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Customised communication is seen as the best way to integrate benefits into wellbeing strategies, according to two fifths (42%) of UK organisations that responded to Legal & General’s Wellbeing at Work Barometer.* So, is there a role for intermediaries and insurers to provide better support to employers in this regard – support that is built on strategic internal communication principles? Could such support over time potentially open up a new revenue stream, assuming the link to business outcomes can be articulated?
Firstly, why is wellbeing and benefit integration needed? Because finding and keeping the right employees for the role is strongly dependent on what a company is doing to help support their health and happiness. Over 8 in 10 (84%) employee respondents to Legal & General’s Barometer said they’d be more likely to work for an organisation that’s open about its commitment to supporting the mental health and wellbeing of its employees.*
With that in mind, wellbeing should arguably underpin every aspect of a robust employee value proposition, the ‘what’s in it for me?’ in terms of compensation, benefits, career and culture. But while wellbeing strategy can sit apart from employee benefits and may not be seen by the employer as a core outcome, organisations are arguably not doing themselves any favours.
The solution to this needn’t be complex. But it does require some internal communication know-how to help employers make the shift from scattergun to strategic. And considering that many organisations do not have the luxury of professional communications support – either internally or via external consultancy – maybe this is an area where the industry can provide help?
Here’s a basic 6-step approach:
Step 1: Where do you want to be?
Consider the organisations’ overriding goals and speak to line managers about their employees’ vision and expectations. Then start to translate this into and communication end-goal; what does the organisation want their employees to know, feel, think, do?
Step 2: Where are you now?
Carry out a simple communication audit. Part one of this involves looking at where the organisation’s wellbeing strategy is now and where they want it to be, with regards to an integrated approach that supports a robust proposition.
Step 3: How do you get there?
Part two of a communication audit should focus on how to bridge the gap between where they are now and where they want to be. It should involve getting to know their employees through regular insight gathering; assessing what communication channels and messages are working now – who uses what, when and what for. Insights from the IT department as well as surveys and informal chats can help here.
Step 4: Who are you talking to?
Consider helping the employer with a basic segmentation of their employees so that you can tailor messages and channels better to interests, needs and circumstances. Segmentation can vary from the simple – i.e. those on-site, homeworkers and in-between – to the complex, such as attitude and disposition toward the organisation and the support it provides to employees.
Step 5: Develop your plan?
With the above in hand, it’s time to draft a plan of action; a plan that encompasses year-round purpose-led communication, not just sporadic according to a specific wellbeing initiative or a flex choice window.
Step 6: How did you do?
Importantly, monitor progress. Find out how communications are landing and tweak the plan accordingly. To do this, go back to the ‘know, think, feel, do’ outcomes mentioned in step 1 and look at how best to gain the insights required.
For a guiding hand with all of this, consider downloading Legal & General Group Protection’s free HR toolkit, which takes you through the six steps in more detail and includes handy, templates and checklists. Go to https://www.legalandgeneral.com/adviser/workplace-benefits/group-protection/hr-toolkit
*Wellbeing at Work Barometer. Legal & General Group Protection commissioned Opinium in August 2021 to research 1,003 senior managers and 1,000 employees (middle managers and below) in businesses over 250 employees. These findings were combined with SME research findings carried out by the provider in partnership with Opinium in May 2021 among 1,055 employees (middle managers and below) in businesses with 10-249 employees and 1,011 senior managers in business with 10-249 employees.
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