Loading...
Answers
MenuHow do I structure a successful internal champion program for employee benefits?
For example: We provide some great employee benefits to the employees of a corporation and we want to increase the utilization of the services through internal champions. Internal champions are employees at that corporation that have used and loved their benefits, or are in a key role to recommend the benefits to others. What is the best way to train, engage and empower these champions?
Answers
A great structure is having an internal champion present on each team, unit, office, etc. that can easily provide answers to benefit questions. This structure is particularly important if the company is spread across several locations without HR on the ground in each locale.
On the more proactive side, having the champions provide information through rotating monthly topics in presentation, newsletter, or dropping into team meetings can be extremely effective. For example, a champion might put together a January newsletter for employees that will be utilizing parental leave detailing the process and what they need to know ahead of time.
Training of champions can take place through HR or existing champions that know company policies, engagement can occur through project management and implementation, and empowerment through the respect and gratitude earned. Internal champions are often looked to for management positions following effective leadership and project execution.
1- Sit previously used employees and ask their opinion and tell them to develop a plan.. For instance... "you guys used it, how can we make others also use it"
2- Tie them up with an incentive goals to signup more employees / group champions to work together
3- Arrange informative training sessions in your company, raise awareness, ask for enrollments
4- If benefit is a third party contractor; Get more "juice" from contractor and tell your internal champions they will have more benefits if they sign up more.
I remember once we wanted to increase the foot traffic to one of our restaurants. We gave 25% discount to our employees to come and try, didn't get much traffic. We than offered a "refer 3 full table / get free dinner up to 4 people" than we increased our bookings and spread the name of the venue. I guess it really depends on your benefit, if it is an internal benefit or an outside contractor benefit that pays commission to your business i.e. insurance policy...
Easy... set up demonstrations of these amazing benefits. Call your vendors that you use and create a Presentation that all can see what it is you offer. Make sure you put this presentation into a synopsis for interviewing candidates so that they too can see what you have to offer.
Related Questions
-
How can I determine the right criteria when looking for a business partner?
Hi: Not sure how well you know the market you're targeting, but to best know what you need in a partner, get a strong handle on what the target market needs. Who is your ideal customer? What pain points does she or he have? What is your solution to those pain points? Is it unique (so you need to educate)? Or is it a variation on an existing solution? Once you have a handle on that and you validate it with potential customers, ask how their current providers handle the relationship. Dig into those likely competitors and learn what you can about their business models. What are their commissions based on? How do they manage the business while conducting business development? What's the most valuable aspect of the business? If you wish to discuss, send me a PM through Clarity for 15 free minutes. Cheers, KerbyKM
-
If an employee receives another job offer and can't make up their mind, what's the best way to force them to make a decision and stick to it?
It's great that this employee has been transparent about the fact another company wants him. The problem is that this employee is ambivalent about his connection to your Company. Really, under 100 employees at least, this is unacceptable. I would first reflect on why you think he's looking elsewhere. Then, I'd ask him that, admitting that you have failed to create an environment in which he has stayed engaged and motivated on what he's working on. If his answers seem reasonable and you can commit to making the changes necessary, then you won't need an employment contract, he'll stay on his own desire, because you listened to him and improved his situation. If his requests seem unreasonable or you know you won't be able to make those changes, fire him *today.* This situation can contaminate your entire company quickly. Yes, swapping someone out will always be a bit of a setback, but you want *everyone* on your team, feeling motivated and excited by what they're doing. It sounds like you're making your decision out of fear (having to find and hire another engineer) versus what's best for the Company, long term. Happy to talk to you in a call. Problems like this are within the sweet spot of my skills and passion.TW
-
If you could ask each of your employees a question each day, what would you ask?
"What was the best part of you day?" Ideally you could ask in the afternoon .. but it sets a positive intention. I ask this to all my friends + wife everyday when I see them.DM
-
What is the best way to evaluate a candidate for product manager?
Some of this is stage dependent and all of it is highly dependent on the team above the product manager. The simplest answer of course is to find PM's from companies who have had exemplary success where the Product Manager candidate either led prior success or was exposed to it in a meaningful way. A simple starting point is to ask them to give you examples of conflicting opinions on a feature and how they evaluated the conflicting opinions and made a decision and tracked the success or failure of that decision. AirBnb actually gives PM's homework as part of the interview process where they have to actually present a unique idea (from scratch) to the interviewing team. Happy to talk to you about best process based on your stage and existing team.TW
-
I'm looking to bring my part time remote developer in house full time. How do I motivate and incentivize him without giving away equity?
You already said it: "He isn't interested in salary as much as equity." If this developer is any bit worth his salt, he is worth the equity. A smaller piece of a bigger pie is far more valuable than a big piece of a small (or worthless) pie. Profit sharing is a red flag to me that just sounds "Cheap," unless you guys are making tons and tons of profit already. I don't know where you're based, but In Silicon Valley, a good developer can easily fetch $300-500k (base + bonus + yearly equity). UC Berkeley's average starting salary for NCGs majoring in EECS or Computer Science is $108k. Salary is something a good developer can easily get; why your startup (possibly unstable) rather than another more established company? If as the other person said, he walks and you're company is crippled, give him equity. Happy to chat more.JT
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.