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Communicating with a virtual workforce.
This document discusses communicating with virtual workforces. It defines virtual workforces as telecommuters or employees not located near senior management. Traditional communication tools are ineffective for virtual teams. Emerging technologies like gamification, mobile apps, and social networking can be 63% to 50% effective if used properly. Building virtual culture and connections are key. Challenges include lack of culture/buy-in and overwhelmed employees. Solutions involve selective messaging, varied tools through inclusive environments, and training managers and employees. A case study shows a company used an internal social media site and materials to increase health plan understanding from 38% to 62%.
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Communicating with a virtual workforce.
- 1. Where is everybody? Communicatingwith a virtual workforce: Margaret Botney and Debra Tortora June 13, 2013
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- 3. 3 Virtual workforce Defining thevirtual workforce
- 4. 4 Virtual workforce Defining thevirtual workforce A. Telecommuters who work part- or full-time from home
- 5. 5 Virtual workforce Defining thevirtual workforce A. Telecommuters who work part- or full-time from home B. Any employee not at the geographical location of senior management
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- 8. 8 Source: RW3 CultureWizard.The Challenges of Working in Virtual Teams (2012).
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- 13. 13 Traditional tools • Boring •Boring • Boring • Boring • Boring • Boring
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- 18. 18 Effectiveness of emergingtechnology tools Gamification Mobile Technology Social Networking
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- 20. 20 Gamification Mobile Technology Social Networking 63% 36% Effectiveness ofemerging technology tools
- 21. 21 Gamification Mobile Technology Social Networking 63% 36% 50% Effectivenessof emerging technology tools
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- 24. 24 Tell us whatyou think
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- 26. 26 Barriers • Competition forbudget with too many other high-priority issues
- 27. 27 Barriers • Lack ofbuy-in and support from senior management • Competition for budget with too many other high-priority issues
- 28. 28 Barriers • Lack ofbuy-in and support from senior management • Competition for budget with too many other high-priority issues • Lack of guaranteed ROI or a good way to measure effectiveness
- 29. 29 Advantages • A featureof retention
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- 31. 31 Advantages • Of traditional employees,78% who call in sick really aren’t, adding up to $300 billion in lost revenue
- 32. 32 Advantages • Saves thecompany overhead costs
- 33. 33 Virtual workforce environment Thetwo keys to doing this are: 1. Build a virtual culture
- 34. 34 Virtual workforce environment Thetwo keys to doing this are: 1. Build a virtual culture 2. Create virtual connections
- 35. 35 Challenges to buildinga virtual culture 1. Companies don’t have a culture for this workforce, don’t know how to create one, or even what it is
- 36. 36 Challenges to buildinga virtual culture 1. Companies don’t have a culture for this workforce, don’t know how to create one, or even what it is 2. Buy-in: a virtual culture needs support
- 37. 37 Solutions to buildinga virtual culture 1. Build it by living it
- 38. 38 Solutions to buildinga virtual culture 1. Build it by living it 2. Train managers and employees
- 39. 39 Solutions to buildinga virtual culture 1. Build it by living it 2. Train managers and employees 3. Ensure your employees have the resources
- 40. 40 Challenges to creatingvirtual connections 1. Employees overwhelmed by emails
- 41. 41 Challenges to creatingvirtual connections 1. Employees overwhelmed by emails 2. Employees multi-tasking during web-based meetings
- 42. 42 Challenges to creatingvirtual connections 1. Employees overwhelmed by emails 2. Employees multi-tasking during web-based meetings 3. Tools aren’t in place
- 43. 43 Challenges to creatingvirtual connections 1. Employees overwhelmed by emails 2. Employees multi-tasking during web-based meetings 3. Tools aren’t in place 4. Fear of disconnect
- 44. 44 Solutions to creatingvirtual connections Better communication
- 45. 45 Solutions to creatingvirtual connections Better communication • Be selective with messaging
- 46. 46 Solutions to creatingvirtual connections Better communication • Be selective with messaging • Increase the “wow” factor
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- 49. 49 Solutions to creatingvirtual connections Better tools
- 50. 50 Solutions to creatingvirtual connections Better tools • Use a variety of ways to get the information across
- 51. 51 Solutions to creatingvirtual connections Better tools • Use a variety of ways to get the information across • Provide these tools through an all-inclusive environment
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- 53. 53 Tell us whatyou think
- 54. 54 Case study • Builda virtual culture • Create better connections
- 55. 55 Case study: WayneFarms Situation and Solution • Shifting to a single consumer-driven health plan (CDHP) for 2013
- 56. 56 Case study: WayneFarms Situation and Solution • Shifting to a single consumer-driven health plan (CDHP) for 2013 • Social media site (“the Roost”) launched in June 2012 along with traditional supporting education materials
- 57. 57 Case study: WayneFarms
- 58. 58 Case study: WayneFarms • Pre- and post-campaign survey results:
- 59. 59 Case study: WayneFarms • Pre- and post-campaign survey results: – Understand why company is changing plans (38% to 55%)
- 60. 60 Case study: WayneFarms • Pre- and post-campaign survey results: – Understand why company is changing plans (38% to 55%) – Understand HSA (35% to 62%)
- 61. 61 Case study: WayneFarms • Pre- and post-campaign survey results: – Understand why company is changing plans (38% to 55%) – Understand HSA (35% to 62%) – What is considered preventive (13% to 44%)
- 62. 62 Case study: WayneFarms • Pre- and post-campaign survey results: – Understand why company is changing plans (38% to 55%) – Understand HSA (35% to 62%) – What is considered preventive (13% to 44%) – How plan differs from PPO (32% to 59%)
- 63. 63 “We want ouremployees to know that we know who they are, we know how they like to communicate and socialize, and we really care about their well- being.” Results • 149 maternity leaves since September 2011 • 66% enrolled in AeroBabies; 100 virtual baby showers • C-section rates dropped from 44% to 33% Case study: Aeropostale
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- 66. 66 Contact information Debra Tortora Director,Communication Buck Consultants, A Xerox Company 485 Lexington Avenue, 10th Floor New York, NY 10017-2630 Office: 212.330.1113 Cell: 917.359.1723 debra.tortora@buckconsultants.com www.buckconsultants.com Margaret Botney Senior Consultant, Communication Buck Consultants, A Xerox Company 500 Plaza Drive Secaucus, NJ 07096 Office: 201.902.2384 Cell: 201.951.7126 margaret.t.botney@buckconsultants.com www.buckconsultants.com