The document discusses best practices for engaging employees as healthcare consumers. It explores the "secret" to employee engagement, which involves effectively communicating with employees like consumers. It outlines the "4 P's of employee engagement": Product, Priority, Place, and Promotion. For each P, it provides self-evaluation questions and best practices to address common challenges in that area. The goal is to provide tools to diagnose an organization's focus areas and unlock the power of healthcare consumerism among employees.

1. Workbook | Employee Engagement
the secret
to turning employees into
engaged healthcare consumers

2. Overview
Thank you for joining us at the Castlight Enterprise Healthcare Summit,
and at this session on the secret to turning employees into engaged
healthcare consumers.
At Castlight Health, we are passionate about helping families across
America take control of their healthcare — of the decisions and
expenses that affect their health, productivity, and overall well-being.
Learn the secret
In today’s session, we will explore the “secret” to employee engagement.
We will talk through some best practices and the data that supports
them. We will also give you the tools to diagnose your organization’s key
focus areas to unlock the power of healthcare consumerism.
And very importantly, we hope you take home at least one tactic you
can immediately put into action to help your employees become more
engaged healthcare consumers.
Welcome
2

3. 3
ifyou expect employees to
behave like healthcare consumers,
you have to communicate to them
like consumers.

4. 4
Consumer marketing by the num6ers

5. 5
52
1
Opens 52% of her
email on a smartphone
1.66
2
Her employer spends
an average of $1.66
per month to
communicate to her
25
3
Reads 25% of
company emails
16
4
His employer is among the
16% who have measured
the effectiveness of
employee communications
5,000
5
Sees 5,000 marketing messages
per day
24
6
Only 24% of the emails
he receives are
optimized for mobile
62
7
Is part of the 62% of smartphone
owners who used phone to look up
information about a health condition
78
8
Her employer is
among the 78% of
the U.S. employers
who do not plan to
invest in email
1
Newsweaver customer data, 2012.
2
NBGH Survey Report, 2012.
3
EMPLOYEEapp’s 2014 Employee Communications Satisfaction Survey
4
Newsweaver, “Internal Communicator: Emerging Trends and the Use of Technology,” 2014.
5
Fast Company, 2013.
6
Hussain, Anuon. Hubspot, 2014.
7
Pew Research Center, “U.S. Smartphone Use in 2015.”
8
Newsweaver, “Emerging Trends & the Use of Technology in Internal Communications,” 2014.

6. 6
4 p’s of employee engagement

7. 7
Product
Deliver value
Invest in user-friendly tools
Encourage consumerism
Provide education
Empower conversations
Priority
Set clear expectations
Establish a budget
Involve broad leadership
Do the right thing
Change the status quo
Play offense
Align to corporate objectives
Place
Collect email addresses
Deploy “ground game”
Integrate program registration
with annual enrollment
Empower local leaders
and champions
Encourage competition
Promotion
Offer incentives
Provide clear and direct
executive leadership support
Use data to understand
audiences

8. 8
Product
Self-evaluation
Priority
Self-evaluation
Place
Self-evaluation
Promotion
Self-evaluation
Does your program create a clear benefit for
your employees that they can easily articulate?
Does leadership prioritize this program with a
clearly defined expectation of business impact,
clearly articulating this to all levels of your
organization?
Does email reach the majority
of your employees?
Do you provide incentives for your employees to
learn about and try the program?
Is the online experience you give your employ-
ees in navigating the program modern, highly
personalized, and easy to use?
Is there a defined and adequate budget to
promote this program through print and digital
communications, on-site events, and incentives?
Do you actively work to establish and nurture
communications channels to reach partners (e.g.,
spouses, domestic partners) eligible
for the program?
Do you have support from a respected executive
leader who has agreed to be
a spokesperson helping to introduce
the program?
Is the program supported by a mobile experience
that provides employees exactly what they need
when they’re on the go?
Is leadership committed to removing any inter-
nal operational or legal barriers to communicat-
ing this program?
Do you have a network of individuals (e.g., man-
agers, local HR, wellness champions) committed
to actively promoting the program
to employees?
Are your messages simple, clean, and to the
point, with a visible and clear call to to action?
Does the program provide robust education to
teaching employees how and why to make the
most of its benefits?
Is leadership comfortable with a reasonable level
of employee complaints about the program and
its communications, knowing that the program
benefits the vast majority of employees?
Does your organization embrace video as a
means of communication?
Do you A/B test your messaging, or try it out in
advance with focus groups?
Are most employees proud to recommend this
program to other employees?
Does leadership embrace new communications
techniques for hard-to-reach populations or
tech-savvy Millennials?
Do you introduce the program to eligible em-
ployees and partners with multiple standalone
communications through all available channels? Do you segment and/or personalize your pro-
gram communications to specfic audiences?
Total score ________ Total score ________ Total score ________ Total score ________
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes
0
Definitely no
1
Mostly no
2
Mostly yes
3
Absolutely yes

9. 9
best practices

10. 10
ProductChallenge Best practice
Online tools and portals
are not easy to use.
Ensure adequate mobile support for any online experience.
When evaluating new resources, request a demo of the
native app or mobile site to ensure users can quickly get to
the information they need.
Lack of tools to
support consumerism.
Provide education on decision-making in addition to
notification of plan changes. Identify real world “use cases”
for new resources to help employees visualize how and
when to use them.
Value of the program/resource
is not clear.
Select partners that can provide personalized information
and experiences to your employees. Every individual will
want to understand the potential value he or she can
derive from your investment.

