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ING Direct directors usher in pick‐and‐mix benefits Strong communication campaign boosts program take‐up

ING Direct directors usher in pick‐and‐mix benefits Strong communication campaign boosts program... Purpose – This paper aims to describe the internal‐communication process surrounding the introduction of “pick and mix” benefits at ING Direct in the UK. Design/methodology/approach – Details how directors dressed as ushers and delivered a bag of branded pick‐and‐mix sweets to each of the 550 UK employees. The communication program also included a pick‐and‐mix selection box, a brochure and menu card outlining individual benefit choices, plus a benefits fair fronted by a pick‐and‐mix sweet‐shop entrance. The scheme was also widely publicized on the company intranet. Findings – Reveals that, one month after the program launch, 66 percent of employees had submitted an enrolment form and 59 percent actively participated in making at least one change to their benefits – a figure much higher than the anticipated 30 percent. Practical implications – Contends that the company's internal communications are meaningful to the diverse range of employees. Originality/value – Highlights one aspect of the employee‐focused culture at ING Direct. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

ING Direct directors usher in pick‐and‐mix benefits Strong communication campaign boosts program take‐up

Human Resource Management International Digest , Volume 16 (5): 2 – Jul 18, 2008
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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670730810888456
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to describe the internal‐communication process surrounding the introduction of “pick and mix” benefits at ING Direct in the UK. Design/methodology/approach – Details how directors dressed as ushers and delivered a bag of branded pick‐and‐mix sweets to each of the 550 UK employees. The communication program also included a pick‐and‐mix selection box, a brochure and menu card outlining individual benefit choices, plus a benefits fair fronted by a pick‐and‐mix sweet‐shop entrance. The scheme was also widely publicized on the company intranet. Findings – Reveals that, one month after the program launch, 66 percent of employees had submitted an enrolment form and 59 percent actively participated in making at least one change to their benefits – a figure much higher than the anticipated 30 percent. Practical implications – Contends that the company's internal communications are meaningful to the diverse range of employees. Originality/value – Highlights one aspect of the employee‐focused culture at ING Direct.

Journal

Human Resource Management International Digest – Emerald Publishing

Published: Jul 18, 2008

Keywords: Benefits management; Communications; Banks; Employee assistance programmes

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