![Today’s Presenters Jason Anthoine, APR Senior Vice President, Employee Engagement MS&L Atlanta 404.870.6823 [email_address] Twitter: jasonanthoine Brian Burgess Vice President, Employee Engagement MS&L New York 212.468.3490 [email_address]](https://image.slidesharecdn.com/3-4-10eewebinarfinal-100304165556-phpapp01/75/MS-L-Five-Trends-in-Employee-Engagement-2-2048.jpg)
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MS&L Five Trends in Employee Engagement
The document discusses five key trends impacting employee engagement in 2010, highlighting the role of social media, the war for talent, the challenges of global markets, the importance of change management, and the influence of employees in word-of-mouth marketing. It emphasizes the need for effective communication strategies to foster understanding and acceptance of organizational changes while engaging employees as brand ambassadors. The report addresses the growing challenges companies face in maintaining employee engagement amidst evolving market dynamics and expectations.
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MS&L Five Trends in Employee Engagement
- 1. Preparing for theRising Tide: Five Trends Impacting Employee Engagement in 2010 March 4, 2010
- 2. Today’s Presenters JasonAnthoine, APR Senior Vice President, Employee Engagement MS&L Atlanta 404.870.6823 [email_address] Twitter: jasonanthoine Brian Burgess Vice President, Employee Engagement MS&L New York 212.468.3490 [email_address]
- 3. Our Approach toEmployee Engagement
- 4. MS&L Employee EngagementOverview MS&L is the flagship public relations agency in the Publicis Groupe communications network The MS&L global network consists of 54 MS&L offices in 28 countries, plus an extensive affiliate network in additional markets Centered in Atlanta and New York, MS&L’s North America Employee Engagement assignments also reach Toronto, Boston and San Francisco MS&L Employee Engagement More than 30 years of experience developing and delivering engaging internal and change communications programs that influence the minds, attitudes and behaviors of employees across many work environments Services: Strategic communications positioning and planning Highly effective engagement programs rooted in insight-guided strategy, creativity and smart execution Positioning and branding Award-winning creative services Training and education services Measurement MS&L Global Network
- 5. Engaging Employees AroundBusiness Brand Change Typical Assignments: Launch new brand position and brand identity to broad employee population Evolve brand position in order to sustain competitive advantage Reinforce to customer-facing employees the importance of consistent delivery on the brand promise Reigniting pride and confidence in the brand Internal product, service and program awareness and activation Cultivate brand ambassadors by increasing understanding of the brand position and delivery of the brand promise. Advocate the Brand Adopt Change Understand the Business Focus Typical Assignments: Organizational restructuring and reorganizations Mergers, acquisitions and divestitures Workforce reductions, off-shoring or outsourcing Business model, operational or cultural transformations Leadership transitions New markets, services, customers Shifts in competitive landscape Introduction of new technology that changes the way employees deliver services and perform job function Typical Assignments: Internal communications audits Vision, mission, values alignment Align employee job functions to business strategies Business and industry macro trends and competitive impact Leadership/manager communications Recruitment and retention strategies Benefits and compensation communications Reward and recognition programs Health and wellness communications Employee meetings: theme, logistics, video and presentation production, team building Execution Goal Foster awareness, understanding and acceptance of organizational change initiatives among internal audiences. Establish clear line of sight between employees’ jobs and the company’s business objectives by influencing employees’ attitudes and behaviors.
- 6. MS&L’s Employee EngagementDrivers Engagement Clear Line of Sight Acknowledgement Access to Information Participation 1. 2. 3. 4.
