What does good benefit communication look like?

“The definition of insanity is doing the same thing over and over and expecting different results”

Unknown. Most commonly - and apparently wrongly - attributed to Albert Einstein (1879 – 1955)

It’s taken a pandemic to get there. But the communication of benefits and wellbeing programmes is finally receiving the attention it deserves. Whether that communication will help drive usage and value depends on employers - and their insurers and brokers - taking a different view. A more strategic view. This involves a shift away from the same old ‘throwing mud at the wall’ style communication (think a poster on the canteen wall, a brochure and the once a year benefits fair). And instead designing a programme that is employee-insight led and clearly aligned with business objectives and HR goals.

Research from Willis Towers Watson found that 61% of employers think communication of benefits and wellbeing programmes will be a top priority this year as lockdown continues to ease. In particular, with relation to Employee Assistance Programmes (EAPs), online mental health services and wellbeing apps.* 

Employee Benefits magazine’s latest research adds that the desire to improve employee engagement represents the top goal for benefits strategy. And this is expected to be achieved through better or more targeted communication of benefits (67%).**

The question is, what does this communication look like? While many time and resource poor HR departments will, in the ongoing absence of any strategic communication support, resort to more of the same, the smart few will grab this opportunity with both hands. 

Success relies on collaboration and sustainability. Working in a much more integrated way with brokers, providers and also across internal business departments: bringing in the expertise of colleagues in Risk, Corporate Communications and Marketing.

Here’s what a strategic benefit communication programme might look like in action, using a mental health focused scenario by way of an example:

·     First and foremost, HR will already be encouraging - and open to - a partnership way of working with their providers, brokers and Internal and External Communication colleagues, where available, along with colleagues across other business departments.

·     A mental health hotspot is identified – perhaps via an employee engagement survey, absence data, mental health first aider or occupational health feedback, perhaps even a string of negative employee reviews on Glassdoor (or a combination of all).

·     All useful data sources are collated, analysed and any gaps filled through further research, if required. 

·     An assessment of existing, relevant benefits and services is carried out to establish what’s available to help (including all the immediate access, added-value services included with group risk products), plus analysis of usage.

·     A communication channel audit is conducted, to look at information consuming habits and preferences.

·     Alongside this, any barriers to benefit usage are identified (i.e. stigma / need for HR referrals etc) and a plan to address them established. 

·     Skills gaps are identified and addressed. For example, training and toolkits for line managers.

·     HR policies and practices are revisited where necessary.

·     Liaison with the Risk Manager is undertaken to look at whether the company faces employer liability claims for work-related stress. If so, how can HR and Risk work together to help mitigate and prevent such issues, using existing benefits and services.

·     The work environment and culture is assessed. Does the image match the reality?

·     All of the above is incorporated into a strategic - and measurable - benefits and wellbeing communication programme.

·     Employee insights gained throughout can help HR lead positive change programmes, evaluate outcomes and provide the kind of employee intel that senior leaders really need.

·     In turn, ensuring a focus by the business on Employee Experience and all the advantages that can bring in terms of reputation, talent attraction, recruitment and retention.

·     It also gives employers tangible material for the latest public reporting requirements around stakeholder engagement.*** In short, it tells the outside world, this is a company that cares – a company worth working for.

Sources:

* Willis Towers Watson, Covid-19 Benefits Survey Report – UK, May 2020 https://www.willistowerswatson.com/en-GB/Insights/2020/05/covid-19-benefits-survey-report-uk

** Employee Benefits, Benefits Research, May 2020 https://employeebenefits.co.uk/content/uploads/2020/05/EB-May-Benefits-Research-online-issue.pdf

*** Department for Business, Energy & Industrial Strategy, Corporate Governance Reform, Aug 2017 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/640470/corporate-governance-reform-government-response.pdf