Should Employee Engagement and Company Culture be a job for Marketing rather than Human Resources?

Improve Company Culture

Studies and experts confirm that companies with higher employee engagement are more profitable, have lower turnover, higher shareholder value, greater productivity and more. Companies with a positive corporate culture enjoy higher levels of employee engagement and better attract and retain talent. In the years since these initiatives have surfaced in corporate America, Human Resources has typically been charged with both increasing employee engagement and building a positive corporate culture. Are these initiatives better suited to the Marketing department?

The Case for Marketing

In today’s digital world, the objectives of employee engagement, culture and marketing are closely aligned. Marketing seeks to connect with consumers to communicate the company’s values and brand messaging. Because company values are so important to today’s (and tomorrow’s!) workforce, it makes sense for Marketing to communicate these messages internally as well.

The marketing team can also influence ways in which to attract top talent and encourage employees to become company advocates. While marketing is creating content that communicates company values and articulates a clear brand message to consumers, this same content can be shared with employees. Highly engaged employees take better care of customers. When those employees are living the company values and understand the brand messaging, they can authentically reinforce both with customers.

Culture and Employee Engagement are Connected

Culture is a shared set of beliefs and values. A positive culture not only attracts and retains key talent but allows employees to do their best work. Employee engagement is the emotional connection that the employee has to the organization’s beliefs and values.

Just as companies with a positive culture have a higher level of employee engagement, recognizing and rewarding excellence is on every list of ways to increase employee engagement.

Developing a formal program, training leadership on administering the program and effective ways to recognize and reward employees is critical. Partnering with an experienced firm will ensure that the program is fair, that it will achieve company goals and objectives while avoiding the unintended consequences that so frequently surface when companies try to develop programs in-house.

HubSpot believes that culture is to recruitment as product is to marketing. Because engaging customers is so similar to engaging employees, marketing may have the most to gain from an improved company culture and highly engaged employees. Contact one of our professionals today to get started on the path to strengthening your culture and increasing engagement by effectively recognizing and rewarding excellence!

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In economic terms, the multiplier effect refers to the proportional increase or decrease in final income that results from an injection or withdrawal of capital. In terms of Safety Reward Programs, the multiplier effect might refer to the ROI² (Return on Incentive Investment). A properly structured program significantly impacts overall employee engagement and safety culture, where employees are attuned to safety-related issues, inspired to display “Above & Beyond” safe behaviors, willing to be safety ambassadors, and encouraged to promote learning and support continuous improvement. Such best-in-class programs are designed to promote group objectives and reward individual behavior, engaging, motivating, and rewarding the people behind your success.
 

Fortunately, there are thousands of companies in high-risk industries that have excellent safety programming, training, and coaching in place. Many include safety in their list of core values and have invested heavily in EHS (Environment, Health, and Safety) technology, training, telematics, and personnel. However, too many miss the opportunity to incentivize and recognize individual safety contributions, behaviors, and performance.
 

Programs featuring tangible and experiential awards as the reward currency can have a multiplying effect that pays dividends. Benefits include a more highly engaged workforce, fewer accidents and incidents, reduced claims and losses, lower turnover and absenteeism, better communication, increased productivity, visibility to leading and lagging indicators, incremental coaching and training opportunities, and improved profitability.
 

So, what’s the rub? Are engagement programs focused on employee safety, health, and wellness expensive to implement? Do they only make sense for companies with thousands of safety-sensitive workers? The answer to both questions is no. Properly structured programs can be cost-effective and right-sized for companies with as few as 100 safety-sensitive workers up to those with 10,000 or more. The ROI² of these programs can be expressed as a ratio (in this case, 4:1), with quantitative results showing a savings of $4.00 for every $1.00 invested and qualitative results revealing higher employee morale, which serves as a catalyst for productivity. Safety Reward Programs help to mitigate risk, elevate employee engagement, and improve overall safety culture. They also present an excellent opportunity for companies to simply say thank you to their employees for being safe, committed, and engaged.
 

People have an inherent need to know that their efforts do not go unnoticed. Safety Reward Programs provide the stimulus and energy that encourage employees to perform at their best and achieve new heights.

Heidi Chatfield

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