In yesterday’s Advisor, we shared tips on total reward statements (and what should be included in them) from Consultant John Rubino; today, his advice on the next very important step: communicating them to employees.
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Rubino, who is the owner of Rubino Consulting Services, offered his expertise in a recent webinar presented by BLR® and HR Hero®.
Communication Is the Key
Rubino cannot emphasize enough that communication is a critical component for total reward statement success! Your total reward programs may be stellar, but with education and effective communication, the actual and perceived value increases exponentially. If your rewards are not understood, you’re not going to get the outcome you desire, he says.
Here are some of Rubino’s communication tips:
- Give employees advance notice that total reward statements are on their way.
- Include a letter from the CEO briefly outlining the project. This demonstrates that the higher-ups believe in the program.
- Set up webinars and meetings to review the components of the statements. The more transparent the process, the more successful it will be, says Rubino.
- Offer one-on-one instruction.
- Solicit employee feedback for improvements. Keep your ear to the ground, advises Rubino.
Global research consistently shows that most organizations do a poor job of communicating with their employees, laments Rubino. Depending on where your organization is culturally, you may want to make sure communication is solid before crafting your reward statement program.
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3 Mega Objectives
Rubino stresses what he calls three “mega” objectives for communicating total reward statements:
- Ensure understanding. These are what the statements are all about—helping employees understand exactly what they’re receiving—and communicating them should work to the same end. However, the big mistake most HR pros make, says Rubino, is stopping at just this first objective.
- Get the buy-in from employees. This will change their perceptions, explains Rubino. Get rid of any mixed messages, and personalize your communications (no one-size-fits-all approaches allowed!).
- Motivate the right behaviors. Every communication event should lead to some form of actionable event on the part of the employee, says Rubino.
Achieving all of these objectives takes a great deal of practice and finesse, Rubino says, but the payoff will be immense.
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