July 28, 2009

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Getting Employees to Participate in the Conversation In Marketing 101, every marketer learns the four “Ps”: Product, Price, Place and Promotion. And they learn how putting together the right combination of these can yield optimum sales results. Recently, I read an article about how marketers can better engage customers using a fifth “P”: Participation. The idea is that customers who participate in dialog with a company have more trust, better engagement, preference, word of mouth and brand loyalty to that company. Can this same principle be applied to HR communications? Absolutely! This is about getting your employees engaged and interacting with the company to benefit BOTH the employee and the company. Companies that get their employees to participate in “corporate conversations” are going to be more likely to have happier, more engaged and more productive employees than those who are not. There is a wide range of vehicles that allow for two-way conversation, including social media, meetings, events and other two-way communications. Consider the possibilities: A benefits manager is frustrated by low response to a new healthcare alternative that the company thought would be popular. When the manager is researching options for the following year’s benefits, he brings together a small, inter-departmental focus group to help him understand why the employees didn’t enroll for the new benefit. With their input, the benefit is changed. The employees in the focus group spread the word on how this new addition will benefit employees. As a result, the enrollment for the newly-changed benefit is widely embraced and used by employees. A company lost a major account. Rumors are circulating. Employees are worried that layoffs are eminent. Productivity declines. Employees are spending increasing amounts of time speculating what could happen to their jobs and the company. To counteract this, the management team takes two steps: Senior management attends department meetings and apprises them of the situation – a need for increased productivity and cost cutting measures, and asks employees to submit ideas. The company starts an internal blog, giving updates on key successes and progress against goals. Suggestions are submitted and the company adopts the ones that make sense. Productivity returns. Hallway conversations are now generating new ideas. Introducing a "conversation" with your employees can bring some welcome results. What have you tried to get your employees to participate in the conversation? What were your results? Share some ideas that have worked for you.
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Nonprofits Engage Employees in the Conversation Recently, I visited with two nonprofit organizations that shared their disturbing news with me – their funding was being cut. Substantially. These funding cuts meant reviewing already strapped budgets to see what other expenses they would have to eliminate. Services to its clients? Employees? Freeze or cut wages, or the few employee benefits they’ve been able to offer? We discussed potential options. I was pleased to hear that the approach both organizations turned to first was communicating the news with their employees – appropriately, and at a high level. They talked WITH the employees (as opposed to talking “at” them) about funding issues and the economy. They brainstormed for ways to reduce expenses that were nice-to-have, but not necessary. In one organization, they held discussions with managers about ways to grow some of the services that could bring revenue into the organization. Will these organizations still need to cut expenses, and maybe cut headcount? Sadly, they will most likely have to take these steps in the short-term. But by adding the conversations with the employees, they’ve taken some positive steps: Sent the message. The organizations let the employees know that costs had to be cut significantly. This isn't fun news to share. But when the cuts do happen, they will be less of a surprise to the employees. Engaged in a common goal. Conversations engaged their employees in working to be a part of the solution, which encourages positive conversations throughout the organization. Set the tone. The employees understand that the employers are actively doing their best to cut costs and save jobs. And ultimately, work more efficiently toward their established mission and purpose. What other steps could an organization take to get the employees focused on helping be a part of the solution? Do you think that these were the appropriate steps for the nonprofit to take? What else would you suggest to organizations in this situation? Share your comments below by clicking on "comments." We'd love your feedback.

Jane Vanderhorst

Vanderhorst Consulting works with organizations to develop and deliver on-target, results driven communications that engage employees, build sales and retain customers.

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