Page 295 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

282B RE-ENGAGE

Employee Well-Being and Company Size

We noted in Chapter 2 that employer size has a negative effect
on perceptions of employee benefits: the larger the employer,
the dimmer the view of employees when reflecting on the
two survey items in this chapter. Larger employers will need
to address this perception and work harder to overcome this
apparent barrier. The admonitions stated previously should
be “biggie sized” to ensure messages about employee ben-
efits make it to all corners of a large enterprise:

: The frequency of messages may need to increase by an
exponential factor.
: More varied forms of media should be used.
: Messages about benefits should be ongoing, instead of
“just at enrollment time.”
: Additional training directed at supervisory staff may be
helpful if employees feel less connected to staff functions
such as human resources.

As one executive told us, “Just about the time I think
we’re overcommunicating about benefits is the time we may
have it about right.”

: A CHECKLIST OF BEST PRACTICES FOR ENGAGING AND
RE-ENGAGING EMPLOYEES WITH BENEFITS AND A
FOCUS ON WELL-BEING IN ALL TIMES

What follows is a summary of some of the practices, based on our anal-
ysis, that Best Places to Work have in common. Check only those that
you honestly believe your leaders and managers are performing well: