You'll find a long list of articles in Compensation Cafe recommending that you create a "message platform" to build your Compensation communications. (It happened again this month.) Of course, anyone in Compensation can list a set of messages describing the value proposition of working for your company. How is a Compensation message platform different?
The definition and application of a message platform is borrowed from Marketing methodology. Marketing professionals drive sales by talking about a product or service in a way that the buyer understands easily and connects with deeply. In Compensation, we aren't selling to a buyer, but we do need to inform and influence employees' perceptions of compensation practices, especially if there are changes to our programs. We have a lot to learn from Marketing methodology, so let's take a look at the discipline of creating message platforms.
For our purposes, there are two parts to a message platform for Compensation communications: key messages and proof points. Key messages are short statements designed to show that Rewards practices are linked to business practices in a way that ultimately benefits the employee. Proof points are the details of the compensation practices you are explaining. They act as supporting evidence for the key messages, giving them validation and credibility.
Creating key messages is an important strategic exercise. Compensation practices are drawn from our business and people strategies, so key messages need to be highly customized and carefully validated. Here is a snapshot of how you work through development of key messages.
[Key messages = Information and rationale it will take to get employees to cross this divide]
[They help employee make the following transitions]
⇓
From To
What are current business priorities? What are our new business priorities
and how do they affect rewards?
Where are employees' heads at now? Where should employees' heads be
as a result of the communications?
Explaining the business priorities involves research as well as collaboration with the C-Suite. The employee issues involve research into their current priorities (through data analysis and focus groups) and candid definition of the future state you hope to achieve. Defining where employees' heads are at -- in terms of their perceptions, attitudes and beliefs -- in these two extremes, and the transition each employee will have to make to the new, preferred state, will help you talk to employees authentically.
Your understanding of, and ability to influence, how employees make the above transitions are written into the key message statements. They are crafted to encourage employees to empathize with the needs for, and results of, the transitions.
To illustrate, here's one of the message statements for a new Career Development program that's being introduced, in part, to put the culture of the company into action: 'We are embedding Talent Management practices more fully at all levels of the company so we share a clarity of purpose worldwide that supports our "Smart Growth" initiative.' Here's a message statement for an updated pay-for-performance program: "We're streamlining the Performance Management and Rewards process, just as we would any other business process." And here's a sales compensation example: "The new Plan is designed to engage you further in the achievement of our Revenue goals."
Creation of the proof points come next. These are the specific details that you want to announce. For example, the merit increase steps. Rather than a list of facts, they are crafted as supporting evidence for the claims made in the key messages. For example, "Base pay will be managed to this new, total compensation approach."
Experience is the best way to improve this aspect of your Compensation communications skills. To help you tone up, I'll talk through a case study in my next article that will make the ideas behind message platforms more concrete. This should help you get ready to create your next message platform.
Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café. Her firm, re:Think Consulting, provides market pay information and designs base salary structures, incentive plans, career paths and their implementation plans. Earlier, she was a Principal at Willis Towers Watson. A former Board member for the Bay Area Compensation Association (BACA), Margaret coauthored the popular eBook, Everything You Do (in Compensation) Is Communications, a toolkit that all practitioners can find at https://gumroad.com/l/everythingiscommunication.
Margaret, Many thanks for this post, as well as your earlier Total Rewards post.
I think you're absolutely correct that we can learn from our marketing colleagues by connecting to the needs of the "buyer." I'm sure Chris Dobyns (et al) will also see ties to "Nudge Theory" in that approach.
However, I can't quite picture the application. Can you share more examples of specific key messages and proof points? (Ann has my contact info.)
Posted by: Joseph Thompson | 08/19/2020 at 07:08 AM
Hi Joseph. Thanks for checking in. My next post will have a full blown case study, which should help. In the meantime, here's another example.
A company is changing its total compensation practices, including performance management.
Current business practices -- its practice of annual reviews have been spotty in the past, and that's been okay with management.
New business priority -- a more formalized total compensation program anchored on upgraded performance management practices.
Messages for managers that helps them see the transition between current practices and new, emphasizing the importance of their role in it:
-The performance discussions we're recommending for this year are part of your regular management practices. (Note: a "nudge" to reinforce their role and its importance to the business.)
-Your challenge is to be clear and consistent when you talk with employees about the upcoming merit increases and bonuses. (Note: A "call to action" for managers that clarifies the transition they need to make.)
Posted by: Margaret O'Hanlon | 08/19/2020 at 09:14 AM