The Twist and Shout Guide to Employee Engagement

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The Twist and Shout Guide to Employee Engagement

  1. 1. The Twist and ShoutGuide to Employee EngagementAll images and content © Copyright Twist & Shout Commuications Ltd. 2013Web: www.twistandshout.co.uk • Email: anyone@twistandshout.co.ukBlog: tandscomms.blogspot.com/ • Tel: +44 (0)844 335 6715
  2. 2. ContentsAll images and content Copyright Twist & Shout Commuications Ltd.Web: www.twistandshout.co.uk • Email: anyone@twistandshout.co.ukBlog: tandscomms.blogspot.com/ • Tel: +44 (0)844 335 6715Page Content2 Introduction3 Measurability4 Branding and creativity5 Campaign based approachFireworks: VideoFireworks: Roadshow and Café Society6 Training Reference materials7 Ongoing engagement8 Case study: Barclays ‘The Risk’9 Case study: TfL Department Day Film McAfee ‘Heroes’
  3. 3. Twist & ShoutareSTORYTELLERSforBUSINESS
  4. 4. However these behaviours can’t just be demanded fromemployees, in return for their engagement they need to feel listenedto and valued, in short a real part of the company. Achieving thistakes both time and an understanding of the building blocks thatpromote this kind of two way communication, but the rewards forcompanies who make this effort can be astounding.The benefits are huge for any organisation that manages to crack thecomplex and sometimes black art of employee engagement. Qualitiessuch as loyalty, willingness to go that extra mile and even somethingas simple as helping out a colleague without needing to be asked,can all have a surprisingly positive impact on your companies’ bottomline.IntroductionEmployee engagement : a definition‘a positive attitude held by the employee towards theorganisation and its values. An engaged employee isaware of business context, and works with colleagues toimprove performance within the job for the benefit of theorganisation.The organisation must work to develop and nurtureengagement, which requires a two-way relationshipbetween employer and employee.’Institute for Employment Studies, april 2004
  5. 5. MeasurabilityFor example, an onlinequestionnaire of between 10 and 15questions would be sent to namedemployees (generating a highertake-up than a blanket email), offeringthem something in return, someentertainment for instance.A minimum sample size of 400 isgenerally required for a meaningfulresearch exercise. Response ratesvary significantly depending on thesubject mater and audience, butassuming an average uptake of 10%,a minimum distribution list of 4,000employees would be required.Before embarking on any awarenesscampaign, it’s important to establishhow its success will be measured. Itcould be a simple as comparing thenumber of registered hits on yourintranet before and after the campaign;or the number of staff who havecompleted the training coursemodules. Equally it could be ascomplex as measuring your businessperformance pre- and post-campaign.We’d recommend following up withpost campaign research to assess ifand how your campaign has affectedthe behaviour of employees.
  6. 6. Branding and creativityOur most successful campaigns have been creative in their concept andimplementation, whilst supporting the employer brand values of theorganisation. An interesting, engaging and entertaining message is mostlikely to be noticed and remembered.Equally, to produce truly effective communications, there needs to be clarityof message. There is an urge to clutter what we say with lots of information sothat nothing is missed. The detail can and must remain – but should be savedfor the training course or the reference document or the intranet. To stand out,your campaign should have a simple, overriding concept and consistent ‘lookand feel’ on which all materials, activities and courses are based.‘’The thing about Twist & Shout is that they really know how to create and“sell” a story. It’s stories, not data or process that will engage employees.’’Dave Leighton, Siemens
  7. 7. Fireworks: Roadshow and Café SocietyA roadshow could also act as an effective launch to the campaign. Itwould enable you to introduce representatives of your team andpresent the key messages in person. Interaction is key to making aroadshow interesting and relevant and this could be achieved throughquizzes, games or competitions.Smaller, single-site organisations could consider a café societyapproach, which involves a series of informal sessions that allowmembers to discuss the key information security issues. At the end ofeach session, you move to the next table ‘café style’ to participate inthe next discussion. Each session begins with an introduction from thesession leader and then moves on to open discussion, with progresson the issue noted by the leader. These types of sessions create anatmosphere that fosters an honest and open exchange of ideas.A live event also provides you with the opportunity to capture content,in the form of soundbites recorded by an interviewer, who asksattendees what they see as the key benefits of the awarenesscampaign and their impression of the roadshow or café society.This content could then be included on your intranet pages as areference and reminder.Experience tells us that a rolling programme of activity willkeep the campaign firmly in the collective psyche. When thekey messages have been established, they need to berepeated across different media, online, in the trainingenvironment and in the main workplace. Our most successfulcampaigns contain a combination of the following elements:Fireworks: VideoOne compelling way to announce the campaign is through avideo or series of videos. There is no better method topromoting a reaction from an audience and ensuring that amessage is understood and retained. The key campaignmessages should be distilled and broken down intomanageable chunks of less than 5 minutes per film or module.It’s often tempting to promote something based on facts andfigures. We’ve found that we have much more success with adramatic approach. We’ve also found that that humour worksincredibly well to make your message ‘sticky’, as doesreferencing the everyday lives of your employees.It seems obvious to point out but the videos should be easilyaccessible to all employees: shown at an appointed time inthe boardroom, available on the company intranet andpromoted through a variety of channels (a theme expanded inon-going engagement below).Campaign based approach
