Millerwood Communications

Life Lesson from Oz

This past weekend was my daughter's fourth birthday party.

Being her first year of preschool, she wanted to have a party with her school friends (18 to be exact) and neighbors. In February, we decided on a "Wizard of Oz" theme.

At the beginning of the year this sounded easy compared to the conferences, sales meetings, training programs and numerous other work events I've planned.

Not the case.

What I learned is that with adults, you can hand them an itinerary and they will go to where they are told. Start in Conference Room B, then go to D, then A and meet in the ballroom at 4 p.m. 

With children, it's a completely different playing field. You need to state each item in the agenda three, four, five times. You need to keep the activity lively and engaging. Any lag in the excitement and you've lost them. The agenda needs to keep moving.

Any idle time between activities, you've lost them. Kids need to be filled with anticipation. If they care about what's coming next, kids will follow you to the end of the earth until they know. If they don't care, you've lost them.

Kids need to be involved. Directions that require everyone to shout in unison or answer questions keeps them thinking and on their toes. And speaking of on their toes, there has to be games that require running, jumping and racing.

If they stand in one place too long, you've lost them.

Luckily, we had a party packed with liveliness, excitement, shouting, running and jumping so we were able to keep our audience interested. It worked. Our party-goers left piled high with rainbows, ruby slippers, bubbles, hearts, diplomas and badges. And, exhausted.

So, what really is the difference between adults and children?

Not much.

Just because they shuffle to Conference Room B to D, are adults really learning anything? Or, inside are they just kids who have mentally left the party. Did you lose them?

If you give them boring monologues from trainers or repetitive speeches from the organization's leadership, are they listening? While the goal may be to motivate and inform, the result could be a desire to find a comfortable chair in the back of the room and nap until the end-of-the-day reception. 

I think, too often, we assume that by just putting people in rows of chairs and telling them something, it will be absorbed. But it does take stimulation to keep people engaged and receptive.

For your next event, try livening it up a little. You don't have to have the Wicked Witch fly by on her broomstick or a bubble blowing contest with Glenda, but add enough fun to keep the blood flowing and  listening. A theme always works well to tie it together, and the opportunities are limitless.

For me, my only criteria is no costumes in the workplace. Just a personal thing.

NEEBC Trade Show: Communications Now

On May 14, we joined about 50 other service providers at the New England Employee Benefits Council Annual Benefits Fair and Trade Show. The theme this year was "Successful Strategies for Tough Times."

Despite the economy, this professional and well-coordinated event was well-attended and we were kept busy most of the day addressing questions.

Like the previous day at the Route 2 Expo in Fitchburg, Mass., most, if not all, of the topics of conversation were focused on the economy. Sample questions included:

• What strategy do we use when talking to our employees about investing in a 401(k)?

• How best do we keep our employees updated on the status of company financials?

• How can we improve our internal communications on a smaller budget?

• How do we prepare our employees for increases to health care plans?

In each case, we talked about strategy and planning. For communicating changes, plan to get messaging out way in advance of the change. Communicate the changes several times so people understand what they need to do and when they need to do it by.

When planning the message, put yourself in the receiver's shoes. "What do they want to know?" "What are their biggest concerns" Then proceed to address those questions. 

Across the board, we talked with people who are adapting their business for the changing economy. Communications is a vital part of those changes.  

 

Lucky winner (right) of a Legal Seafood gift certificate from the Millerwood treasure chest. Pictured with Christine Miller.

Proposed Legislation Has Employee Impact

The Employee Free Choice Act (EFCA), if passed, will allow union organizers to opt for a card check process instead of a secret ballot election.

Basically, union organizers would approach employees asking for a signature to elect to bring in the union. This strong-arm tactic removes all privacy from the employee while making this important decision.

Why change a system that is already favored by non-union and union workers?

A recent Zogby poll found that 71 percent of union members believe that the current private-ballot process is fair. A McLaughlin & Associates poll found that 74 percent of union members favor keeping the current system in place over replacing it with one that provides less privacy.

In addition, if the union receives a majority vote among employees, the contract between the employer and the union can be mandated by the federal arbitration board. This means the federal government can dictate wages, retirement rules, benefits and working conditions for a period of two years. Translated, the government can take over American businesses.

