Page 111 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

98B RE-ENGAGE

By December 2008, U.S. employers were stepping up their com-
munication to workers about their financial performance and solvency
to help alleviate growing levels of stress and anxiety caused by the
recession. More than three-quarters of employer respondents to a sur-
vey by Watson Wyatt said they had already sent out, or were planning
to send, updates to employees on the impact of the financial crisis.
More than two-thirds (69 percent) of these employers cited “easing
employee anxiety” as one of the top two goals of their crisis-related
internal communication, while nearly one-third (32 percent) cited
“earning employees’ trust.” 9
Employees need a constant stream of information reinforced in dif-
ferent ways by different parties using different media. When a fast-
food restaurant advertises a new menu item, it doesn’t just run the ad
once; it runs the ad again and again. Take a page from product market-
ing as you think about communicating with your employees. Opening
an ongoing dialogue with employees can reap significant benefits.

:
“Employees are anxious . . . and hungry for information. If
the usual channels do not satisfy this hunger, the employees
will decide for themselves what to expect based on rumors
and innuendo . . .”
— DAVID DELL

: HOW SENIOR LEADERS AT WINNING COMPANIES
DRIVE ENGAGEMENT

When we interviewed the general manager of Gaylord Palms Resort
and Spa, Kemp Gallineau, and Gaylord’s vice president of corporate
culture and training, Emily Ellis (both of whom we first introduced
you to in Chapter 1), we wanted to find out how the Palms has at-
tained and sustained its premier-employer status and especially how it
has achieved such high survey scores in the area of senior leadership.
We asked Gallineau what impact the firm’s CEO, Colin Reed, has
had on building a culture of engagement: