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New Employee Benefits Communications Campaign

Drive employee benefits awareness, value perception, enrollment, and activation.

Snapshot

In an effort to continue to lead innovation in healthcare, Cambia made a strategic investment into a leading-edge start-up company, SpendWell. SpendWell is an e-commerce-powered marketplace designed to transform the way people shop and pay for healthcare, specifically for routine services at competitive prices. To drive adoption and use of SpendWell’s benefits program, Cambia and SpendWell turned to us, to create awareness, drive enrollment and activate Cambia employees to use their new benefit. Using targeted multi-channel employee engagement strategies, behavioral science and compelling creative we achieved all enrollment and activation goals; and did so in less time than SpendWell and Cambia expected.

 

Rapid Insights & Planning

The essence of our assignment was to introduce SpendWell to Cambia employees who were eligible; inspire those employees to enroll and then activate them to participate in using the benefits marketplace within three months of enrollment. To do so we collaborated with Cambia HR and SpendWell executives to craft precisely the right enrollment and activation programs. In order to achieve our collective goal, we had to overcome several challenges. The first challenge was to introduce a totally new benefits service which possessed an unfamiliar service model. Then we had to craft a positioning that would resonate with employees and their families, and clearly express SpendWell’s unique value. Finally, we had to educate employees as to how to use this new service and, as soon as possible, activate them in order to create new benefits-related behaviors. SpendWell’s leadership team had been working on the launch of their product for months but realized that they weren’t going to achieve their goals without the support of a partner. To get Cambia and SpendWell on track as quickly as possible we engaged our proprietary approach called Rapid Insights & Planning (RIP). Designed to accommodate both immediate and long-term planning, the RIP quickly aligned both the SpendWell and Cambia HR teams and enabled us to rapidly gain vital insights. Insights included the target employee audience, their communications preferences; a deep understanding of the Cambia culture, and lastly operational capabilities and capacities. Using these insights, we generated the following:

  • Audience & Segmentation: Of the 5,500 Cambia employees, we identified 3,500 that were eligible for SpendWell’s benefits offering based on the type of medical insurance plan they had. From there we identified three sub-segments based on role, generation, and communications preferences so we could deliver highly targeted content and personalize the messaging. The more personal the communications, the more relevant to the employee and the higher the enrollment and activation rates.
  • Messaging: We guided SpendWell and Cambia HR through an exercise to define key message points, hierarchy, and timing. Using segmentation, we customized messaging by segment to ensure message relevance as this increases activation.
  • Style Guide: We developed a new style guide that shared the visual essence of SpendWell’s brand with Cambia’s employer brand; bringing balance and cohesion to the creative executions through expanded color palettes, engaging typography, and photography; plus infographic styles that enabled employees to quickly scan our content and know what actions to take.
  • A Phased Approach: With two core objectives, enroll and activate, it was optimal to take a phased approach to achieve the desired results. We took this approach in order to balance expeditiously moving employees toward activation with their need to not feel rushed in making important benefits decisions. This approach also enabled us to put employees on a progressive path from awareness, to education, to consideration, to decision to activation. This approach built a new relationship with employees, opened them up to an entirely new concept regarding their medical benefits and convinced them to take a more active role in their well-being.
  • Communications Tactical Plan: We audited Cambia’s internal communication channels and developed a plan inclusive of digital, print, and in-person meetings. We developed specific tactics designed to create the retail-like behaviors we needed and deployed specific channels in order to target motivational triggers within each of the audience segments. One of strongest activators was the use of an incentive —an Amazon gift card. We used this tactic because, in analyzing employee behaviors and motivations, we knew that they would need a material reason to take post-enrollment action and that instant gratification would have the greatest impact. We included the gift card in a welcome kit that was mailed to the employee’s home immediately after they enrolled, helping them and their families to better understand SpendWell’s value. This was done in recognition that families play an important role in an employee’s choice of benefits.
  • Calendar and Cadence: Because of the unique nature of SpendWell’s benefits offering and the behaviors we had to trigger, we crafted a retail marketing-like cadence of communications to drive activation. This approach enabled us to move employees through a well defined “purchase process” similar to the purchase funnel used in retail marketing.

