How to achieve an effective EVP

Producing and delivering an effective Employee Value Proposition

An Employee Value Proposition (EVP) is the agreement between the employer outlining the benefits and key features for working in the organisation and the performance and contributions expected of the employee.

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An effective EVP enables organisations to stand out from its competitors, attract and retain talent and strengthen employer brand.  By integrating an

EVP that aligns the employer brand strategy with the internal and external communications plan, companies are fast recognising the cascading effect it can have.  From leadership communication to regular training and development; an open culture to attractive benefits; successful EVP’s are fast becoming key fundamentals to a company’s success.

According to Towers Watson’s latest Change and Communication Global ROI Research study:

Organisations who use their employee value proposition most effectively are five times more likely to report highly engaged employees. They are twice as likely to report achieving financial performance significantly above their peers. Organisations recorded higher performance when compared to companies that use their EVP less effectively.

“The employee value proposition is one of the best tools available for companies to engage employees, as well as attract and retain top talent,” says Richard Veal, head of Towers Watson’s Reward, Talent and Communication consulting UK practice. “Unfortunately, to many organisations, the EVP remains a hidden gem that is unshaped, overlooked or not utilised to its fullest extent. Our latest research provides important insights into what makes the best companies – those with highly effective EVPs – different.”

Making your EVP stand out from the crowd

But how can you achieve an effective employee value proposition and what are the key steps to overall success?  Here are our 4 steps for creating and implementing a company-changing EVP:

1. Collaboration

Gather a team which will enrich the EVP process and encapsulate the essence of the company as well as meeting the overall objectives.  A cross-functional team which includes marketing, communication, HR, team leaders and line managers can provide a more successful outcome.  By collaborating with different departments across a wide age range, this can shape an EVP which is more purpose-driven, achievable and sustainable.

2. Objectives

Once you have organised a unified team, ascertain the key objectives of the EVP. Define who you are as a company (vision and ethos), the services you deliver and the staff you employ. Consider what you need to succeed internally and externally and the competitive market you operate in. This will help define your overall employer brand, your brand positioning and what you need to evolve and expand in your industry.

3. Internal implementation

Your employees are your biggest ambassadors. Therefore, it is imperative that you incorporate your EVP into company inductions, reward and recognition schemes, communications and business strategies. This shows your employees that the ethos of the EVP is readily integrated throughout the company and not a pipedream.

4. Communication

Once you have created your EVP use creative channels to communicate it to the people you are trying to attract. Adapt company websites, external advertising and interview processes; this will give prospective talents an opportunity to determine if they would make a good fit for your business. Consistently communicating through branding, PR, social and marketing can help audiences develop a positive perception about the company. As a result it will add value, attract and retain talents and position your company as ‘an employer of choice’.

With an effective EVP you will have candidates fighting to work for you and employees fighting to stay with you!

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communication and engagement solutions. We inspire, motivate and transform your workforce to increase your company’s productivity and profits. For more information or help with creating and delivering a strategically focused EVP, call or email us today and let us show you how engagement can boost your organisation.

Onboarding Employees

Onboarding Hurdles

Recruiting and onboarding new employees can be a tiresome if not long-winded exercise. Often recruiters spend large amounts of time interviewing and assessing if that candidate is right for the role and company.  However, many organisations fail to take the candidate one step further and consequently, must repeat the recruitment saga once again. But what is onboarding? And how do you avoid reoccurring recruitment processes and ensure your early onboarding process is successful?

Onboarding 101

A well-organised onboarding process outlines exactly what a recruit needs to prepare, start and immerse themselves into a new role. This includes any physical assets they need such as equipment, stationary and business cards. Secondly, company documents such as strategies, policies and procedures and the employee handbook. And, most importantly, it includes peer support introductions and line manager identification. 

According to the Center of Generational Kinetics one-third of your new hires will decide if they want to stay at your company long-term within one week of starting the job.  Therefore, pre and post engagement is crucial to retaining staff interest from the moment they have decided to join!

From onboarding apps used by big brands such as Pepsico to engagement platforms including the UK’s renowned, keeping staff’s interest in their role is paramount in sustaining employer brand attractiveness.