- 7. Communication Facilitates EngagementMoments of Clarity Relevant Content Activated Champions Modern Mix of Channels Compelling Conversations Employee
- 8. Five Trends ImpactingEmployee Engagement in 2010
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- 10. Trend #1: AContinuing Social Media Explosion Social media tools are impacting how companies communicate with their employees and vice versa Some have embraced the new channels, while others look on in disbelief Biggest impact areas for social media for the enterprise: Mobile: SMS, apps, video Social portals: Facebook-like communities Innovation: employee insights and ideas Training and development: on the go, on demand By the Numbers:* 85% of companies use Facebook, 77% use Twitter, 58% use LinkedIn and 49% use YouTube 61% say their organizations are “poor” (34%) or “very poor” (27%) at measuring ROI *eConsultancy, The Value of Social Media Report
- 11. Trend #1: AContinuing Social Media Explosion How You Can Prepare For and Manage Social Media Strategically* Are you ready? It’s more the social, less the media What’s the business purpose? Give up control and share Clarify roles, usage, do’s and don’ts Softly launch the tools, then let them grow ROE is more important than ROI *Source: Melcrum What’s the mood of your employees? Digital Mood Indicator
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- 13. Trend #2: TheWar for Talent With the recovering economy comes renewed interest by employees to see if the grass is greener somewhere else. Employees have endured months, even years, with no raises or advancement and have watched as their friends and co-workers were laid off. By the Numbers:* 56% of HR pros think involuntary turnover will rise this year 53% of employees are seeking better compensation and benefits 35% of employees are dissatisfied with potential career development 32% of employees said they were ready for a new experience *Survey: Society for Human Resource Management and Career.com, as cited on About.com Engagement Clear Line of Sight Acknowledgement Access to Information Participation 1. 2. 3. 4.
- 14. Trend #2: TheWar for Talent Challenge The financial crisis of 2008 and 2009 weighed heavily on employees’ morale, shareholders’ belief in the bank’s future and public sentiment. The bank needed to create hope and optimism for the future among employees and customers, and launch a journey called Citi Forward to create a new Citi where employees are proud to work and with whom customers love doing business. Actions Leader-Led Communications Strategy Outside-In Learning Use of Emotionally Compelling Video Collaborative Exercises that Applied Learning Manager and Employee Engagement Ongoing Engagement and Active Listening Results Following the leadership launch, 100% of leaders said they had a clear understanding of Citi Forward. 96% understood how to apply Citi Forward within their business group. 95% understood their role in the process. 91% felt equipped to carry Citi Forward to their groups. And 91% said their confidence in the future of Citi was stronger now than it was before the event. Spotlight: Engaging 34,000 Employees in Citi Forward
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- 16. Trend #3: MarketsWithout Borders As the global marketplace continues to shrink, more companies are realizing that they have broader issues to worry about: Different time zones Varying cultures Multiple languages Recruiting and employer branding Demographics shift Reputation management By the Numbers:* 6.7 billion world population 1.7 billion Internet users worldwide 1.9 million cellular phones sold worldwide…today *Source: Worldometers.info
- 17. Trend #3: MarketsWithout Borders We (Toyota) are a “step away from death” and “gasping for salvation.” Akio Toyoda
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- 19. Trend #4: ChangeManagement as Business as Usual Change management is the methodology that integrates change and the ability to adapt into an organization. It is an organized , systematic application of the knowledge , tools and resources of change that provides organizations with a key process to achieve their business strategy. So…what is change management communications? At MS&L, we define change management communications as the process for addressing the "people" side of change. It creates an engaged and “change-ready” culture. Through effective and well-managed communications process people understand, accept, adopt and deliver the desired behaviors necessary for a successful change initiative.