From Planning to Creative Execution

With planning complete and all three teams completely aligned it was time to execute our plan. Over the course of several weeks, we transformed message points and style guides into copy and creative; tailored to each segment of the Cambia employee audience. The campaign was comprised of:

  • Messaging: To move employees smoothly through the enrollment/purchase funnel we established a phased messaging structure that mapped directly to the employee audience segments and campaign phases. Each phase of messaging encouraged movement to the next phase; ending with the employee using SpendWell’s marketplace.
  • Channels: We leveraged email, Cambia’s intranet, printed materials, the SpendWell website and landing pages, and leadership-driven events at each office to drive enrollment and activation.
  • Vehicles: Upon launch of the campaign we executed daily events where Cambia leadership presented the SpendWell benefits to groups of employees along with sign up stations with SpendWell reps. This tactic was one of the strongest drivers of hitting our first phase enrollment goals. Additionally, we placed promotional ad units on the intranet homepage, deployed our newly designed email templates, sent out welcome kits, and placed workplace disruptions (branded clings) placed on office walls, stairs, and cafeteria floors.
  • Campaign Management and Optimization: As campaign elements were activated, we monitored and measured activity and optimized the benefits communication on a real time basis. We also generated regular reports, accompanied by recommended actions plans, throughout the campaign; plus a final report detailing insights, lessons learned and recommendations for upcoming campaigns.

A Proven Success

Our retail marketing-like strategy expeditiously achieved the SpendWell’s business KPIs and helped Cambia HR take more progressive steps towards engaging their employees. Because we successfully enrolled and activated the majority of the targeted Cambia employees, we were able to validate SpendWell’s business model which helped SpewndWell acquire new customers and Cambia HR to recognize new beneficial; ways to engage and activate employees around new benefits and programs.  

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Fortive Leadership Conference

Connecting leaders to the company's shared purpose, values, vision, and strategy.

Snapshot

Fortive is a Fortune 500 industrial holding company committed to providing their customers with essential technology. The company is comprised of more than 20 operating companies and focused on creating and delivering professional instrumentation and industrial technologies, Fortive has a diverse team of 24,000 employees worldwide.

Every year Fortive holds a leadership conference,  designed to bring together the top 200 global leaders across Fortive and its operating companies. Fortive’s communication leadership was tasked with the planning and execution of the 2017 Fortive Leadership Conference — for which Vignette was tasked to help plan and create content for it.

 

Fortive 2017 Leadership Conference Opening Video

 

Accelerating Progress was the theme Developed around the Company’s Shared Purpose

Every event needs a theme to help connect speakers and attendees. Since this was Fortive’s first Leadership Conference, it made the most sense to base the conference theme around the company’s shared purpose. Fortive’s purpose statement is “Essential technology for the people who accelerate progress” so we decided to use Accelerating Progress” as our event theme, which communicates Fortive’s focus and position as an innovative leader in all its markets and businesses.

The theme of Accelerating Progress helped set the tone for the following content we created for the 2017 Fortive Leadership Conference:

  • Conference Branding: Building off the employer branding materials we developed when we first helped launch Fortive, we continued with a similar style of positioning and visuals, while finding areas to elevate and evolve based on recent employee feedback.
  • CEO Keynote Presentation: Working closely with Fortive’s communications leaders and CEO (Jim Lico) we created Jim’s Keynote presentation — from the presentation outline to content development, key messages, presentation design, script notes, and rehearsals.
  • Promotional Materials: We created promotional materials to be used for the conference ranging from banners and posters for the hotel lobbies and event rooms to the three (3) day conference agenda and supportive materials.

VIDEOS TO BUILD AWARENESS AROUND FORTIVE’S SHARED PURPOSE AND VALUES 

We created several videos for use at this conference and beyond. Our work began with the creation of treatments for each video, interview guides to help extract the content and performance out of the leaders we interviewed—all leading to a worldwide video shoot to capture the content. We created the following videos:

Photoshoot: While we were shooting the videos we also took the opportunity to do a photoshoot across the globe to capture authentic, branded imagery for the campaign and eliminating the need for stock photography going forward.

Activating awareness around Fortive’s shared purpose and values

Fortive’s first Leadership Conference was seen as a great success by all 200 attendees. This three day conference left attendees feeling excited about the company’s future and helped better connect these 200 leaders to the company’s shared purpose, values, vision, and strategy.

Our work on the videos specifically created great excitement amongst operating company leaders as they all saw the content we produced as the next step to helping them create more awareness around Fortive’s shared purpose and values, as well as to be used for Leadership and culture training going forward.

