華信惠悅員工溝通和激勵

TheBusinessCaseforEmployeeCommunication&Engagement-KevinEmpeyWATSONWYATT-IanMooreA&LGoodbody第一頁，共62頁。TocoverthiseveningBriefupdateanddiscussionontheInformationandConsultationDirectivePresentsomerecentresearchonthelinkbetweeneffectivecommunicationsandbusinessperformanceLookatapossibleframeworkforassessinganddevelopingyourcommunicationsstrategyDiscussthebusinesscaseforemployeeengagementasacriticalpartofthecommunicationsmix第二頁，共62頁。Afewkeyquestions…..Towhatextentdoyouremployeesunderstandthecompany’sobjectivesandtheirownroleinhelpingtoachievethem?Howmuchdotheyunderstandaboutthenecessityforchangeandwhatthechangesarelikelytomeantothem?DoestheorganisationreallyknowwhatmessagesareactuallygettingthroughandwhatemployeesreallycareaboutHowalignedareyourkeymessageswitheverydaypeopleprocesses第三頁，共62頁。TypicalobjectivesofeffectivecommunicationsHelpingemployeesunderstandthebusinessProvidingemployeeswithfinancialinformationandobjectivesinordertoengagetheminthebusinessExhibitingstrongleadershipbymanagementduringorganisationalchangeAligningemployees’actionswithcustomerneedsEducatingemployeesaboutorganisationalcultureandvaluesExplainingandpromotingnewprogrammesandpoliciesIntegratingnewemployeesintotheorganisationProvidingemployeeswithinformationonthevalueandrationaleoftheirtotalrewardsprogramme第四頁，共62頁。ThemessagesmaybeclearbuttherearealotofthingsthatcangetinthewayRewardStrategyGrapevinePerformanceManagementCultureLineManagementBehaviourXY,Z..?E-mail!!第五頁，共62頁。RewardStrategyGrapevinePerformanceManagementCultureLineManagementXX!Ideally….第六頁，共62頁。InvolveEngageClarifyInformUnderstanding“inourminds〞Acceptance“inourhearts〞CommunicateWhat,Why,Who,How…

ThecommunicationspectrumCommitment“inourwork〞Awareness“inoureyes〞IndividualbehaviorFace-to-facecommunicationsPolicydecisions/rulesPersonnelchoicesBusinessstrategiesBulletinboardsMemosNewslettersIntranet/InternetBrochuresE-mail/Videos第七頁，共62頁。TheInformationandConsultationDirective第八頁，共62頁。InformationandConsultationDirectiveOurExperienceTransferofbusinessesCollectiveredundanciesEuropeanworkscouncils(EWC)InformationandConsultationDirective第九頁，共62頁。ImpactoftheDirectiveSomelatitudeTranspositiondate:23March2005-150employees23March2007-100to150employees23March-50employeesInformationandConsultationDirective第十頁，共62頁。WhatistheDirectiveseekingtoachieve?StrengtheningdialoguePromotingmutualtrustImproving“riskanticipation〞GreaterflexibilityintheworkplaceImprovedemployeeaccesstotrainingInformationandConsultationDirective第十一頁，共62頁。WhatistheDirectiveseekingtoachieve?EmployeeawarenessofneedtoadaptPromotionofemployeeinvolvementinfutureofbusinessEnhancedinformationflowAssistinganticipatorymeasuresInformationandConsultationDirective第十二頁，共62頁。Whatinformation?RecentandprobabledevelopmentofundertakingSituation,structure,probablydevelopmentofemploymentAnyanticipatorymattersParticularlywherethreattoemploymentDecisionslikelytoleadtosubstantialchangesinworkorganisationsorcontractualrelations.InformationandConsultationDirective第十三頁，共62頁。TheDirectiveappliesto:UndertakingsPublic/privateCarryingoutaneconomicactivityLocatedinamemberstateEmployingatleast50employeesInformationandConsultationDirective第十四頁，共62頁。TheDirectiveappliesto:EstablishmentsUnitofbusinessWithinmemberstateEngagedineconomicactivityEmploying20employeesInformationandConsultationDirective第十五頁，共62頁。TheDirectiveappliesto:InformationDataSufficienttoenable“representatives〞acquaintthemselvesConsultationExchangeofviewsInformationandConsultationDirective第十六頁，共62頁。TheDirectiveappliesto:Employeerepresentatives/employersAtrelevantlevelofmanagement“Withaviewtoreachinganagreement〞InformationandConsultationDirective第十七頁，共62頁。TheDirectiveappliesto:ConfidentialityProtectedInformationnottobereleasedwithoutauthorityOthersalsoboundbyobligationofconfidentialityInformationandConsultationDirective第十八頁，共62頁。GovernmentConsultationPaperDirectivepermitsmanagement/labourdeterminetheirownarrangementsGovernmentexpectsemployerstoavailofthisvoluntaryapproachLegislationistobethefall-backExistingarrangementsmayneedtobeupdatedtocomplyInformationandConsultationDirective第十九頁，共62頁。Whatformalitiesarelikely?Iscurrentprocedure“effective〞?Docurrentarrangementsapplytoentireworkforce?Iscurrentagreementinwriting?Isthereevidencethatemployeeswanttocontinuepresentarrangement?InformationandConsultationDirective第二十頁，共62頁。