Onboarding checklist

To ensure that your onboarding process is effective, check out our 8-tip guide for engaging and retaining staff, easily and effectively:

  1. The aesthetics: Order & prepare new equipment a week before the candidate starts; providing them with exactly what they need from the moment they walk in the door.
  2. Policies & procedures 101: prepare a welcome pack with a full 101 of the company background, current policies and procedures, and a checklist of forms which need completing before the end of their first week.
  3. The guided tour: Assign a Mentor to the candidate with a full company induction and tour of the building (facilities are always a must!).
  4. Company understanding: Make time to go over what the company’s USP’s are, target audience and main objectives.  It may not be relevant to the role but it is pertinent to their overall understanding.
  5. Shout out to the team: A new candidate warrants a shout out to the team they are working with and to the entire company. Also, the staff newsletter is a great channel for internal declarations.
  6. Staff training & protocol understanding: Ensure the recruit understands the functionality of the tools or systems they will be using, giving clear and concise training and supporting materials.
  7. Schedule periodic 1:1’s with line managers: Provide ongoing support from day one.  1:1’s are vital in ensuring the new candidate is settled and comfortable with the new role, encouraging engagement every step of the way.
  8. Inspire & motivate: High staff retention is down to the engagement of your team.  Inspire, motivate and incentivise all members of staff; giving them reason to go above and beyond their role.
Have your say

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 At ClearVoice™, we are experts in delivering employee communication and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information or help with onboarding and retaining staff, call or email us today and let us show you how engagement can boost your organisation.

Developing a Strategic Narrative

Leadership communication: how to develop a strategic narrative

What is a strategic narrative?

A strategic narrative is central to employee engagement.  It provides a compelling business story that explains the company background, future goals and outlines how employees can contribute to this.

Giving employees insight into the overarching aims and goals, a strategic narrative can strengthen engagement and emotional connection with the company; providing opportunity to contribute and integrate from an early stage.

Why do you need a strategic narrative?

A strategic narrative can help engage staff with long-term goals of the company.  Aligning key messages, communicating change or outlining action plans; the narrative is a unifying document from which everyone can understand what the company is trying to achieve.

But how can you ensure your narrative is effective?

An effective strategic narrative is one with a clear and compelling storyline!  Just like a bestselling book, it needs a context for the story and compelling plot, provide incentive to read and be left wanting to read more:

  • The setup: This is the reason behind the narrative; putting the story in context before it begins and explaining its purpose in simple terms. It includes key historical moments of the company, milestones met, challenges overcome and successes achieved.
  • The story: This sets out a compelling vision for the company’s future; it provides the overarching focal point and long-term goals. It encapsulates the dramatic tension audiences love to read; giving valuable insight into the company and showing how this can be improved.
  • The resolution: This offers clear direction and an action plan to achieve the goals. It is the climax of the ‘story’ where it becomes clear how employees can contribute, prioritise and help meet the company goals.

And not forgetting….

For a strategic narrative to be truly successful always keep the audience in mind when creating the narrative.  It should offer employees a platform to emotionally engage in a shared vision, align opinions and teams and be motivated to shift mindsets and transform behaviours; striving for and superseding milestones that will continuously improve the company’s performance.

Key points to include in your strategic narrative

  • Always write with your audience in mind
  • Involve key contributors from the onset
  • Outline the fundamental structure of the narrative including its purpose, direction, goals and proposed action plan
  • Consider the language, style and tone of voice of the strategic narrative
  • Provide leaders with the opportunity to personalise segments of the narrative
  • Integrate the narrative into everyday actions to keep it alive
  • Continuously measure the narrative and its impact on the intended audience

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communication and engagement solutions. We inspire, motivate and transform your workforce to increase your company’s productivity and profits. For more information or help with developing a strategic narrative, call or email us today and let us show you how engagement can boost your organisation.

Defining organisational integrity

Organisational Integrity: we hear it, we see it but do we follow it?

Organisational integrity is and should be the foundation of any working environment.  Building trust and incentivising staff to go ‘above and beyond’ is encouraged through honesty and transparency filtered through great leaders.

As a collective interpretation of individual integrity; organisational integrity guides core values, aspirations and patterns of thought and conduct among staff.  It creates an environment that encourages trust, promotes accountability and consequently, better engagement.

By integrating more robust standards, successful organisational integrity creates an environment everyone wants to be a part of and fully supports, comprehends and understands any structural, transformational changes.

The core values

But what are the core values to base a successful organisational integrity strategy on? And how can you avoid disruption to the integration and implementation of the strategy including performance management, role conflicts and ethical climates?