Fortive and Vignette are continually planning, creating, launching and learning. Fortive is built around the premise of continuous improvement, so we are never looking for perfection as much as driving awareness or action from the 24,000 global employees we serve.

Need to create more awareness around shared purpose and values with your employees? Get in touch.

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Employee & Family Engagement Campaign

Driving employees and families to participate in an annual engagement survey.

Snapshot

KinderCare Education, formerly known as Knowledge Universe (KU), is the largest for-profit provider of early childhood education in the U.S. Headquartered in Portland, OR., the company operates nearly 1,700 early childhood education community centers and employs roughly 30,000 employees in the U.S.   Every year, KU launches two important annual surveys. One survey measures overall family engagement. The other measures employee engagement, targeting education center directors and teachers. A new leadership team had recently come on board, and the CEO wanted to significantly increase participation in the surveys to get a better understanding of the issues facing parents, students, directors, and teachers. KU’s Initial attempts at boosting survey participation hadn’t delivered the numbers the leadership team aspired to achieve, so Vignette came on board to develop a solution to activate parents, center directors and teachers to participate.

 

Key Insights

Having worked with KU before, we had a strong foundation of knowledge to understand the company’s issues and opportunities, culture and brand. However, we dove a bit deeper to try and find some key insights to use to inspire families and employees to give KU another chance at solving these issues. Some of the key insights were:

  • Families are a difficult audience to reach, and Center Directors and teachers served as a key touchpoint in helping encourage family participation in the survey.
  • KU faced a perception among families and employees as a “corporate caregiver” rather than a family-centered caregiver-focused on positive student, family, and employee experiences.
  • Center Directors and teachers have minimal break time as they are always with their students. So how they are reached, engaged, and what they are being asked to do must be thoughtful, clear and brief.  

Theme Development, Message Points and Style Guide

While Vignette was already working with KU on other initiatives and had been exposed to the company’s employer branding, this assignment gave us an opportunity to elevate that branding. With a goal of driving survey participation, we first needed a way to connect with both families and employees. We began with initial working sessions to gain a deeper understanding of family and employee perceptions, frustrations, wants and needs. With a firm understanding of our audience, we then developed key message points, and a hierarchy to help our team and KU align on delivering messages that would drive the participation we were looking for. Additionally, we developed an employer branded style guide that aligned our team and KU on the core branded elements such as fonts, colors, guidance on the use of imagery, graphics and design explorations that would help bring our important message to life. The result of this process created the campaign theme of “Yes, we hear you” along with a stylized set of tools to guide the creation of our main campaign vehicles.

 Channels, Tactics, and Vehicles

  • Email: We crafted emails that were targeted at Center Directors, teachers and parents, communicating the purpose of the short campaign and included Calls To Action to activate them to watch the video we created, participate in social media activities and ultimately take the survey.
  • Video: The crown jewel of the campaign was a video called “Tuesday, 7:50 a.m.” The video is a highly creative execution that delivers emotional context around the moments before a parent drops their child off at one of KU’s centers. The message to families was, “We know. They mean the world to us, too. And this is why we need your input in our survey so we can continue to provide the best care possible for your family.” We developed and managed all aspects of the video, including concept development, aligning KU’s CEO to the concept and campaign plan, script development, casting, direction, shooting, editing, and distribution.
  • Posters: We developed several posters for education centers that communicate the campaign’s theme and message and attempting to activate Center Directors and teachers to participate.
  • Print Materials: A condensed printed piece was created as a coaching guide to help encourage Center Directors and teachers to both drive family and employee participation.
  • Social engagement: The video was hosted on KU’s YouTube channel, accessible via a campaign landing page, and available on KU’s social channels including Facebook, Twitter and Instagram. The social campaign encouraged education center participation, which resulted in high levels of engagement. Centers received printed materials in the form of a large thought bubble where they could write a message, and post selfies of themselves or with other co-workers and children, resulting in high levels of engagement.
  • Newsletter: We created a special edition of KU’s corporate newsletter, Canvas,to provide a deeper explanation of the campaign’s purpose and drive immediate participation.

An Effective Outcome

The outcome of the short campaign delivered on our mutual KPIs. Final family and employee engagement participation rates were higher than expected, with well over 90 percent participation.  

 

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