housekeeping issues. We’re seeing these monitors in more and more companies, but they’re not always used as well as they could be.

Channels are merely vessels; it’s what you fill them with that matters most. This applies to all channels, whether they’re the newest technology or a poster in the break room.

Employees deserve the same caliber of communications as your customers. If they’re not engaging with one or more of your internal communications channels, don’t assume it’s the channel that’s not working. Maybe all you need is better content.

Interested in improving your content? Tribe can help.

Elizabeth Cogswell Baskin

Thread the vision and values through all your internal communications

Communicating the company vision is one of the most important roles of internal communications. We often recommend a vision and values book and/or a vision and values event to put a stake in the ground to launch or reinforce these cultural underpinnings.

But that’s only the beginning. Just because you’ve told employees once, doesn’t mean the job is done. In fact, the job of communicating the vision and values is never done. To truly embed those things in an organization, to have employees internalize them so that they use the vision and values as guidance for the actions they take and decisions they make in their day-to-day work, will require an ongoing effort.

It also requires using more than one channel. Or even more than one facet of each channel. The goal is to thread the vision and values through everything you do.

We recommend a simultaneous top and bottom approach.
Look for channels for leadership to communicate these topics in an authentic way. That might be through video, magazine articles, intranet updates, town halls and/or any other available channel.

At the same time, find ways to showcase employees using the vision and values. That could be through a recognition program. It could be employee spotlights on the intranet or in your employee publication. It might be digital signage, video, blogs, social media or any other channel at your disposal.

You can also look for ways to tie topics back to the vision and values. When you’re communicating news about the volunteer program, frame it with one of the corporate values such as teamwork or community. When you introduce a massive IT overhaul, maybe you can link it to the value of innovation or efficiency. In an article on two different manufacturing plants working together to revamp the order system, point to the value of collaboration.

We often calendarize the stream of communications to reflect the vision and values. Each issue of a quarterly magazine, or each video in a monthly series, for instance, might be themed with one element of that messaging. Not only does this help thread the vision and values through multiple channels over a quarter or a year, it also allows for a closer look at one element at a time and drives more interesting content.

Interested in incorporating the vision and values into more of your communications?
Tribe can help.

3 Ways to Build Your Employer Brand With Job Candidates

The impression you give during the application and interview process can have a significant impact your company’s employer brand. It’s easy to assume the task of making a positive mark falls in the interviewee’s court. However, displaying attentiveness and grace throughout this process can help attract the best and brightest potential employees. Below are three tips on how to amaze prospective job candidates and compel them to work for your company.

  1. Be thoughtful. No one likes to think they’ve wasted their time when applying for a job. From the research of the company to the cover letter to the resume, a job application is no easy task. Keeping this in mind, a simple courtesy like alerting the job candidate in a timely manner if you have to reschedule can make a decisive impact on your company’s employer brand.
  1. Make them feel comfortable. Pointblank: interviews are scary. Even if the jobseeker is a highly-qualified professional with years of experience, interviewing could easily turn them into a jumble of nerves. Show you care by making an effort to make them comfortable. Offering a coffee or a cold drink when they arrive, or giving a few minutes to use the restroom between multiple interviewers can help candidates feel relaxed and ready to put their best best foot forward.
  1. Take the time to say no. While it’s natural to focus on the candidate is offered the job, don’t forget to reach out to those who weren’t. Showing attentiveness to each and every interviewee can make positive waves on your company’s employer brand. In Tribe’s research with jobseekers regarding the hiring process, 87 percent of respondents said that in situations where they were not hired, but had a positive experience such as very personal or courteous treatment, they would be “likely to encourage others to apply to that company in the future.”

Interested in improving your recruitment culture? Tribe can help.

Elizabeth Cogswell Baskin

Measurement is great — but how are you using the results?

Are you tracking metrics on your internal communications? If you know what employees are clicking on, what they’re opening and how much time they’re spending there, that’s fantastic.

Now, how are you using that information? Being able to track long-term results over time is interesting, and can be helpful when you’re planning your communications strategy for next year.

But one of the best reasons to watch these metrics is to tweak what you’re doing as you go. It allows you to try smaller shifts and see how employees respond.

For example, we once launched a CEO Q&A feature in an employee publication.
Employees weren’t clicking on it very much. Rather than jumping to the conclusion that employees just weren’t interested in what leadership had to say about the business, we tried exploring the same topics in video. We also included other members of the leadership team, so that employees could see and hear not just the CEO but other top executives as well. Viewership was much higher than readership of the article had been.

For the holiday edition, we tried a blooper reel. It was the most watched video of the year. Now we’re experimenting with adding a few outtakes at the end of each video. So employees who watch the entire leadership video on a serious topic — like a recent acquisition or why a customer-centric approach is important to the business — are rewarded with a handful of funny bits at the end.

Sometimes people seem to view measurement as a pass-fail equation. Yes, it can show what’s succeeding and what isn’t. But communication is fluid and multi-factorial, and measurement allows us to fiddle with the dials before making a final call on whether something’s working or not.

Interested in using measurement to tweak your communications? Tribe can help.

Elizabeth Cogswell Baskin

Nature Abhors a Vacuum: 3 Reasons Companies Fail at Communicating Organizational Change

Aristotle, portray,the philosopherWhat happens when a company undergoes major change and doesn’t communicate with employees? Aristotle may not have had internal communications in mind when he made his comment about a natural void being instantaneously filled, but the concept still applies. When management doesn’t explain the change, the information vacuum is filled by what employees speculate is happening.

The rumors are often worse than the reality. So why is this communications failure so common? What’s stopping companies from keeping employees in the loop?

Here are three possible reasons:

  1. Timing: When something major is going down, it often happens quickly. If both leadership and communications people have to scramble to decide if and what and how to tell employees, days or even weeks can pass before the communication goes out. In an ideal world, informing employees would be considered well before the change and would be part of the plan for rolling out that change.
  1. Consensus: In many large companies, the layers of approval can slow things down significantly. Making revisions to the communication after each person weighs in is not efficient. Often, one person’s revisions will undo the revisions of the one before. One solution to this is to gather everyone who needs to approve the messaging in one room at one time to hash it out. If people disagree on points, hash it out then and there to reach final approval of your communications.
  1. Denial: Unfortunately, this one is real. Top leadership will sometimes convince themselves that employees are not the least bit concerned about whatever change is underfoot. This situation is exacerbated by the insular environment of most C-suites. They’re not hearing employee concerns about the change, so they assume/hope there aren’t any. 

Of course, in reality, employees are filling the void themselves. Often with the worst things they can possibly imagine. Remind your leadership team that employees are talking about the situation, even if they’re not privy to those conversations. They can either contribute facts or let that vacuum be filled by the rumor mill.

Want to communicate change more effectively to your employees? Tribe can help.