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Fundamentally, the key value is trust!  Creating an organisational integrity strategy must encourage trust from the team; promote honest and transparent communication and create peer and senior led decisions based on the motto ‘do what you say you will do, truthfully and consistently with your team’.  Taking into consideration these core values will help achieve a more sustainable and operable strategy. We have put together our top core values tips to help create a culture of trust and organisational integrity based on three simple points.

Top three core values tips:

Smarter decisions: Decision-making can be an easy task.  But if you are over-committing or under-valuing expectations, respect for leaders and managers soon becomes waned and tiresome.  As a result, staff motivation starts to drop.  Making more meaningful and attainable decisions can contribute to a better engaged and trusted workforce.

Honest accountability: Composing and delivering decisions can naturally become hierarchical if not communicated effectively or coherently with the team.  Integrating decision making that responds to crisis situations or provides honest account of current problems can have a cascading effect on the mentality of the team.  Avoiding happy illusions will encourage staff to respond in the same transparent manner; it enables them to see the reality of their situation and taking responsibility for delivering results.

Open environment: Creating a more open and receptive culture within any organisation allows staff to feel supported; it encourages them to speak up as and when a situation may arise.  This leads to greater accountability and responsibility to improve, excel and promote a more effective and motivated working environment.

As employee engagement experts, Engage for Success state: ‘Trust is fundamental to high performance in a team, and high engagement in an organisation. Organisational integrity builds trust’.

Have your say

Tweet us @ClearVoiceComms

 At ClearVoice™, we are experts in delivering employee communication and engagement solutions. We inspire, motivate and transform your workforce to increase your company’s productivity and profits. For more information or help with developing an organisational integrity strategy, call or email us today and let us show you how engagement can boost your organisation.

Guest blog: Culture and values – what’s it worth?

The true cost of culture and values

The vast majority of people turn up for work wanting to do a great job. But, unfortunately, many organisations manage to rapidly prevent them achieving that goal. Not intentionally of course; but unless you have a well planned on-boarding process accompanied by a welcoming culture, you are likely to fall at the first hurdle as the glow of the new job becomes tarnished by the reality of bureaucracy, process, and daily tedium. This is when a good culture supported by meaningful values can make all the difference.

It will have cost your organisation around £30,000 to find and replace that employee and in turn he or she has spent a great deal in time, energy, and probably anxiety, changing jobs or starting their first one. High expectations on both sides. So it’s not hard to see that if that family style supportive culture promised at the interviews along with the welcome talks from those important people under-deliver, there will fast be disappointment. And that can cost you dearly.

Time for a few Stats

According to the Deloitte 2017 Global Human Capital Trends Survey:

  • Organisational culture, engagement, and employee brand proposition remain top priorities in 2017; employee experience ranks as a major trend again this year.
  • Nearly 80 percent of executives rated employee experience very important (42 percent) or important (38 percent), but only 22 percent reported that their compa­nies were excellent at building a differentiated employee experience.
  • Fifty-nine percent of survey respondents reported they were not ready or only somewhat ready to address the employee experience challenge.

simply irresistible organisation model, deloitte university press


It’s not all that surprising that the majority of employers are poor at creating a great employee experience. Only the most enlightened business leaders can see the ROI on great culture supported by genuine values.  Most are wrapped up in issues where the payback is more tangible, easier to see and measure.

It’s time to wake up and smell the coffee

Trends show that this issue is not going away but rather becoming more important. For example, new graduates entering the workplace are no longer obsessed with just the salary and benefits package. They want to work somewhere they can share in values they believe in and a culture that supports them. And of course, if your employer’s culture is not something special, irreplaceable and distinctive, there is much less to stop you going to work somewhere else.

Worst of all is having a set of values on the website and on the walls in your meeting rooms which are largely unknown by the employees (can you recite your Company Values?), and not put into practice by management. Better to have none than to openly demonstrate ignorance or hypocrisy.

And it’s easier than ever today to find out what it’s really like working somewhere. Tools such as Glassdoor and Facebook make it very easy to see reality as opposed to what they want you to see on the website!

Every organisation should strive to be unique, even if the products and services are scarcely differentiated from competitors. In fact in this case it’s even more important. Don’t forget that your culture will shine through to customers, prospective customers, prospective employees, suppliers and everyone you deal with. It’s what makes you different. Culture often emanates from the original founder, even if they are no longer around. It’s that hard-to-describe essence that makes your place the place it is. By creating a timeless set of Values, you can capture that essence and use it make your organisation special, different and great.