“Canweachieveeffectivecommunications,businessreturnandcompliance..〞

Theresearchbaseforwhyeffectivecommunicationsisgoodbusinesspractice

第二十一頁，共62頁。WatsonWyattresearchonpeoplepractices–e.g.HCI2002HumanCapitalPracticesEmployeeSatisfactionExternalServiceValueCustomerSatisfactionCustomerLoyaltyRevenueGrowthImprovedcompanyperformanceEmployeeRetentionEmployeeProductivitySource:Adaptedfrom“PuttingtheService-ProfitChaintoWork,〞Heskett,etal,–HarvardBusinessReview,March-April,1994.IndependentfinancialdatafromStandard&PoorsandDatastream,forthesecompaniesDataonHRpoliciesandpracticesfromsurveyofVPsofHRof600+leadingEuropeancompaniesCorrelations第二十二頁，共62頁。Insummary…PeoplemanagementEmployeeengagementBusinessKPIsBusinessPerformanceEmployeeoutcomes第二十三頁，共62頁。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)第二十四頁，共62頁。Communicationsintegrity第二十五頁，共62頁。CommunicationsResearch2003

-Thebottomline “Communicationisnolongera“soft〞function.Itdrivesbusinessperformanceandisakeycontributortoorganisationalsuccess〞WatsonWyatt’s“CommunicationROI〞Survey2003第二十六頁，共62頁。CommunicationsResearch2003-HeadlinesCompanieswiththehighestlevelsofeffectivecommunicationexperienceda26%totalreturntoshareholderscomparedwith-15%experiencedbyfirmsthatcommunicateleasteffectivelyOrganisationsthatcommunicateeffectivelyweremorelikelytoreportloweremployeeturnoverrates(20%less)Differentelementsofeffectivecommunicationsaffectvaluetodifferentdegrees第二十七頁，共62頁。DRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILISESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYElements(clusters)ofeffectivecommunicationpractice第二十八頁，共62頁。EFFECTIVECOMMUNICATIONDRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILIZESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYBEHAVIORALSTRATEGICFOUNDATIONTheresearchpointedtoaHierarchyofeffectivecommunicationAwarenessActionUnderstandingCommitmentAcceptance第二十九頁，共62頁。Theresearchalsoestimatedtherelativeeffectofchangetomarketvalue第三十頁，共62頁。EFFECTIVECOMMUNICATIONDRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILIZESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYBEHAVIORALSTRATEGICFOUNDATIONAwarenessActionUnderstandingCommitmentAcceptanceCorepillarsoftheInformation&ConsultationDirectiveAframeworkforlookingat“compliant〞communications?第三十一頁，共62頁。Connectstothebusinessstrategy第三十二頁，共62頁。Createsemployeelineofsight第三十三頁，共62頁。Facilitateschange第三十四頁，共62頁。EFFECTIVECOMMUNICATIONDRIVES

SUPERVISORY/

MANAGERIAL

BEHAVIORCREATES

EMPLOYEE

LINEOF

SIGHTFACILITATES

CHANGEFOCUSESON

CONTINUOUS

IMPROVEMENTCONNECTS

TOTHE

BUSINESS

STRATEGYFOLLOWSA

FORMALPROCESSUTILIZESEMPLOYEEFEEDBACKINTEGRATESTOTALREWARDSLEVERAGES

TECHNOLOGYBEHAVIORALSTRATEGICFOUNDATIONLet’slookatsomepracticalexamples….AwarenessActionUnderstandingCommitmentAcceptance第三十五頁，共62頁。Followaformal

communicationsprocess第三十六頁，共62頁。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第三十七頁，共62頁。Communicationstrategydevelopmentframework1.