This is important legislation to follow to preserve the rights of employees and businesses. Click here for more information from SHRM on the EFCA proposed legislation.

Climate Change at Route 2 Expo

On May 13, Wendy Lennon (pictured above) and I were fortunate to participate in the Route 2 Expo in Fitchburg, Mass., sponsored by several Massachusetts Chambers of Commerce.

It was our second year exhibiting at this event and we found it to be very different than last time. In '08 the top topics were manager/employees miscommunications, the rising cost of benefits and general morale challenges.

This year, we encountered people giving us resumes and business cards, and asking for impromptu interviews, people with questions on how to keep customers who are making significant budget cuts,  and many conversations on how to let people know the organization is cutting back. 

A lot has changed in a year, but one thing we continue to see is that in any economy, communications is always part of a solution. What we also see is that the solutions people need are not elaborate expensive programs.

Many times, a consistent, creative and honest approach, coupled with a targeted strategy, is all that is required.  

Communications Can Reduce Layoff Stress

Although the tendency may be to communicate less with employees during times of layoffs, the right thing to do is to deliver consistent messaging throughout the process.  

Layoffs are a difficult time for all employees. Everyone is affected. Managers implementing the layoff may be stressed, employees getting let go have a range of emotions and issues, and everyone else is saddened from seeing co-workers leave and are also worried if they are next. 

Planned and coordinated communication steps may alleviate some employee concerns while helping managers effectively manage during layoff process.

Here are a few to consider:

1. Inform all leaders in the organization of critical layoff information including dates, selection process, number of employees affected and how the layoff will be implemented.
2. Educate front line managers of the layoff, including important dates, confidentiality criteria, talking points they can use to address their employees during and after the layoff, and how gaps will be filled after the employees are gone.  
3. Hold training sessions for those who will be laying of employees. Provide the rationale for employees chosen to be let go, what each employee will be provided and how to answer the tough questions. Also include manager support information, such as participation by human resources and/or senior leadership.
4. Employees who are asked to leave should receive information on the reason for the layoff, unemployment pay instructions, benefits continuation options and any other pertinent benefits information like stock options and 401(k) plans. All information should be provided in writing.  This can be an emotional time and it's easier if they have information they can review later.
5. Address remaining employees with a plan for the future of the company. Give them information on how they are part of the vision and what they can do to see the organization prosper going forward.
6. If applicable, contact clients and customers with any changes to their company contact. Arrange introductions so that the transitions go smoothly. 
7. Keep communications flowing with employees so they can address any future gaps that may arise in getting work done. Sometimes things get uncovered later that have to be addressed so that the work flow doesn't get interrupted.  

Layoffs are emotional and organizations need time to heal afterward. Management should be prepared for lingering questions days or even weeks after the event.

Ongoing, honest communications with employees can get everyone back on track and engaged.

Communicating Executive Pay

With all the media attention on the AIG bonuses, more workers may become disengaged, depressed or even angry about the wide range in workers' compensation.

Gerry Miller, managing partner of DolmatConnell & Partners in Waltham, Mass., says thousands of CEOs and U.S. boards "try to do the right thing. You don't hear about them; instead you hear about ridiculous abuses of shareholder trust."

This could become a growing morale issue faced by HR, especially if annual increases are suspended and general bonus pools are eliminated or reduced for many employees. How can this sentiment be managed?

Don't over-communicate

Keep an ear to the ground to see if this is an issue rising in your workplace. Only take steps to address if this is a concern among employees and is becoming disruptive in the workplace. Typically, there are always a percentage of employees who are disgruntled about what other people earn. You need to look for something above and beyond the normal chatter.

Make sure your house is in order

Ensure that your compensation plan is documented, understood by all employees and managed according to the compensation policy. Any changes, like salary freezes and other bonus and compensation, should be communicated formally, clearly and with timeliness. Employees need to plan accordingly.

Campaign for the executives

Without getting into financial details, develop a plan to tell the executives' stories. How did they start the company? Where did they go to school? How did they climb the corporate ladder? Tell the story in a tone that is helpful to employees and educates them about what it takes to be a CEO.

