Provide your reaction to the statement: "Employee benefits are seen as an entitlement by many employees." There has been much press about employers moving more towards a "consumer-driven" health care delivery system........basically, taking a similar approach like many employers do today with retirement plans (e.g. 401(k)) where there is a greater responsibility on the part of individual employees to manage their savings. You may be reading a lot about health reimbursement accounts and health savings accounts, etc. Perhaps, your employers offer these vehicles. Consumer-driven health plans, though, are more than a delivery system but rather "consumer" refers to a change in behaviors in how people access and utilize their health care - "consumerism." Are you familiar with consumer-driven approaches? If so, what is your perspective? What would be some of your suggestions on how employers could achieve success in "changing employee behaviors?"
Introduction (Consumer Driven Approach):
What is meant by consumer-driven? Simply stated, it is the process of making an informed purchase with one’s own money that results in getting the best perceived value for the needed good or service. In applying this concept to our present health care delivery and insurance coverage system, we see that consumer-driven behaviour is virtually non-existent. For example, have you ever asked your doctor how much a procedure or a treatment plan would cost? Probably not. Perhaps you may have asked about the recommended treatment and considered alternatives, but rarely is this due to cost considerations. When health care is covered by insurance, we want the best care possible. Cost is not a concern. Our health care is a very emotional subject and when something goes wrong, we want it fixed, no matter what. However, when a certain procedure or treatment plan is not covered, we tend to evaluate the situation more prudently. We may consider other, less costly options or even negotiate a more affordable fee for the service. Therefore, when the patient becomes a part of the cost equation, consumer-driven behaviour is introduced. In many ways the current system has discouraged patients/employees from being involved in the health care purchasing equation. The advent of the $10 co-payment in most health plans hastened the separation of employees from the equation by eliminating their need to file a claim for even the most basic care received.
How to Change Employee Behaviours?
The challenge for businesses when it comes to shifting behaviors is usually the sustainment. It’s tempting for organizations to deliver training and assume that the work is complete – even if that training incorporates a solid foundation that focuses on shifting beliefs.
That could include regular team huddles focused on specific topics that encourage conversation, collaboration and exploration of related topics. It could look like incorporating the beliefs into the hiring and onboarding process so that they’re obvious to candidates and new employees, making it easier to hire people who naturally align with the beliefs. It could be integration of the belief structures into performance management and recognition programs so that employees are acknowledged and rewarded for their alignment with the values of the organization. It could be mentorship programs where new employees are paired with senior team members who can offer guidance and coaching on a variety of topics related to beliefs and brand values.
Behaviors can stick long term if the rigor and discipline are in place that will keep them alive on a daily basis. And when new behaviors need to be introduced in the future, they can more easily be integrated into the employee experience by connecting them to existing beliefs. Even though employees won’t get it right every time, the more the beliefs are reinforced and included in daily conversation, the better chance they have of getting it right most of the time.
Leaders who want to change company culture usually focus on behaviors. It’s pretty easy for them to rattle off a list of behaviors they’d like as part of their organization’s culture. Things like partnership, accountability, teamwork, and service often come up in the conversations we’ve had with clients, but focusing on the behaviors is putting the cart before the horse. If behaviors are going to stick long-term, it’s crucial to look beyond the surface of behaviors and dig into beliefs.
Behaviors are driven by beliefs. If you believe something, it influences how you behave. For example, if you believe your health is important, then you will behave in ways that support your belief – perhaps by exercising regularly and eating a healthy diet. Your doctor or spouse can pester you to eat right and go to the gym, but if you don’t have a belief about your health, then you probably won’t commit the time and energy to behave in a way that supports it.
The same is true in organizations. Leaders often start by telling employees how to behave. However, if employees don’t have beliefs to support the behaviors, nothing will be sustainable. Employees will stop listening when they feel like they’re being nagged, and it will definitely sound like nagging if you’re telling them how to behave without addressing beliefs. You might see a temporary shift in behaviors, but long-term results will be disappointing because the belief isn’t able to sustain a permanent shift.
If you want to change company culture, then you can certainly start by looking at the behaviors you ultimately want to have. The behaviors that should be part of your culture are the ones that support the promise you make to customers, which is ultimately your brand. If a behavior doesn’t support the brand promise, then perhaps it isn’t worth the effort. After you’ve determined the behaviors you want, then you can pinpoint the beliefs that would be necessary to sustain those behaviors.
Shifting beliefs is not something that happens in an hour-long presentation by one of your company’s leaders. You can’t simply tell somebody what they should believe. You have to build a case for a belief. You have to enroll your audience and show them what’s in it for them. You have to support the belief in every part of your organization, consistently and continuously. If a procedure or message in your organization doesn’t align with the belief, find a way to change it or eliminate it so that distractions are minimized. Shifting beliefs is an ongoing process. You’re never finished.
Creating message architecture is a good place to start when changing a belief. This process will create an intuitive structure of consistent language to support the belief. You can even tailor messages to specific segments of your audience. For example, a more senior person may get on-board with a new belief quicker while junior-level employees may need messages that resonate with their more limited level of experience.
The key to a shift in belief is ongoing consistency and persistence. Before you undertake a shift in belief, make sure it supports the long-term goals of the brand promise so that you can really commit for the duration. Anything less will be perceived as the flavor-of-the-month by employees and creates an opening for skepticism and cynicism.
Provide your reaction to the statement: "Employee benefits are seen as an entitlement by many employees."...