11. 11
PriorityChallenge Best practice
Program is lost in
menu of other already
extensive benefits.
Have leadership communicate the priority of the program
with clearly articulated and measured expectations to all
levels of management.
Lack of budget for print,
incentives, and ground
communications.
Ensure executive sponsor makes the initiative/effort a
priority with value created far outweighing any near-term
investments. Plan for effort as part of annual budgeting.
Lack of access to employees in
the course of their daily work
Ensure C-Suite understands business rationally and is fully
supportive
Legal roadblocks limiting or
complicating communications,
reducing their effectiveness.
Have a senior executive sponsor willing to make a
business decision informed by (but not hindered by) legal
implications.
Company not willing to
communicate using new
channels or methods.
Acknowledge that in five years, 50% of the U.S. workforce
will be of the Millennial generation, and using new channels
and messaging will be critical to staying visible and relevant.
Optimizing communications
to eliminate any possibility
of employee complaints.
Take a stand, acknowledging that for every complaint, many
more employees will significantly benefit.
Lack of senior executive
buy-in.
Make sure senior executives understand how the program
directly links to high-priority corporate goals. Show a clear
Value on Investment (VOI).

12. 12
PlaceChallenge Best practice
Our employees are widely
dispersed. There’s not a single
way to reach all of them.
Walk through a day in the life of your employees and
consider all touchpoints with various groups. Ensure you
have ways to reach through those touchpoints and if not,
explore ways to build new channels.
Employees can’t attend
in-person meetings.
For the right audience, email is king. Consider dedicated
short-form content and links to important details. If you
don’t have email addresses, explore creative ways to gather
them. Consider collecting emails during annual enrollment
or during new-hire orientation.
Employees don’t have
access to computers
during the workday.
Print has a place. Leverage different messages for different
formats and be sure headlines and visuals have meaning and
are memorable.
It’s hard to get
anyone’s attention.
Embrace the digital media your team is craving. Explore
whether your company is already utilizing social media and
if so, jump on the bandwagon. Alternatively, consider using
video for quick, fun headlines. And remember, portals pay off
when used, and leveraged, for everything.
Male-dominated workforce
is not engaged in health.
Don’t underestimate the importance of reaching the home.
For predominantly male groups, the family is key. Send
materials home, coupled with materials at work.

13. 13
PromotionChallenge Best practice
Incentives aren’t part of our
culture. Why should we reward
people for things they should
want to do?
Healthcare consumerism is a new concept that requires a solid marketing
campaign — including the use of incentives to drive key actions.
The good news: You don’t have to spend a lot to get great results. Examples:
• Everyone loves gadgets — or knows someone who does. Raffle a few
smartphones, tablets, or other high-value items.
• Consider items your employees use every day. Do a lot of people bring their
lunch? One of our customers had great results with a co-branded lunch box
as its registration incentive.
• Another tack: Award incentives by location or division. The location with
the best results receives a special event, such as a catered barbeque or a
health fair with cooking demos, chair massages, games, and raffles.
Our employees don’t read. A common misstep is to pack communications with too many topics and no
clear call to action. That will certainly impact readability. Similarly, no one
wants to read a benefits mailer that reads like the IRS tax code.
Keep your email and print communications brief, visual, and focused on a
single topic. Highlight the call to action boldly. Reserve the deep-dive for
your portal. But there, too, avoid long-scrolling pages. And save the dry
compliance-oriented content for your SPDs.
Our leaders don’t get involved
in benefits programs.
Leaders at all levels can be powerful advocates for your programs — and
their involvement needn’t be extensive. How about a photo or Instagram
showing your CEO signing up for a key new program, with a caption
urging employees to do the same? Local or division leaders can be just as
influential.
Certainly it’s terrific if a top executive is willing to do more. For example,
a well-respected supermarket COO, who started his career working as
a bagger, made the success of Castlight a personal mission. He cascaded
communications to all of his direct reports and store managers, equipping
them with posters, flyers, and talking points for employee meetings.
Registration reached 50% after only 90 days.

14. About the Castlight User Growth team
We are Castlight’s in-house employee marketing agency, working with
employers from every industry, having every imaginable engagement
challenge, to design and execute compelling engagement strategies
to help move employees from passive health plan members to
engaged healthcare consumers. Our mission is to bring best practices
from the world of consumer marketing into the world of employee
communications to drive the results employers want.
Castlight®
and Castlight Health®
are the registred trademarks of Castlight Health Inc.