Get access to the exclusive HR Resources you need to succeed in 2018!
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
NEW YORK—Effective communication strategies can double employees’ degree of acceptance of change, according to one expert.
Speaking at a change management conference presented by The Conference Board on Nov. 18, Phillip G. Clampitt, the Hendrickson Professor of Business at the University of Wisconsin—Green Bay, told attendees about a company he worked with that doubled its employees’ rate of acceptance of a new health care plan.
He presented a case study from Boldt, a privately-held Appleton, Wis., construction and consulting firm he worked with several years ago. Faced with rising health care costs, Boldt wanted to craft a plan to get employees to convert from a traditional health care plan to a health savings account (HSA).
Clampitt said that too often, companies focus solely on tactics such as channels, messages and timing while failing to do a contextual analysis and consider the audience.
“Strategy is about making choices—what we are going to talk about and what we’re not going to talk about and aligning those choices in a certain way,” Clampitt said.
At Boldt, Clampitt considered the following factors: employees considered the company a “great place to work,” the CEO and president were committed to effective communication, the company had recently launched a wellness initiative, and employees were dispersed around the U.S.
Analysis showed resistance would likely be low for younger employees, medium for middle-aged employees, and medium to high for older employees and family members. Clampitt considered the communication preferences for each group, what group members knew or thought they knew about an HSA, and what their potential concerns might be, and developed communication objectives for each group.
The team narrowed communication to three messages and images, then set up communicator roles, channels and timetables. Instead of comparing the HSA to the employees’ current plan, they compared it to what other companies were doing in regard to HSAs.
“If you can manage the comparison level, you win,” Clampitt said, adding that the company doubled the projected HSA sign-up rate to about 40 percent of employees.
Clampitt stressed the importance of choosing the right message strategy and highlighted five methodologies—from those that provide the greatest amount of information to those that provide the least.
Clampitt also advised employers to:
Dialogue also requires understanding how employees interpret the situation from their own perspective. For example, during a union negotiation, there can be many views on the outcome ranging from “the union sold us out,” to “why doesn’t management cut back first?” to “it’s the best we could hope for.”
“Buy-in occurs when ‘sense-making’ occurs,” Clampitt said.
Pamela Babcock is a freelance writer based in the New York City area.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Join SHRM's exclusive peer-to-peer social network
SHRM’s HR Vendor Directory contains over 3,200 companies