Workbook | Employee Engagement

the secret to turning employees into engaged healthcare consumers

OverviewThank you for joining us at the Castlight Enterprise Healthcare Summit, and at this session on the secret to turning employees into engaged healthcare consumers.At Castlight Health, we are passionate about helping families across America take control of their healthcare — of the decisions and expenses that affect their health, productivity, and overall well-being.

Learn the secretIn today’s session, we will explore the “secret” to employee engagement. We will talk through some best practices and the data that supports them. We will also give you the tools to diagnose your organization’s key focus areas to unlock the power of healthcare consumerism. And very importantly, we hope you take home at least one tactic you can immediately put into action to help your employees become more engaged healthcare consumers.

Welcome

2

3

if you expect employees to behave like healthcare consumers, you have to communicate to them like consumers.

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Consumer marketing by the num6ers

5

521

Opens 52% of her email on a smartphone

1.662

Her employer spends an average of $1.66 per month to communicate to her

253

Reads 25% of company emails

164

His employer is among the 16% who have measured the effectiveness of employee communications

5,0005

Sees 5,000 marketing messages per day

246

Only 24% of the emails he receives are optimized for mobile

627

Is part of the 62% of smartphone owners who used phone to look up information about a health condition

788

Her employer is among the 78% of the U.S. employers who do not plan to invest in email

1 Newsweaver customer data, 2012.2 NBGH Survey Report, 2012.3 EMPLOYEEapp’s 2014 Employee Communications Satisfaction Survey4 Newsweaver, “Internal Communicator: Emerging Trends and the Use of Technology,” 2014.

5 Fast Company, 2013.6 Hussain, Anuon. Hubspot, 2014.7 Pew Research Center, “U.S. Smartphone Use in 2015.”8 Newsweaver, “Emerging Trends & the Use of Technology in Internal Communications,” 2014.

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4 p’s of employee engagement

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ProductDeliver value

Invest in user-friendly toolsEncourage consumerism

Provide educationEmpower conversations

PrioritySet clear expectations

Establish a budgetInvolve broad leadership

Do the right thingChange the status quo

Play offenseAlign to corporate objectives

PlaceCollect email addressesDeploy “ground game”

Integrate program registration with annual enrollmentEmpower local leaders

and championsEncourage competition

PromotionOffer incentives

Provide clear and direct executive leadership support

Use data to understand audiences

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Product Self-evaluation

Priority Self-evaluation

Place Self-evaluation

Promotion Self-evaluation

Does your program create a clear benefit for your employees that they can easily articulate?

Does leadership prioritize this program with a clearly defined expectation of business impact,

clearly articulating this to all levels of your organization?

Does email reach the majority of your employees?

Do you provide incentives for your employees to learn about and try the program?

Is the online experience you give your employ-ees in navigating the program modern, highly

personalized, and easy to use?

Is there a defined and adequate budget to promote this program through print and digital

communications, on-site events, and incentives?

Do you actively work to establish and nurture communications channels to reach partners (e.g.,

spouses, domestic partners) eligible for the program?

Do you have support from a respected executive leader who has agreed to be

a spokesperson helping to introduce the program?

Is the program supported by a mobile experience that provides employees exactly what they need

when they’re on the go?

Is leadership committed to removing any inter-nal operational or legal barriers to communicat-

ing this program?

Do you have a network of individuals (e.g., man-agers, local HR, wellness champions) committed

to actively promoting the program to employees?

Are your messages simple, clean, and to the point, with a visible and clear call to to action?

Does the program provide robust education to teaching employees how and why to make the

most of its benefits?

Is leadership comfortable with a reasonable level of employee complaints about the program and its communications, knowing that the program

benefits the vast majority of employees?Does your organization embrace video as a

means of communication?Do you A/B test your messaging, or try it out in

advance with focus groups?

Are most employees proud to recommend this program to other employees?

Does leadership embrace new communications techniques for hard-to-reach populations or

tech-savvy Millennials?

Do you introduce the program to eligible em-ployees and partners with multiple standalone

communications through all available channels? Do you segment and/or personalize your pro-gram communications to specfic audiences?

Total score ________ Total score ________ Total score ________ Total score ________

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

0Definitely no

1Mostly no

2Mostly yes

3Absolutely yes

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best practices

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ProductChallenge Best practice

Online tools and portals are not easy to use.

Ensure adequate mobile support for any online experience.When evaluating new resources, request a demo of thenative app or mobile site to ensure users can quickly get tothe information they need.

Lack of tools to support consumerism.

