Communicating Total Rewards

The detail and emphasis of communicating a total rewards program should be correlated with the level of the audience. On page 70 of the textbook, review and gain an understanding of the information in Figure 5.14. Then, select one of the groups, either executives, managers, or employees and in your own words explain why you believe the list of what needs to be communicated to your selected group is important. You are not to use any research (references) for this discussion topic.

NOTE: In your response, adhere strictly to the discussion topic’s requirement. Do not forget to read the guidelines for responding to discussion topics covered in the Student Center.

Page 70

Communicating in a Union Environment

The number one reason that employees unionize is perceived lack of management response to employee concerns. Consequently, a unionized audience may have a sphere of experience that makes them less receptive to communication from management than other employees.

Also, your company may have differing total rewards programs for unionized and nonunionized workers that can cause friction.

Special care must, therefore, be taken to properly communicate total rewards programs within a union environment, and, in particular, you should take into consideration any contractual obligations that have previously been negotiated.

Off-Shift, Off-Site, and Remote Location Employees

Off-shift, off-site, and remote location employees may not be able to attend meetings, focus groups, or other events. Communicating to these employees may require special meetings or targeted communication. For example, you may need to present information to these employees in special formats, such as CD-ROMs, audiotapes, or web tools. Carefully consider your delivery channels to ensure that all employees have access to required communication.

Global Communications

What is considered appropriate in one country may not be appropriate for employees in other countries. Be sensitive to the following issues:

• Word-for-word translations, mistranslation, and colloquialisms.
• Cultural customs, including greetings, gestures, and public manners.
• Compensation, benefits, and work experience expectations unique to each country (e.g., team compensation, differing holidays and work days, etc.).
• Different communications processes that may take longer because of translation, legal review, obtaining and evaluating feedback, and physical distribution.

MEDIA CONSIDERATIONS

Selecting the appropriate media can make or break your communication campaign. Decision guides, personalized statements, posters, e-mail announcements, CD-ROMs, and web sites all can be used to convey messages. The appropriate medium depends on the situation, audience, and corporate culture, but all media choices should support and enforce the company’s brand.

Branding

Branding is the proprietary visual, emotional, rational, and cultural image that one associates with a company or a product. While most people are familiar with external branding from advertising campaigns such as Nike’s “Just do it,” the successful communication of total rewards requires an equally provocative brand.

Nike’s product is footwear. Your products are compensation, benefits, and the work experience. Like Nike, if you take a marketing approach to your products, which have a greater impact on people’s lives than any single consumer product, you can create a platform that resonates deeply with employees.

Employer Branding

Employer branding is how an organization wants its employees and potential employees to see it; it makes the company recognizable and attractive as an employer. It is important to understand the overall company brand and philosophy so you can establish or support an appropriate human resources brand within your organization.

A CASE STUDY: SOUTHERN COMPANY

In 2002, Southern Company undertook a communications campaign to:

• Link all of its retirement benefits and position them as a comprehensive, competitive retirement program.
• Provide fundamental retirement planning and investor education.
• Promote a basic understanding of how each retirement plan works.

The first step in developing the communications campaign was to create an identifiable theme that would represent Southern Company’s total retirement program in the minds of employees. Southern Company used the visual and thematic identity, “Power Tools.” This branding tied into Southern Company’s industry—the power industry—and conveyed the message that retirement benefits are not a finished product but a comprehensive and powerful set of tools employees can use to build a good retirement from their own blueprints.

The communications program’s success can be measured by the following results:

• More than half of the employees felt that the retirement program compared well in relation to other companies’ programs.
• Two-thirds of the employees were satisfied with the company’s retirement program.
• More than 80 percent of employees rated their understanding of the retirement program as good or high.
• Ninety percent of surveyed employees completed retirement worksheets and two-thirds understood that they would need more than 70 percent of their preretirement income to maintain their standard of living.

Importantly, in the last quarter of 2002, annualized 401(k) plan “catch-up contributions” amounted to more than $4.5 million, 401(k) contribution levels increased by 2 percent for the same period, and requests for pension estimates increased by one third.

TOTAL REWARDS BRANDING

Total rewards branding includes the packaging of benefits, compensation, work-life, performance and recognition, and development and career opportunities initiatives into a specific, integrated set of symbols and key messages. Total rewards branding should:

• Link to business objectives.
• Support organizational values and culture.
• Align with the company’s total rewards philosophy.

The importance of TR branding:

• People awareness and strategic communications are key drivers of employee commitment.
• Employees are critical to translating business strategy into future success.
• Higher-performing organizations place greater emphasis on formal communication strategies and communication of the company’s values, culture, and business goals.

An organization cannot create an employer brand image without communication—that’s where HR comes in!

• HR’s role—responsible for developing, communicating, and maintaining the employer/TR brand image.
• Elements of TR branding and communication may include:
  • Surveys to determine appropriate appeals.
  • Concepts drawn from the total rewards philosophy.
  • Distinctive copy and graphic themes.
  • Implications that carry through a wide variety of HR initiatives.
  • Use of a TR logo.
  • Common graphic themes.
  • Common colors, typefaces, images, etc.
  • Repetition of key words or phrases that convey the TR or rewards philosophy. (See Figure 5.16.)