Visionandobjectivesforcompany&project

9.Measure

and

improve7.Messages5.Rolesandresponsibilities4.Stakeholdermapping6.Timetable/

keymilestones8.Commtools,channelsandactivities3.Commu-nicationgoalsandguidingprinciples2.

EmployeemindsetandbehaviourchangesneededAlignmentofprocessestosupportbehaviourchanges

Casestudy第三十八頁，共62頁。

Knowingwhereyouareisagoodplacetostart-thecommunicationsauditAcommunicationauditexplores:OrganisationalgoalsandphilosophyAudienceperceptionofgoalsandobjectivesTheclimateforcommunicationAssessmentoftheInformal/formalstructureoforganisationalcommunicationInformationneedsofvariousaudiencesUp,downandacrosscommunicationchannels第三十九頁，共62頁。CommunicationsAudit

-QuestionnairesmighthelptogatherkeydataQuestionnaireYesNoCommunicationPolicyDoesyourorganizationhaveawrittenpolicyforinternalcommunication?Aretheobjectivesofthepolicyclearlystated?Isthepolicyalignedwiththeorganization’s:mission/vision/values?businessgoalsandobjectives?Doallcommunicationactivitieswithintheorganizationconformtothepolicy?Doesthepolicyprovideforbothupwardanddownwardcommunication?Doesthepolicyidentifywhoisresponsibleforoveralladministrationofthepolicy?Isthepolicyperiodicallyreviewedtoensureitsupportsyourorganization’sgoalsandbusinessobjectives?Isthepolicypublishedanddistributedtoallemployees?Isthereaperiodicevaluationoftheeffectivenessofthepolicy?Casestudy第四十頁，共62頁。RoleofMiddleManagementYesNoDosupervisorsunderstandtheirresponsibilityformaintainingbothupwardanddownwardcommunication?Aresupervisorstrainedtoeffectivelyandaccuratelydeliverinformationtoemployeesandanswerquestions?Aresupervisorsgivenadvanceinformationaboutyourorganization’splans,progressandotherimportantnews?Dosupervisorsunderstandtheproceduresforkeepingmanagementinformedaboutemployeeattitudes,moraleandrumors?DosupervisorsandtheHumanResourcesDepartmenthaveaclearunderstandingoftheirrolesinprovidinginformationtonewhires?Dosupervisorshaveachecklistofinformationtobecoveredwithnewhires?Arethereregularupper/middlemanagementmeetings?Doestheorganizationsolicitmanagers’ideasforimprovement?Doesyourorganizationhaveasupervisors’referencemanualthataddressesemploymentissues?Doesyourorganizationhaveapoliciesandproceduresmanualthatisavailabletoallsupervisors?Arethesupervisors’andpoliciesandproceduresmanualskeptuptodate?SomespecificquestionsontheroleofmanagementCasestudy第四十一頁，共62頁。BusinessAlignment

Check 1=VeryHighValue 2=HighValue 3=Average 4=LowValue 5=VeryLowValueBusinessObjectivesMediaResponsibilityPurposeDistributionFrequencyTypeofInformationAttendanceIntendedvaluetobusiness(1-5)Perceivedvaluetobusiness(1-5)Casestudy第四十二頁，共62頁。2.Integratetotalrewards第四十三頁，共62頁。PerformancemanagementRecognitionDevelopmentCareerOpportunitiesCultureandValuesStrongLeadershipEmployerBrandPhysicalEnvironmentTheEmployee"Deal"AGreatPlacetoWorkMyCareer&DevelopmentPensionsprovisionInsurancecoverNoncashrecognitionMyBenefitsWorkchallengeContributionFeedbackIndependenceMyJobCommunicatingthe“EmployerBrand〞orEmployeeDealMarketCompetitiveSalaryPerformanceBonusLongertermincentivesOtherMyPay第四十四頁，共62頁。Aligningcommunications,payandperformancePERFORMANCEVISION/MISSION

