It’s been proven that employee communications affect the bottom line. A study conducted by Watson Wyatt reported that a significant improvement in communication programs was associated with a 20% increase in market share and companies with high levels of communication effectiveness were 20% more likely to report lower turnover rates. The number of companies using formal employee communication measures over “grapevine” methods has increased substantially in the last 5 years, with electronic communication experiencing the largest increase. However, it’s easy for management to hand down information from “on high,” completely missing the core of what employees need. So, it’s important to develop a communications process focused on enhancing relationships with employees.
Step 1.Management should assess the situation and get input from a variety of sources such as employee surveys, focus groups, or an audit from existing communications materials. This information will be used to design the key messages to be communicated to employees.
Step 2.Develop a core communications document that will serve as the platform for all future communications. At this point it is important to align senior management and to engage middle managers/supervisors as they will be the ones to engage employees.
Step 3. Initiate a dialogue, not a monologue, with employees to ensure that their needs are addressed appropriately.
Step 4. Establish a system of reward and recognition and sustain communications. Continuous reinforcement will be necessary in order to maintain the communications program.
This simple process can foster better relationships among employees and thus creates a unified vision and solid effort to achieve company objectives. Beginning with an employee orientation on video, and providing ongoing video communication about benefits, compliance, and more can encourage the kind of communication that truly bolsters the bottom line.
For information detailing the latest trends in employee communication, download our free whitepaper, “That was Then, This is Now: The New Rules of Employee Communications.”
In it, you will learn why what your company has long been doing to communicate may no longer be working, and what steps companies are now taking.
I just finished creating the master DVD for the Tyson/FSV ePay project. The client was actually FSV Payment systems, and their client was Tyson.
The goal was to create versions for 12 different languages, then place them on a single DVD for duplication (Carla is currently duplicating 1238 copies). We were given the English and Spanish videos…and then asked to handle the rest. The languages versions we created were: Somali, Vietnamese, Laotian, Arabic, Bosnian, Burmese, French, Marshallese, Russian, and Cantonese.
We have included screenshots of the menu and a few opening video stills from several different languages.
I read a short article on CNN.com that was a good read if you just want to piss yourself off. Generation Y or really “Generation Me” apparently wants a high salary and plenty of vacation time right out of college. I hope somebody hires them because so far after graduating from college all I see is young adults living out of my neighbors’ and relatives’ basements, on permanent vacation and spending all their money…wait – perhaps that is my own reality infringing on this blog…
The “Generation Y” group is anyone under the age of 29. According to a new survey, this group of employees expects their employers to provide more benefits and other perks than their existing employees have: better pay, flexible work schedule, company provided BlackBerrys or iPhones. The survey, by Careerbuilder.com and Harris Interactive, found that 87% of hiring managers and HR professionals say Gen Y exhibits a “sense of entitlement” that older generations don’t.
Well, they must be referring to me–the older generation…Last week when the temperatures in the early morning were in the thirties, my son, wearing only a Green Day hoodie, asked me for a ride to the bus stop (about 150 yards up the street) because, and I quote, “it’s cold.” My response (after blocking the instinctive desire to cuff him in the back of the head, was the traditional–“back in my day we walked a mile up a steep hill to the bus stop in blinding snow”–speech), “No and put on a real jacket, it’s called winter for a reason.” Entitlement mixed with the ability to remain oblivious to reality – a dangerous forecast for the future.
You see, if he had his coat on and used his brain just a smidge, all he had to do was time it so that when I went out to my car to go to work he said, “hey, would you mind if I asked you something about how stupid unions are while you drop me off at the bus stop?” Then, while I thought “clever boy,” I would have considered it.
What does all of this really mean for the employers trying to hire the best of the Gen Y crowd? Combined with the talent shortage that is upon us as the Baby Boomers retire in droves, 15% of employers are now modifying their policies (flex schedules, new recognition programs) to accommodate the new hires.
For the other 85% of employers out there (who don’t have time to drive their staff to the bus stop), I recommend some serious thought to your onboarding process. Either a Pre-Hire Orientation Video or a New Hire Orientation Video, or both, are a smart investment and will help those Gen Y’ers remember their coat when it’s cold. Before you hire someone with one set of expectations and then lose them within 90 days because of REALITY here on Planet Earth, tell them what to expect at the World’s Best Place to Work. That way you have them at “Welcome.” It’s simple, effective and it’s proven.
USA Today and CareerBuilder.com ran an online survey on the Quarterly Job Outlook. The findings were typical with “there is nothing good to report” because a positive spin would not be as headline grabbing as “Companies put the brakes on new hires”.
Some released factoids: 27% of hiring managers plan to increase their staffs, down from 32% in the 3rd quarter and 41% in the 2nd quarter. Nearly 66% expect to leave their staff size as is.
6% planned to cut staff, down from 9% who reduced their workforces in the third quarter.
The Spin doctors are spinning as fast as they can…the 9% cutting last quarter are the same ones from the 32% pool of people who “simultaneously” increased their staff. Huh? When you survey 2,700 people via an online website, does it really represent the feelings and movement of the entire U.S. work force?
Click on the title link to read a real survey of 160,000 businesses by the Bureau of Labor Statistics,
Dig deeper to where it may actually effect or be relevant to your business.
Natural Resources & mining- lost 1,000 employees
Construction- lost 14,000
Manufacturing- lost 18,000
Wholesale Trade- added 7,000
Retail Trade- lost 5,000
Transportation and warehousing- added 11,000
Utilities- stayed the same.
Financial activities- lost 14,000
Professional and business services- added 21,000
Education and health services- added 44,000
Leisure and hospitality- added 35,000
Other services- lost 4,000
Government- added 37,000
The bigger picture. Employment is up and has been going up since January, 2004. A closer look actually reveals an upward trend since January, 1996 until September 11, 2001 followed by a 4 year recovery and then the upward trend begins again.
Back to the survey as quoted in USA Today, “Despite, the slowing job market, many employers say they continue to struggle to find the right workers to fill openings. 44% of hiring managers said they had openings they could not fill in the third quarter, up from 42% in the second quarter.
Now this single paragraph is the real story. Every company needs to assess their employee communication programs. Do you have a good Pre-Hire Orientation video followed by an excellent Orientation video as part of your Employee On-boarding program? These tools are essential for hiring and retaining the right person for the job. Continued employee communication and training will then keep the best employees from being raided by your competitors in what is really a very tight and very competitive job market.