- 20. Trend #4: ChangeManagement as Business as Usual Managed communications during times of change build and protect reputation WHY change communications is important… It drives positive outcomes both internally and externally
- 21. Employees in WOMStrategy 5
- 22. Trend #5: Employeesin Word of Mouth Strategy Companies continue to look at how employees represent them both on and off the job. There are increasing expectations that they’ll be good ambassadors at every opportunity: Around the brand and customers Around corporate social responsibility and sustainability By the Numbers: Over 430 Zappos employees are on Twitter 90% of word-of-mouth marketing is offline 1,000,000+ McDonald’s employees are members of Station M
- 23. Trend #5: Employeesin Word of Mouth Strategy Spotlight: Engaging Employees to Deliver the Philips Promise Micro site for employees about Philips’ sponsorship at Sundance Film Festival. Featured online product demos, daily blog and reporter segments. Roving Reporter covered Philips events and brings “One Philips” to employees via streaming video on Xpress, Philips’ Intranet site. Experience organized by strategic area of focus, with products from all PDs intermixed to reinforce the One Philips platform. Outfitted “Simplicity Xpress” unit immersed in the Philips brand and visited 18 Philips work locations over a three month period. Activated managers using a guide book in advance so they could be the Simplicity Xpress “tour guide” for their teams. Vibrant web site, back-end sourcing and exciting creative sparked excitement and immediate engagement in the program. 1 2 3
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- 25. Preparing for theRising Tide: Five Trends Impacting Employee Engagement in 2010 Thank You for Attending!
Editor's Notes
- #2 Welcome Glad you could join us Exciting session planned today Hope you find it useful Presentation will be on SlideShare after webinar We’ll send you an email with a link to it I thought the photo was appropriate Shows a marina at low tide Boats are still there, no one has taken them out yet Waiting on the rising tide to come in and lift them up That’s what we’re doing as well. In low tide situation, waiting on rising tide to lift up our companies
- #3 Jason Your presenters today Jason introduces himself Brian introduces himself
- #4 Jason Before we get into the five trends, thought it would be helpful to provide a little background on our approach to EE
- #5 Jason MS&L is one of the largest communications firms in the country 54 offices worldwide, 14 of which are in NA 2500 employees Part of the Publicis Groupe of communications firms And we’re one of only a few to have a dedicated employee engagement practice More than 30 years experience in this specialty area Centered in Atlanta and New York Our goal is to inform, involve and inspire employees in support of the business
- #6 Jason We build our efforts around engaging employees in the business, the brand, and change It’s in these three areas where we see most of our client engagements You can see some of the typical assignments under each of these areas, most of which you’ve probably undertaken at some point in your career We provide both strategic support and arms & legs involvement to help our clients reach their goals and objectives
- #7 Brian If engagement is defined as getting employees to exert discretionary effort in support of the business, then these are the four engagement drivers as we see them Line of sight Employees can easily see where they fit and how what they do is important Acknowledgement Getting recognized and rewarded for displaying the right behaviors and being able to share in the company’s success Access to Information Being transparent and providing the facts, using straight talk Having a good relationship between the manager and the employee Participation Actively involved in decision making Encouraged to share ideas and to provide input
- #8 Brian Good communication is like the grease in the engagement wheel that makes it easy to turn We believe it facilitates engagement Good communication involves: Moments of clarity: insight and crystal clear vision Relevant content: less about bowling scores and birthdays and more about business strategy and objectives Activated champions: equipping frontline leaders with tools and messages that speak to their employees Modern mix of channels: having a good balance of high-touch and high-tech, both push and pull, channels Compelling conversations: telling a story and having it resonate at the employee level, increasing the odds it will be retold and relayed to others inside and outside the company
- #9 Jason Now that we’ve level set on some of the foundations of employee engagement, let’s take a look at a few trends we’re seeing that will be important as the economy makes a slow but steady return
- #10 Jason
- #11 Jason: SAS, a leader in business analytics software and services, with over 11,000 employees and 400 offices globally, delivers zero print communications. They’ve established their intranet as the communications hub and link. Source: Becky Graebe, Internal Communications Manager Terry McKenzie, the Global Employee Communications Director for Sun Microsystems says “social media is not going away. It’s not IF you’re going to allow it, but HOW you’re going to manage it.” The Smart Phone Factor In 2009 18.9% of the population had smart phones. In 2010, it’s expected that 49.2% of the population will have smart phones.