Expensive if you get it wrong, valuable if you get it right

Even if you find it hard to see the tangible benefits, the costs associated with getting it wrong (poor culture, no values or redundant values) are likely to be immense:

  • Higher staff turnover @ £30,000 per head
  • Less motivated employees, less likely to go the extra mile
  • Unsustainable customer satisfaction – if your employees are not engaged, your customers will feel this in their interactions and will be less loyal to you. Your business could die.

Try putting a price on each of these for your organisation.

Every organisation has a culture whether you like it or not. Might as well use it positively, supported by a tangible set of values, to help engage employees and customers in a sustainable way.

At amp Performance Limited, we help both public and private organisations by developing performance improvement solutions through Motivation and Incentives. We help answer people and business questions. We do this by providing services across Communication, Education, Measurement and Reward. Visit us at

Have your say and tweet us @ClearVoiceComms

Many thanks to Adam Sidbury, Director, at ampPerformance for his time and insight into the true cost of organisational culture and values. At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire, motivate and transform your workforce to increase your company’s productivity and profits. For more information on developing a well-planned on-boarding process and welcoming culture, call or email us today and let us show you how engagement can boost your organisation.

The importance of an employee voice

Invaluable employee voice

The term employee voice defines an opportunity given to staff, inviting, listening and involving them in company decision-making.  It offers staff a platform to contribute openly and transparently on what they see is important within the company.

Employee Engagement experts, Engage for Success, say ‘employee voice exists where the organisation has put mechanisms in place to enable it to have an ongoing conversation with its staff, in different ways, to ensure every voice is heard’.

Whereas CIPD research found that a quarter of practitioners said that the principle ‘people should be able to influence the decisions that affect them’ is one that they never apply in their decision-making, or they merely see it as a ‘nice to have’.

But how important is the employee voice and why should organisations be empowering staff instead of silencing them?

Key advantages of an employee voice

Giving employees a voice can create a catalogue of advantages, from increased productivity to a more engaged working environment.  Explore the top five reasons for why giving employees a chance to speak up can benefit your company:

Awareness:  Employees give you all-encompassing perspectives of the entire company with first-hand accounts of productivity and operational processes. They could unveil challenges and company weaknesses.

Investment: Giving employees a platform to share their views and opinions can increase employee engagement and productivity.

Problem-solving: It can open up solutions to business issues that may not have been considered and encourages effective decision-making.

Innovation: Engaged employees may have more innovative ideas that can help steer your company in a different direction.

Performance:  Better engaged employees who can see that their voice is being heard and integrated into decision-making will perform better in their role.  Motivated by the effects their opinion has on processes, it can save companies money in the long-term.

As the Involvement and Participation Agency (IPA) and Tomorrow’s Company’s report ‘Releasing Voice for Sustainable Business Success’ aptly states:

‘without active, confident and vocal employees, companies and organisations will not be able to achieve sustainable business success’.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communication and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information or help with giving your employees a voice, call or email us today and let us show you how engagement can boost your company.

Creating an Internal Communication Strategy

Internal Communication Strategy

Creating an Internal Communication Strategy offers the opportunity to build a stronger organisation with a unified workforce.  Contributing to better engagement and increased productivity, an Internal Communication Strategy can empower staff and highlight the value of their role in line with the company’s objectives.

But how do you create one?

To create an effective Internal Communication Strategy, best practice starts with the preparation and planning stages including:

Review and Report

Review the current structure and communication of the company, identifying how you communicate key messages, what employee perceptions of key strategies are, channels used and where communication currently sits.

Identify your audience

Understanding your audience and the environment they work in will help you engage and communicate more effectively.  Consider reviewing locality, role positioning and previous campaigns used to integrate strategic messages.

Internal Communication Strategy, Silke Brittain, ClearVoice, Bedford, strategy, internal communications, strategy, management, employees,Objectives

Define the objective of the Internal Communication Strategy; what are you trying to say, who are you targeting and how will you communicate with them?  Each objective should be SMART (simple, measurable, attainable, relevant and timely) and should close the gap between current perceptions and the desired outcome.

Implement & succeed

Plan & schedule

Create a Communication Strategy that encompasses the business strategy, details of your target audience, objectives, channels and processes which will be used to deliver key messages.  Most importantly establish a schedule that will highlight when and how you measure the objectives and outcomes.