  8. 8. TrainingWhilst the fireworks announce the campaign and introduce the mainthemes, training provides the detail. Allowing users to customise theirworkspaces and their course requirements will help them to engage fullywith the training, reducing the ‘chore’ factor. Call it ‘permission training’ ifyou will. We’d also recommend turning the spotlight firmly on the businessbenefits – contextualising the training and giving users the ‘why’ as wellas the ‘how’. The training should be SCORM compliant to ensure that youcan review exactly who has received each of the training modules.Reference materialsAll of the relevant information about the policy should be stored on thecompany intranet, including video, CBT and full policy details to providean easy-to-access reference point. In addition to this portal, we’ve foundthat a print-based and pocket-sized document can be a useful reminder.A Little Book would contain the key messages presented ina conversational style, with images from the video to create a directassociation. These Little Books tend to stay on desks or be carried aroundby those who received them; and should also be made available fordownload from the intranet.‘’It needed to capture the attention of a global audience and stir upinterest in working for us. To say we are happy with the videos is anunderstatement. We are ecstatic!”Stewart Brookes, McAfee
  9. 9. On-going EngagementQuarterly emailsRegular reminders of the awareness campaign are crucial to maintainmomentum. Quarterly email alerts can provide details of how to access thevideo content and intranet, when the roadshows are taking place and how todownload the Little Books amongst other things.Ambient mediaWe’ve used ambient media with great success in the past and have foundthat strategically placed posters and postcards are effective supportmaterials. For example, there could be a series of collectible postcards eachcarrying one of the key messages that employees should remember andrelating to the video and Little Book.BlogA blog hosted on the company intranet would be a means of updatingemployees on policy initiatives. It could be penned by the head ofdepartment or trusted representative, or you could take a creative approachand base the blog on a ‘character’ from the campaign. Blogs are relativelyeasy to create and maintain but must be regularly posted so that theaudience knows what to expect and when.Blogs offer you the option of enabling a ‘comments’ field after your postswhere employees can discuss issues with you. This means that they will notonly be more inclined to return to the blog, but you will have at your disposalan effective and inexpensive way to get to know your employees better.
  10. 10. Case studiesBarclays ‘The Risk’Tasked with finding new and innovative ways to raise awareness ofInformation Risk Management for Barclays, we wondered what wouldhappen if a ‘visionary’ film Director was let loose on a training video.Five ‘genre’ films were released independently on their intranet, alongsidethe main feature, an ‘Office’-style mockumentary of the production process.To promote the core films, there was a small teaser film, posters andpostcards and even a mock Film Premiere featuring two of the maincharacters of the film, the Director and Client, appearing in characterthroughout. The campaign has proved a resounding success that has seen atenfold increase in traffic to the intranet. It has also been recognisedexternally, named ISE Project of the Year at the Infosec Awards ‘08 andgaining a Discretionary Award at the Real IT Awards ‘08, with furthernominations for the SC and IVCA awards.‘’The end result is an innovative, exciting and holistic campaign that isbeginning to have real traction across the business.’’Stephen Bonner, Barclays
  11. 11. Case studiesTFL Departmental DayThe TFL ‘Department Day’ film was shown at an internal event as a meansof sharing knowledge about each central service within the same building.Whilst employees on each floor were well acquainted, there was a gap inknowledge of what other departments – and other floors – actually did.We recommended to take the filming outside the workplace for interest andconcentrated on the employee personalities, not just their job role.McAfee HeroesThe film was created to differentiate working for McAfee from the standardTechnical, Sales & R&D jobs that exist. The aim was to show that at McAfeeyou are making a difference and to reset the perceptions of potentialemployees. It was produced as a standalone item to be shown at McAfeerecruitment events and as a part of the McAfee revamped recruitment site;and was premiered at McAfee’s 2008 Global Sales Meeting in Las Vegas toboost internal morale.McAfee has seen approximately a 10% increase in employee referralsglobally and significant increase in direct applicants from their careers site.The film has been a focal point of the McAfee recruitment campaigngenerally, spawning posters and other collateral.McAfee Heroes9Case studiesMcAfee HeroesTFL Departmental Day9
  12. 12. Web: www.twistandshout.co.uk • Email: anyone@twistandshout.co.uk • Blog: tandscomms.blogspot.com/ • Tel: +44 (0)844 335 6715Twist & Shout Communications Ltd, LCB Depot, 31 Rutland Street, Leicester, LE1 1RECompany Number - 4495187 VAT Number - 862 0153 51

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