Corporate welfare: communication lies between planning and implementation.

A welfare plan that is capable of hitting the goals the company sets for itself and, at the same time, generating satisfaction, engagement, and value in workers, comes from deep observation and the subsequent incorporation of well-identified content that precisely fits into the company's reality.

The determinants of the implementation of asuccessful welfare plan are essentially two:

1. itscontent, thus the design of a reasoned and individually designed package of services;

2. its communication, characterized by the differenttypes into which it is divided and thetools useful for its dissemination.

One is a reflection of the other.

Abare and ill-assorted welfare plan, even if communicated with the best of intentions, will cause frustration in people. Negative feelings toward the company will take over and result in higher rates ofdis-engagement to the detriment of the organization.

On the other hand, acomprehensive and meticulously researched plan, butcommunicated crudely and through unsuitable channels, will represent a missed opportunity for the organization and its employees, also generatingfeelings of dissatisfaction.

How to create deep relationships within the company?

An employee who is characterized by higher levels of satisfaction will generally display more positive attitudes than another dissatisfied worker who exhibits negative behavior toward his or her work and, therefore, toward the company itself.

Internal corporate communication is a key element.

If you do not learn how tocommunicate strategically, you will hardly be able to inform your employees of measures designed specifically for their needs and trigger in them theinvolvement and participation useful for thesuccess of the welfare plan.

Measuring the return from an employee's engagement may seem at first glance to be something almost intangible and difficult to assess quantitatively. In reality,real numbers are those with negative situations arising from behaviors such as absenteeism, high turnover, nervousness and disinterest.

Relationships represent the very essence ofhuman behavior since human nature has a realgenetic instinct toward social interactions.

To best clarify the stages that make up the implementation of a successful welfare plan, it is worth dwelling to a greater extent on themoment of design.

The first real challenge in the head of the company is now!

How does the design phase take place?

It is the phase ofreasoning and analysis of the company'sneeds combined with theneeds of employees, which results with the choice of a set of services simultaneouslyconsistent with the company's strategy and perceived asvaluable by workers. Two stages are adopted for the development of the design:

1. Analysis of theas-is.

We examine together the existing situation through a dynamic and extremely fluid process. There are two particular moments:

• the analytical study of the structuring of the welfare plan, with evidence of services offered and actual utilization,needs covered and possiblyuncovered, and last but not least,the effort sustained by the company in economic-organizational terms;

• thecomposition of the population from a social and demographic point of view, with the aim of objectively understanding who the company is dealing with, whattrends of change are taking place, and what theimplicit and future needs of those who are nothing more thanpotential users of the welfare plan may be.

2. Listening to the company and employees.

Understanding the corporate environment and organizational culture, within which welfare initiatives will be placed, is critical.

Employees represent anextremely valuable source . Expectations , priorities, current and future needs, satisfaction and/or dissatisfaction with the services already included in the basket, as well as social and family dimensions that can only be recovered through direct listening, represent awealth of information, assessments and stimuli that one cannot afford to leave by the wayside when embarking on thepath of designing a welfare plan.

Employee engagement is all about involving employees in thesuccess of the company.

What is the key element in creating value for both the organization and the employee?

Strategic internal communication.

Let's not kid ourselves. Even today,corporate welfare is known in its entirety by few people.

Negative data already emerged in the1st Censis-Eudaimon Report presented in January 2018. Contrary to what you may think, despite a growing diffusion of corporate welfare, the percentages evenget worse with the results presented in the 2nd Censis-Eudaimon Report in January this year:

• 17.6 percent of workers say they are familiar with corporate welfare (17.5 percent in 2017);

• 41.4% know it broadly (drop of 17 points in one year);

• 40.9 percent say they do not know it at all (16.9 point increase in one year)

Isn't it time to rethink how to promote welfare communication at different corporate levels?

The patterns ofinternal corporate communication you put in place with your employees, coupled with thefrequency with which you do it, influence their feelings of involvement and satisfaction with corporate life.

Good rapport ,collaboration,involvement, organizational well-being, the right informationat the right time, and thepersonalization of relationships all inevitably lead to the development of a positive experience in the individual's life.

Iseffective internal communication, that is, capable of making all potential beneficiaries aware of available services and benefits, possible?