In most cases, executives started out in the rank-and-file like many other employees. Include what executives do on a daily basis, what they are accountable for and how they developed the vision and goals for the organization. 

Beef up mentoring programs

Encourage top executives to join the mentoring program or, if no program is in place, start one. Executives and managers alike can help employees who wish to advance to the next level obtain their goal.

Communicate rewards programs

If you provide other non-monetary incentives to employees, make sure they are communicated clearly with details on what the rewards are and how they are earned. If you have programs that have lost momentum, breathe new life into them.

Rewards like time off, gift certificates, gym memberships and premium parking spaces can all help keep employees motivated.

The goal is avoid a class warfare in the workplace. The differences in earnings will always be there. That is the motivation for U.S. companies to be competitive in a global marketplace and keep employees motivated to work hard.

Compensation is the reward for those successes.

Companies can take steps to reward hard-working employees, while educating all employees on the accountability our nation's executives hold and what they did to earn that responsibility.

401(k) Dilemma - Talking to Employees

As employers, we need to educate employees on how to plan for their retirement and invest wisely in their 401(k). At the same time, we need to be careful not to give financial advice.

One way to do this is to encourage employees to read the communications put out by 401(k) administrators. For example, today on fidelity.com, you can read articles on the "5 Steps to Rescue Your Retirement" and "How Not to Panic Over Your Portfolio." You can access fidelity's home page even if they are not your 401(k) plan provider.

Many times, you can find articles that offer insight into the current economy and what steps to take. These are difficult economic times and 401(k) communications are changing. The old messages of "save as much as you can" and "savings will increase over time" don't resonate with many employees.

There are new trust issues with how Wall Street operates and increased uncertainty about the future of investment savings.

In spite of the reluctance many people have, there are still benefits to saving in a 401(k). There are employer matches, pre-tax savings and, hopefully, a market recovery that will gain the confidence of investors.

If you're searching for the words, tap into resources that are just a URL away. 

Celebrate National Employee Benefits Day

 

Today is National Employee Benefits Day and the International Foundation of Employee Benefits (IFEB) is encouraging employers to use this day to focus on retirement planning. 

Since only so much can be done in a day, it's a good time to plan a communication strategy for the education of all employes, including HR professionals and managers. To get started, go to the IFEB link and view free videocasts on retirement security and the economy.

Workers Don't Understand Benefit Plans

When employees maximize their employee benefits, they can choose the best medical plan, save tax dollars and improve overall financial security.

But that may not be happening for most workers.

According to the Metlife 2008 Employee Benefits study, only one in four employees thinks benefits communication is effective. In focus groups conducted by by communications firm Davis & Company, employees confirmed MetlLife's results. Samples of comments include "There's too much jargon" and "I often don't understand what im supposed to do differently."

The MetLife survey also showed that only 44% of workers are satisfied with their benefits and 55% don't fully understand critical details about their insurance coverage.

In a time when people want to reduce costs and save as much as possible, benefits can play a big role. Pre-tax benefits, flexible spending accounts and health savings accounts can all help. With a little boost to employee communications, employees may find the savings they need right now.

In Challenging Times, Be Honest

Right now, employee communications could not be more challenging. The need to communicate is still there, but the messages can be hard.

 

Layoffs, pay cuts and poor company performance are all messages that may need to be told, but the news, obviously, isn’t good. During times like this, however, communication cannot be limited or altogether stopped. This will create more uneasiness and dissatisfaction among employees. Instead, try:

 

·        Be direct. For example, state the company’s performance, what it means and what steps are being taken to turn it around. Don’t try to sugarcoat the information. The message will only get lost and employees will continue to wonder what the real story is.

·        Rely on your history. Use any company historical anecdotes to help illustrate how the company has dealt with adversity in prior situations. Use the opportunity to reinforce company values and goals.

·        Involve employees. If there is cost-cutting to be done and improvements to be made, tap into employees for ideas. Most employees will be eager to share their ideas, especially if it helps to stave a layoff.

 

Honest communications, even in times of an economic downturn, are still the most effective. Use the opportunity to unite employees in a very challenging environment.