- #12 Jason does the red box Brian does the digital mood indicator
- #13 Brian
- #14 Brian
- #15 Brian Leader-Led Communications Strategy. Immersed the CEO’s top 12 direct reports and top 100 leaders of the organization in Citi Forward. They were introduced to Citi’s differentiating strategy of customer centricity, its “sweet spot” customer segment called Generations Forward, an attitudinal approach to traditional demographics, Citi’s strategic path forward and a new set of values. Outside-In Learning. To immerse leaders in Citi’s new definition of customer centricity, experts from the Disney Institute, Hewlett-Packard and Pandora presented and fielded questions from leaders on how their companies have successfully placed customers in the center of everything they do. IDEO customer experience design expert also inspired leaders to put themselves in the shoes of customers. Use of Emotionally Compelling Video. To bring to life key concepts and content of Citi Forward, videos were produced to communicate the need for change, dimensionalize Generations Forward, and put the face of Citi employees on the concept of SHINE (simple, human, inspiring, new and enriching). Collaborative Exercises that Applied Learning. In two sessions, leaders applied what they learned about Generations Forward and how to engage their organizations in Citi Forwarrd. In the first, leaders were teamed up with Publicis creative directors and Xplane visual illustrators to tackle a marketing brief and produce a short video designed to appeal to the customer. Next, Xplane partnered with Citi’s leadership development team to visually illustrate barriers and opportunities to the successful execution of Citi Forward. Manager and Employee Engagement. Leaders led three subsequent meetings with 3,200 managers to introduce Citi Forward, create a change-ready culture (change management curriculum), and Lead the Way to a New Citi (team action planning and manager preparation). In January 2010, the 3,200 managers will introduced more than 30,000 frontline employees to Citi Forward in a 90-minute session. Ongoing Engagement and Active Listening. To sustain momentum and deliver the promise that leadership values the input and ideas of employees, an interactive Web 2.0 site was developed, and an ideation brainstorm tool enabled to allow employees to speak their mind in a live “jam session” setting. Results Following the leadership launch, 100% of leaders said they had a clear understanding of Citi Forward. 96% understood how to apply Citi Forward within their business group. 95% understood their role in the process. 91% felt equipped to carry Citi Forward to their groups. And 91% said their confidence in the future of Citi was stronger now than it was before the event. More results to come in Nov./Dec., and into 2010.
- #16 Jason
- #17 Jason Markets without borders Companies looking at globalization more seriously to be competitive not just survive Global infrastructure in place to support local and regional autonomy to better manage relationships and value chain Operational impact and how decisions are made Clear line of sight is required Ecommerce is beyond borders New competitors in other markets have an impact on your operations Lift the visor and see the bigger picture to understand the change Benefits at the local level and their role in delivering it Mission has to be communicated in context of business strategy and behavior Companies that do that on regular basis are likely to have employees who are more aligned
- #18 Jason
- #19 Brian
- #20 Brian
- #21 Brian Preparing employees for change Constant state of change How to grapple with that as internal comms pros Change management principles in our daily work Change management is now business as usual
- #22 Jason
- #23 Jason Some of the best examples of empowering employees to be your company’s brand ambassadors were seen at last week’s Ragan/PRSA Social Media Conference at The Coca-Cola Company headquarters Employees at Coca-Cola North America are given specific ways to be brand ambassadors. Taken from the wall of their corporate office, a few of the “Top 10 Things You can do to help our company succeed:” “ Buy our product” “ Encourage friends and family to buy our product” “ Report out of stock situations” An internal video asks employees to straighten the Coke products in the grocery store aisle if necessary It also asks that they bypass getting a Pepsi at a restaurant that doesn’t serve Coke products. Instead, it asks that employees ask the manager to connect with them as they would like to earn their business
- #24 Brian Philips example
- #25 Jason, Brian to field questions
- #26 Jason Thank you for attending Presentation will be on SlideShare after webinar We’ll send you an email with a link to it Hope you found the information helpful We appreciate your comments and feedback