One of the most important steps in delivering a successful Internal Communication Strategy is getting everyone on board; particularly those who you need to directly involve in the implementation of the strategy before you share the details.


An Internal Communication Strategy will always require measurement, assessing what works, whether the objectives were met and what could be improved for next time.  Ensure that you carry out measurement regularly and coherently.

Have your say and tweet us @ClearVoiceComms

At ClearVoice™, we are experts in delivering employee communication and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information or help with developing an Internal Communication Strategy, call or email us today and let us show you how engagement can boost your business.

Intranets – a powerful digital tool?

How intranets can improve employee engagement

Intranets work as a collaborative platform that contain information specific to a company and can only be accessed by its employees.

A well-thought out intranet site can be a powerful digital tool that can help boost productivity and engagement.  It can also serve as a central hub of company information and resources that can help employees do their jobs, quickly and easily.

The benefits of intranets?

Intranets have a catalogue of benefits.

From cutting administration costs to supporting employees within a centralised digital workplace, intranet sites provide a key role in building an inclusive and engaged culture within the company.

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The value to HR departments

Intranets can have a significant, positive impact on key HR objectives through their ability to support, develop and communicate the employer brand and contribute to the overall employee experience.

Royal Mail and Tesco are great examples of how employee focused platforms can strengthen the employer brand and provide a wholesome employee experience.  Dedicated to staff, the sites provide valuable insights, colleague focused offers, company news, uniform order forms and exclusive employee login points which lead to confidential hub areas.

Integrating HR processes, Royal Mail’s intranet site aptly named also provides online access to employment policies, health and safety processes, share offers and business standards.

Tesco’s intranet platform,, gives colleagues a central hub of staff-focused information including magazines, internal product and service promotions, community and charitable events and administrative documents including pay slips and business conducts.

A resourceful tool

Intranets considerably reduce administration costs and resources by centralising information to one area instead of across a multitude of internal servers, cloud-based platforms or even relying on one allocated body.

It also has the capacity to improve roles, expand employee engagement, strengthen employer brands and migrate company policies and procedures.  As a result, creating tangible benefits for HR departments and overall strategies.

Giving employees a reliable, dependable and resourceful digital platform.

Have your say and tweet us @ClearVoiceComms

 At ClearVoice, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on developing an intranet platform, call or email us today and let us show you how engagement can boost your organisation.

Reward and Recognition Programs

The importance of a Reward & Recognition program

A Reward and Recognition program can have significant impact on overall employee engagement in an organisation. From boosting morale to lowering staff turnover, reward and recognition programs offer companies a motivational tool that can be beneficial to the employer as well as the employee.

The three top tips for building a Reward & Recognition program

An effective employee recognition scheme should be relevant, fair and transparent for all employees to be motivated. Clear criteria outlining the purpose, audience, channel and measures will help employers manage and deliver the program easily and sustainably.  The key areas to include in any program criteria include:

  • Purpose: Having clear objectives for the introduction of the program will help shape the overall process. Are you trying to boost performance, drive employee retention or reinforce expected behaviours? These questions will help create a program that is bespoke to your objectives and you can easily measure.
  • Power: The most effective Reward and Recognition programs are ones which are peer led. Involve staff in championing the program; ascertain how they will communicate, measure and select winning candidates; and consider the overall perception and subsequent motivation of the workforce in this process.
  • Process: The Reward and Recognition program must have clear criteria. It should outline how the employee’s behaviours or actions will be recognised, by whom and who is eligible to receive this award. This will ensure the program is relevant and help motivate staff to perform accordingly.

Benefits of a Reward and Recognition program

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Reward and recognition programs are not just beneficial to an employer but also to the employee.  It provides a unified acknowledgement of performance and adoption of the company’s culture and ways of working.

A culture of recognition is one of the most important factors in creating a positive work environment. A simple ‘thank you’ from a manager goes a long way and confirms the meaningfulness of the work an employee has completed and been recognised for.

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At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information or help with developing a reward & recognition program, call or email us today and let us show you how a simple ‘thank you’ can boost your organisation.

Guest blog: Engage and stop chasing demographic unicorns

Engage with diverse workforces

Are you stressed about trying to engage your diverse workforce? Going crazy trying to engage millennials in your office?

You’re probably overwhelmed by articles and blog posts telling you how to communicate with your workforce by age, ethnicity and gender. Frankly, it’s unworkable.