Provide education on decision-making in addition tonotification of plan changes. Identify real world “use cases”for new resources to help employees visualize how andwhen to use them.

Value of the program/resource is not clear.

Select partners that can provide personalized informationand experiences to your employees. Every individual willwant to understand the potential value he or she canderive from your investment.

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PriorityChallenge Best practice

Program is lost in menu of other already extensive benefits.

Have leadership communicate the priority of the program with clearly articulated and measured expectations to all levels of management.

Lack of budget for print, incentives, and ground communications.

Ensure executive sponsor makes the initiative/effort a priority with value created far outweighing any near-term investments. Plan for effort as part of annual budgeting.

Lack of access to employees in the course of their daily work

Ensure C-Suite understands business rationally and is fully supportive

Legal roadblocks limiting or complicating communications, reducing their effectiveness.

Have a senior executive sponsor willing to make a business decision informed by (but not hindered by) legal implications.

Company not willing to communicate using new channels or methods.

Acknowledge that in five years, 50% of the U.S. workforce will be of the Millennial generation, and using new channels and messaging will be critical to staying visible and relevant.

Optimizing communications to eliminate any possibility of employee complaints.

Take a stand, acknowledging that for every complaint, many more employees will significantly benefit.

Lack of senior executive buy-in.

Make sure senior executives understand how the program directly links to high-priority corporate goals. Show a clear Value on Investment (VOI).

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PlaceChallenge Best practice

Our employees are widely dispersed. There’s not a single way to reach all of them.

Walk through a day in the life of your employees and consider all touchpoints with various groups. Ensure you have ways to reach through those touchpoints and if not, explore ways to build new channels.

Employees can’t attend in-person meetings.

For the right audience, email is king. Consider dedicated short-form content and links to important details. If you don’t have email addresses, explore creative ways to gather them. Consider collecting emails during annual enrollment or during new-hire orientation.

Employees don’t have access to computers during the workday.

Print has a place. Leverage different messages for different formats and be sure headlines and visuals have meaning and are memorable.

It’s hard to get anyone’s attention.

Embrace the digital media your team is craving. Explore whether your company is already utilizing social media and if so, jump on the bandwagon. Alternatively, consider using video for quick, fun headlines. And remember, portals pay off when used, and leveraged, for everything.

Male-dominated workforce is not engaged in health.

Don’t underestimate the importance of reaching the home. For predominantly male groups, the family is key. Send materials home, coupled with materials at work.

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PromotionChallenge Best practice

Incentives aren’t part of our culture. Why should we reward people for things they should want to do?

Healthcare consumerism is a new concept that requires a solid marketing campaign — including the use of incentives to drive key actions.

The good news: You don’t have to spend a lot to get great results. Examples:

• Everyone loves gadgets — or knows someone who does. Raffle a few smartphones, tablets, or other high-value items.

• Consider items your employees use every day. Do a lot of people bring their lunch? One of our customers had great results with a co-branded lunch box as its registration incentive.

• Another tack: Award incentives by location or division. The location with the best results receives a special event, such as a catered barbeque or a health fair with cooking demos, chair massages, games, and raffles.

Our employees don’t read. A common misstep is to pack communications with too many topics and no clear call to action. That will certainly impact readability. Similarly, no one wants to read a benefits mailer that reads like the IRS tax code.

Keep your email and print communications brief, visual, and focused on a single topic. Highlight the call to action boldly. Reserve the deep-dive for your portal. But there, too, avoid long-scrolling pages. And save the dry compliance-oriented content for your SPDs.

Our leaders don’t get involved in benefits programs.

Leaders at all levels can be powerful advocates for your programs — and their involvement needn’t be extensive. How about a photo or Instagram showing your CEO signing up for a key new program, with a caption urging employees to do the same? Local or division leaders can be just as influential.

Certainly it’s terrific if a top executive is willing to do more. For example, a well-respected supermarket COO, who started his career working as a bagger, made the success of Castlight a personal mission. He cascaded communications to all of his direct reports and store managers, equipping them with posters, flyers, and talking points for employee meetings. Registration reached 50% after only 90 days.

About the Castlight User Growth teamWe are Castlight’s in-house employee marketing agency, working with employers from every industry, having every imaginable engagement challenge, to design and execute compelling engagement strategies to help move employees from passive health plan members to engaged healthcare consumers. Our mission is to bring best practices from the world of consumer marketing into the world of employee communications to drive the results employers want.

Castlight® and Castlight Health® are the registred trademarks of Castlight Health Inc.