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Where is everybody? Communicating with a virtual workforce: Margaret Botney and Debra Tortora June 13, 2013
| Date post: | 07-Jul-2015 |
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Where is everybody?
Communicating with a virtual workforce:
Margaret Botney and Debra Tortora
June 13, 2013
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Virtual workforce
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Virtual workforce
Defining the virtual workforce
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Virtual workforce
Defining the virtual workforce
A. Telecommuters who work
part- or full-time from home
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Virtual workforce
Defining the virtual 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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Source: RW3 CultureWizard. The Challenges of Working in Virtual Teams (2012).
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88%
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88% 75%
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88% 75%
70%
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88% 75%
47% 70%
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Traditional tools
• Boring
• Boring
• Boring
• Boring
• Boring
• Boring
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Traditional vs. forward-thinking
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Effectiveness of emerging technology tools
Gamification Mobile
Technology
Social
Networking
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Gamification Mobile
Technology
Social
Networking
63%
Effectiveness of emerging technology tools
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Gamification Mobile
Technology
Social
Networking
63% 36%
Effectiveness of emerging technology tools
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Gamification Mobile
Technology
Social
Networking
63% 36% 50%
Effectiveness of emerging technology tools
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Face-to-face
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Tell us what you think
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Barriers
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Barriers
• Competition for budget with too many
other high-priority issues
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Barriers
• Lack of buy-in and support from senior
management
• Competition for budget with too many
other high-priority issues
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Barriers
• Lack of buy-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
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Advantages
• A feature of retention
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Advantages • Increases productivity
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Advantages
• Of traditional
employees, 78% who
call in sick really
aren’t, adding up to
$300 billion in lost
revenue
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Advantages
• Saves the company overhead costs
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Virtual workforce environment
The two keys to doing this are:
1. Build a virtual culture
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Virtual workforce environment
The two keys to doing this are:
1. Build a virtual culture
2. Create virtual connections
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Challenges to building a virtual culture
1. Companies don’t have a culture for this
workforce, don’t know how to create one, or
even what it is
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Challenges to building a 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
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Solutions to building a virtual culture
1. Build it by living it
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Solutions to building a virtual culture
1. Build it by living it
2. Train managers and employees
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Solutions to building a virtual culture
1. Build it by living it
2. Train managers and employees
3. Ensure your employees have the resources
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Challenges to creating virtual connections
1. Employees overwhelmed by emails
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Challenges to creating virtual connections
1. Employees overwhelmed by emails
2. Employees multi-tasking during
web-based meetings
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Challenges to creating virtual connections
1. Employees overwhelmed by emails
2. Employees multi-tasking during
web-based meetings
3. Tools aren’t in place
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Challenges to creating virtual connections
1. Employees overwhelmed by emails
2. Employees multi-tasking during
web-based meetings
3. Tools aren’t in place
4. Fear of disconnect
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Solutions to creating virtual connections
Better communication
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Solutions to creating virtual connections
Better communication
• Be selective with messaging
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Solutions to creating virtual connections
Better communication
• Be selective with messaging
• Increase the “wow” factor
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CVS
Commercial
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CVS
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Online beneficiary reminder postcards
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Solutions to creating virtual connections
Better tools
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Solutions to creating virtual connections
Better tools
• Use a variety of ways to get the information
across
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Solutions to creating virtual 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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Tell us what you think
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Case study
• Build a virtual culture
• Create better connections
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Case study: Wayne Farms
Situation and Solution
• Shifting to a single consumer-driven
health plan (CDHP) for 2013
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Case study: Wayne Farms
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
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Case study: Wayne Farms
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Case study: Wayne Farms
• Pre- and post-campaign survey results:
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Case study: Wayne Farms
• Pre- and post-campaign survey results:
– Understand why company is changing
plans (38% to 55%)
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Case study: Wayne Farms
• Pre- and post-campaign survey results:
– Understand why company is changing
plans (38% to 55%)
– Understand HSA (35% to 62%)
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Case study: Wayne Farms
• 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%)
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Case study: Wayne Farms
• 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%)
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“We want our employees
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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Any questions?
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Thank you
for joining
Stay
connected!
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Contact information
Debra Tortora
Director, Communication
Buck Consultants, A Xerox Company
485 Lexington Avenue, 10th Floor
New York, NY 10017-2630
Office: 212.330.1113Cell: 917.359.1723
www.buckconsultants.com
Margaret Botney
Senior Consultant, Communication
Buck Consultants, A Xerox Company
500 Plaza Drive
Secaucus, NJ 07096
Office: 201.902.2384Cell: 201.951.7126
www.buckconsultants.com