The fact is people are complex and the psychological underpinnings that lead employees to engage with a firm morph with both time and situations. Engagement is daunting. That’s why you need a different model – a new way of thinking about engaging your diverse workforce.

Stop chasing demographic unicorns.

The 4 Drive Model

The 4 Drive Model (originally created by Lawrence & Nohria) is a comprehensive framework for understanding employee motivation at its root. The 4-Drive Model satisfies a wide variety of engagement issues with a single approach. This way, you can engage your 26-year-old white female as easily as the 45-year-old Asian male.

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#1: Acquire & Achieve. The first set reflects our drives to acquire things, status, experiences, rewards, etc. and is a common foundation for all engagement plans. Intuitively, you can peg millennials with their drive to acquire and achieve, but hold your horses. They’re not the only ones. We live in a consumer-driven world. Your millennials and your 50-something coworkers received Apple watches for holiday gifts (maybe even from themselves).

Kurt Nelson, PhD, President of The Lantern Group, applies a version of the 4 Drive Model to engagement strategies. He noted recently that “The standard ‘pay them more and get more performance’ mantra doesn’t work anymore. A written letter of appreciation can generate more engagement than a big check.”

#2: Bond & Belong. We have a drive to create positive relationships and engage with others to fit in as social beings. In this way, we are satisfying our desire to bond and belong. This drive transcends age, gender and ethnicity and has more to do with what’s happening in the careers of your employees and changes in their environment. In every new setting, the subconscious mind demands satisfaction to bond and belong, to fit in and for the tribe to recognise achievements.

The modern workforce exists not so much as individual contributors but as dynamic participants in a web of teams. As Nelson noted, “Successful leaders look for opportunities for their people to interact and form social connections.”

#3: Create & Challenge. These drives are about our need to create, improve, master, learn and overcome challenges. People commonly overlook this when considering what engages employees. An assignment with tremendous challenges can contain more motivational power than an average assignment with a big bonus. As historian Jacob Bronowski said, ‘We delight in our own creativity,’ so give an employee something to create and watch them run.

That said, it’s more than just having a challenge in a job. It’s also about expanding the cognitive abilities that allow us to succeed. “To maximize performance,” said Nelson, “make sure that there are regular opportunities or even requirements to engage employees in learning.”

#4: Define & Defend. Defining our purpose and defending our status, ideas and relationships. How we identify ourselves has immense motivational power. While saving-face is one such reactive aspect, the proactive side is staking a claim and enabling employees to raise a flag on their own battlements. These drives serve those who have clear visions of their purpose and goals in the organization.

“Employees will fight long and hard for a company that they believe in and one that has their back,” says Nelson.  This is truly the ultimate gift an employee can give a company when their environment supports it “but the moment they sense deceit or feel belittled, those same employees can turn into your biggest liability.”

Applying The 4 Drive Model

Dr. Nelson recently leveraged the 4 Drive Model with a global pharmaceutical firm in revamping their sales incentive trips. Historically, the firm offered lavish trips for top performing employees to exotic destinations as recognition of their successes. However, the company wanted to dial down the public perception of the trips and at the same time maintain high levels of motivation among the sales reps. The result, after private interviews, team brainstorms and input from senior leaders, a menu of trips was created to allow teams to choose (bond & belong) among learning-centric trips (create & challenge) with senior leaders (acquire & achieve) that were relevant to their team’s success (define & defend).

One Isn’t Enough

Nelson noted that “an improvement in each of these drives impacts organizational performance independently” which is important for any firm. Satisfying all 4 drives simultaneously initiates “an exponential increase in performance”. By comparison, firms see a 3%-6% performance increase for satisfying any individual drive versus a 36% performance increase when all four drives are satisfied.

Chasing demographics is akin to chasing unicorns in a magical forest.  By focusing on the 4 Drives, it allows you to develop programs that address your entire audience looking at where they are at.

Tim Houlihan applies the behavioral sciences to workplace engagement and consumer behavior to corporations around the world.

Have your say and tweet us @ClearVoiceComms

Many thanks to Tim, Chief Behavioral Strategist, at BehaviorAlchemy for his time and insight into engaging audiences. At ClearVoice™, we are experts in delivering employee communications and engagement solutions. We inspire and motivate your workforce to increase your company’s productivity and profits. For more information on engaging with diverse workforces, call or email us today and let us show you how engagement can boost your organisation.