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Our Work So Far
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Creating Employee Brand Advocates
Leaders at Company A had a strong brand and loyal employees – but they needed help turning that in-house loyalty into a brand advocacy channel.
How We Helped
To start with, we added social media sharing features to the company website and to key pages, making it simpler for employees to share the work Company A was doing. We also helped train employees in the optimal ways to use social media to share their expertise on behalf of the company. In addition, we identified the companyʼs top influencers at the current time, and helped them develop partnerships with external influencers who could further promote the brand. Finally, we helped Company A leaders develop ideas to show employees that the company appreciated their efforts in social media. Company A leaders came up with fun events, gift cards and other incentives that further encouraged employee engagement on behalf of the brand.
The End Result
With a few small but significant changes, we helped Company A turn their employees into credible advocates for the company — aiding them in promoting their brand and nurturing loyalty among the wider public.
Providing the Flexibility that Workers Want
Company 1 leaders knew they wanted to offer a more flexible work environment for their staff. For one, leaders knew that all of the research pointed toward the potential for more relaxed, more productive workers by choosing a remote working option. What’s more, there was a strong potential for cost savings by encouraging employees to work from their own home offices.
With all of that, leaders were eager to get started; they just did not know what to tackle first. They needed guidance first in choosing the right remote work system for their workforce, and then in implementing that program in a way that would streamline the process and avoid hiccups that clients would notice. Further, they were concerned that the people who remained working in the office would have trouble communicating with virtual workers, and that it might cause bad feelings among the staff.
With so many factors in play, Company 1 turned to us to handle this potentially complicated change in their office.
How We Helped
Our first step was to analyze the workflow and tasks performed by the future remote workers at Company 1, using a series of questionnaires, interviews and direct observation. From there, we encouraged subordinates and managers to assess their job duties as a team, and then to work together to come up with a virtual work plan for all remote workers.
We also recommended a software solutions to managers, which could be used to monitor employee work benchmarks and to check in with workers at regular intervals throughout the day. We also helped leaders implement a troubleshooting plan for software issues, communication problems and other common telecommuting problems. An overall transition plan and additions to the company handbook helped keep all workers – whether they were telecommuters or not — on board with the work flow and the recommended modes of communication.
The End Result
Because of our work with Company 1, the transition from a completely in-house operation to a partial remote workplace was a surprisingly smooth one. Over the first year, about half of the workforce at Company 1 chose the virtual working option, saving the company thousands — if not hundreds of thousands — in office supply, electricity, facility services and other overhead costs. At the same time, workers were producing at the same level — and often at an increased level — than they were before the change.
What Company 1 leaders were most excited about, though, was the change in the company culture. Employees who took the remote option became strong brand ambassadors for the business, and soon, job applicants began reporting that this flex option was a strong incentive to apply at Company 1. In the end, the switch led to happier workers and a more vital pool of applicants — leading Company 1 on to better and bigger things.
A Team in Search of Engagement
The leadership team at Company 4 was looking to the future. In order to meet the challenges of the current business environment, they had to invest in talent. But in order to get that team on board, the company needed to create engagement now. Company 4 leaders knew that engaged employees are happy, enthusiastic about their jobs and will do more to further the mission of an organization.
But even though they understood the value of engagement, leaders at Company 4 were struggling to define and map out their engagement strategy. Stuck in the same old modes of employee “appreciation,” they were having a difficult time coming up with new ideas that actually made a difference. Company 4 leaders needed some fresh perspective to help them develop a new employee engagement strategy.
Where We Came In
We took a three-pronged approach to helping Company 4 develop a solid employee engagement plan, including sections for the executive leadership, managers and the rest of the employees. We took the time to work with both leaders and employees to help define the company values and its future, using meetings, surveys and other polling tools. That helped us to guide the leadership team in developing a company story that could be passed on to employees, promoting brand loyalty and investment in the companyʼs future. Further, leaders were reminded that in order to gain true engagement, they too needed to buy into the organizational culture and to live it themselves.
Moving down the chain, company executives then passed that story on to managers, who were coached on the value of engagement and how to coach employees to develop and grow. Individual employees were also encouraged to share their ideas and were given regular opportunities to do so.
Over time, the engagement strategy at Company 4 began to take hold and to positively affect the company culture. In subsequent surveys, employees reported feeling supported by their supervisors, and encouraged to develop in their careers. They could also clearly articulate the values and the story of the company — something that would serve to further promote positive brand identity to the general public.
Managers, meanwhile, reported feeling more at ease in their roles as managers, since they had learned strategies for goal setting and monitoring employee progress. Senior management and leaders at the executive level also reported hearing more positive feedback from employees than ever before. With the focus on engaging employees and making them happier in the workplace, employees at all levels also reported higher productivity — a key goal for any company.
Company Qʼs bottom line was suffering — not because of lack of a good product or poor planning — but because of clashes in its Sales team. The company employed a team that spanned four generations, and because of perceived differences among those generations, the team was not aligned and working well together. Company Q leaders needed some new techniques and tools to unite the team.
How Our Team Helped
Fortunately for Company Q, we have lots of tools in our toolbox to help combat the issues that come up when people from multiple generations are working together. A big part of the solution is better communication.
To start with, we helped the team work on effective communication for various styles.
Naturally, the younger generation tended to prefer communicating via mobile devices and other technology using acronyms and shorthand, while the older generations tended to lean toward one-on-one communication or phone calls. To help bridge the gap, we coached younger workers on interpersonal communication and facilitated internal technology tuition for older workers.
By helping the team members understand each other’s communication styles, team members were able to meet in the middle and work together to get work done more efficiently.
Another issue was employee motivation. We gave company leaders the tools to ask specific questions of their employees to find out what motivated them — and then designed and developed various incentives frameworks that appealed to individual generations. Finally, we helped company leaders establish a cross-generational mentoring program, in which older workers could serve as mentors – buddies on industry trends and history, and younger workers could assist with solving technology issues.
The Final Result
By helping the Company Q team recognize their unique talents and tapping into everyone as an “expert,” the workforce reported back with much higher employee morale. As employees were more sensitive to communication styles, the team was able to work through problems and get work done faster. In the end, a small amount of time spent on understanding one another helped to reap big rewards for the entire team.
New to HR is pleased to have global human resource connections, and it is a privilege to serve you. No matter the size or scope of your business or role, if you are in the human resources industry, we are pleased to work with you!
Troubleshooting support for HR team with go live of new project
Company Yʼs Human Resources team was about to go live with their new project, but the senior team was concerned in relation to the whole process running smoothly. Without an easy transition, a lot was at stake, including missed payroll payments, the possibility of information breaches and more.With so many things that could go disastrously wrong, Company Y wanted to ensure they had external troubleshooting support they needed.
How We Helped
To foster the smoothest go live possible, we first ran a detailed audit, ensuring that the team knew step-by-step what they would need to do to make the process as easy as possible. This laid out the steps as well as who would complete each step. In addition, it contained a contingency page, which discussed what to do should certain elements go skewed.
Naturally, we are highly skilled in working with this type of HR software, so that no time was wasted trying to figure out the nature of any problems that arose. With that type of planning in place, the Company Y team felt much more secure in handling the go live.
But we were not done yet. We also helped the team create a number of tools, allowing the team to log any issues that arose during the go live.
The work we did set the team at Company Y at ease and made the transition go very well. We have indeed assisted with trouble shooting and with a few key organizational factors in place, we helped the contract go a lot smoother.