COREBELIEFSDESIREDCULTURESTRATEGIC

OBJECTIVESREWARDPLANS第四十五頁，共62頁。WhatandhowtocommunicateTeamandIndividualCompetenciesCorporateStrategyStrategicObjectivesCoreCapabilitiesBusinessMeasures(Financial,Operating,Customer,People)CorePerformanceCompetencies(BusinessKnowledge,FunctionalSkills,Value-AddedBehaviors)TeamandIndividualMeasuresKeyPerformanceFactors“THEWHAT〞“THEHOW〞第四十六頁，共62頁。RewardCommunications

-TypicalEmployeeissuesAnemotivesubject…Wanttoknow:WhatdoIget(orcanIget)?Howmuchisitworth?WhendoIgetit?WhatdoIneedtodotogetit?LowawarenessofrewardcomponentsandavailablebenefitsLackofunderstandingof:rewardvaluemarketcompetitivenesswhateachelementisactuallyrewardinglinkstoperformanceMaybeunhappyaboutegamounts,eligibility,equality,rangeofbenefitsCommunicatingreward第四十七頁，共62頁。CommoncommunicationmistakesManagersunwillingorunabletoprovideone-to-onecommunicationonrewardandperformanceWrittencommunicationfocusesonhowtheelementswork,not‘whatdoesitmeantome?’Over-detailedandconfusingRewardelementscommunicatedseparately,withnocontextprovidedandnocommonbrandingNotgivingallthefactsandrationaleforrewardpolicyNoopportunityforinvolvementandfeedbackWrongmedia–mustmeettheneedsofeachparticularaudienceCommunicatingreward第四十八頁，共62頁。Increaseemployees'understandingofthevalueoftheirtotalrewardpackageEnsurethatemployeesunderstandwhateachelementofrewardisforandwhattheyneedtodotogetitProvideopportunitiesformanagersandemployeestoinfluencerewarddesign,processesandcommunicationEquipmanagerswithsimpletoolstoenablethemtomanagerewardandperformanceprocessesfairly,efficientlyandaccuratelyEnsurethatmanagershavetheskillsandconfidencetomakeandexplainreward/performancedecisions–egdealingwithpoorperformanceAgreeclearobjectivesanddesiredmessagesforeachaudience…第四十九頁，共62頁。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第五十頁，共62頁。ExampleofarewardcommunicationsplanWorkshops/presentationsto

employeesIndividualletters+infobooklet

distributedInform,clarifyHR/ManagerTrainingsessionPositioningManagersbriefingpaper

followedbyemployee

announcementOnetoonefor

employeeswith

managersEngageHelplineand/orchampionsMeasuresuccess

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

invitation/positioningpieceAchieveFormalorinformalfeedbackfrommanagersandemployeesCommunicatingreward第五十一頁，共62頁。BrandingandgraphicdesignAbrandandgraphicidentitycanhelptoensure:Recognition:

createauniqueidentity,promoteawarenessofcommonmessagesandthemes,enableeaseofreferenceanddifferentiation,buildahistory,andensurecontinuityTrust:establishthedefinitivesourceofaccurate,consistentandhonestinformationonthechangestoreward;buildastronganddistinctivereputationAstatementofquality:TheCompanyexpectsitspeopletoproducehighqualitywork,andinreturn,employeesexpectthesamequality,bothintermsoftherewardstructureitselfandthecommunicationmaterialissuedCommunicatingreward第五十二頁，共62頁。Employeescannotvaluesomethingtheydon’tknowabout第五十三頁，共62頁。3.Utiliseemployeefeedback

..areyoulisteningtoyourpeople?第五十四頁，共62頁。WhyEmployeeEngagementPeoplemanagementEmployeeengagementBusinessKPIsBusinessPerformanceEmployeeoutcomesEmployeeresearch:attitudesurvey,cultureassessment,focusgroups,etcEmployeeindices:commitment,alignment,etcIdentifycorrelationsbetweenemployeeindices,