5. 5
Virtual workforce
Defining the virtual workforce
A. Telecommuters who work
part- or full-time from home
B. Any employee not at the geographical
location of senior management
27. 27
Barriers
• Lack of buy-in and support from senior
management
• Competition for budget with too many
other high-priority issues
28. 28
Barriers
• Lack of buy-in and support from senior
management
• Competition for budget with too many
other high-priority issues
• Lack of guaranteed ROI or a good way to
measure effectiveness
35. 35
Challenges to building a virtual culture
1. Companies don’t have a culture for this
workforce, don’t know how to create one, or
even what it is
36. 36
Challenges to building a virtual culture
1. Companies don’t have a culture for this
workforce, don’t know how to create one, or
even what it is
2. Buy-in: a virtual culture needs support
41. 41
Challenges to creating virtual connections
1. Employees overwhelmed by emails
2. Employees multi-tasking during
web-based meetings
42. 42
Challenges to creating virtual connections
1. Employees overwhelmed by emails
2. Employees multi-tasking during
web-based meetings
3. Tools aren’t in place
43. 43
Challenges to creating virtual connections
1. Employees overwhelmed by emails
2. Employees multi-tasking during
web-based meetings
3. Tools aren’t in place
4. Fear of disconnect
50. 50
Solutions to creating virtual connections
Better tools
• Use a variety of ways to get the information
across
51. 51
Solutions to creating virtual connections
Better tools
• Use a variety of ways to get the information
across
• Provide these tools through an all-inclusive
environment
55. 55
Case study: Wayne Farms
Situation and Solution
• Shifting to a single consumer-driven
health plan (CDHP) for 2013
56. 56
Case study: Wayne Farms
Situation and Solution
• Shifting to a single consumer-driven
health plan (CDHP) for 2013
• Social media site (“the Roost”)
launched in June 2012 along with
traditional supporting education
materials
59. 59
Case study: Wayne Farms
• Pre- and post-campaign survey results:
– Understand why company is changing
plans (38% to 55%)
60. 60
Case study: Wayne Farms
• Pre- and post-campaign survey results:
– Understand why company is changing
plans (38% to 55%)
– Understand HSA (35% to 62%)
61. 61
Case study: Wayne Farms
• Pre- and post-campaign survey results:
– Understand why company is changing
plans (38% to 55%)
– Understand HSA (35% to 62%)
– What is considered preventive (13% to
44%)
62. 62
Case study: Wayne Farms
• Pre- and post-campaign survey results:
– Understand why company is changing
plans (38% to 55%)
– Understand HSA (35% to 62%)
– What is considered preventive (13% to
44%)
– How plan differs from PPO (32% to 59%)
63. 63
“We want our employees
to know that we know
who they are, we know
how they like to
communicate and
socialize, and we really
care about their well-
being.”
Results
• 149 maternity leaves since September 2011
• 66% enrolled in AeroBabies; 100 virtual baby showers
• C-section rates dropped from 44% to 33%
Case study: Aeropostale
66. 66
Contact information
Debra Tortora
Director, Communication
Buck Consultants, A Xerox Company
485 Lexington Avenue, 10th Floor
New York, NY 10017-2630
Office: 212.330.1113 Cell: 917.359.1723
debra.tortora@buckconsultants.com
www.buckconsultants.com
Margaret Botney
Senior Consultant, Communication
Buck Consultants, A Xerox Company
500 Plaza Drive
Secaucus, NJ 07096
Office: 201.902.2384 Cell: 201.951.7126
margaret.t.botney@buckconsultants.com
www.buckconsultants.com