MARKETING CASE STUDY

A Global Workforce Management Company’s Campaign

The Challenge

A leading workforce management firm suspected that the combination of public-sector management trends and outdated, inefficient systems had created a costly problem they could help state and local governments solve. But they needed proof — current, specific data that highlighted the magnitude of the problem. And they needed a way to get their message to the right decision makers in state and local government.

The State and Local Integrated Campaign

1 RESEARCH Our integrated marketing campaign began with research. We surveyed our exclusive online community of state and local leaders to

do a market analysis of current labor costs, timecard management and reporting practices in three targeted government sectors.

The research confirmed the company’s hunch. Most agency managers weren’t aware of how much money they were losing — their outdated systems couldn’t quantify the problem. Our survey generated concrete data that clearly demonstrated the value of the client’s solution — a solution that would pay for itself and generate savings, reducing government spending for years to come.

2CUSTOM MEDIA The client now had a great story to tell. Our custom media team developed three issue briefs (one for each targeted sector), a detailed white paper

and a webinar on lean government. A comprehensive outreach campaign delivered each piece of the message to exactly the right people in state and local government.

3EVENTS Well-publicized events highlighted the client’s problem-solving power and thought leadership — and helped the client develop personal, meaningful

relationships with key decision makers.

4BRANDING Simultaneously, online and print branding reinforced all of the other campaign elements, making the client’s solution seem like it was suddenly

everywhere — ready to help cash-strapped governments when they needed it most.

THE RESULTS: MORE THAN 1,000 TOTAL LEADS

An Integrated Marketing Solutions Case Study for Selling Successfully to State & Local Government and Education

“Our hunch all along was that we had identified

a costly and unique workforce management

trend in the public-sector marketplace.”

“Given the market’s respect for e.Republic

and Governing, we knew a survey executed and

sanctioned by them would be highly credible.”

“Your team not only helped us confirm our

hunch, but they worked closely with us to go after

data that would qualify and quantify the problem.”

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The State & Local Government and Education Market Expertse.Republic is the only media and research firm solely dedicated to the public-sector markets. With 25 years of experience, we give you:

• Access to more than 240,000 state and local government and education decision makers across the U.S.

• State-of-the-art research and go-to market tools

• A highly skilled team of 200+ research, sales and marketing experts — exclusively focused on the state and local government and education markets

e.Republic can help you build or grow your state and local government and education market share.

This Successful Campaign’s Steps ...

Research

Thought Leadership

Custom Media

Relationships Events

BrandingPrint & Online

The Role of Elected Officials

GUIDE TO CYBERSECURITY AS RISK MANAGEMENT

Lead Generation Webinars & Online Forums

Measuring and Addressing ConcernsThe GOVERNING survey revealed a surprising statistic: In spite of the importance of employee

retention to agency success, more than two-thirds of those surveyed do not have a formal process, such as employee opinion surveys or other research tools, for assessing employee engagement. Starting a program for measuring employee engagement is perhaps the biggest — and easiest — opportunity to improve employee engagement in the government workplace.

The survey asked participants to provide ideas for measuring employee engagement. Most of the respondents say that anonymous employee morale and satisfaction surveys should be conducted every one or two years. This was followed by formal or informal face-to-face employee interviews by third-party firms. Other suggestions include evaluating and comparing rates of employee absenteeism and retention/turnover, and conducting exit interviews with departing employees.

Those that do have measurement systems say that agency executives do not provide feedback on results or plans for addressing employee concerns. This aligns with research suggesting that engagement surveys without visible follow-up action may actually decrease engagement levels,6 and presents HR and agency decision-makers with a key action item: If they plan to measure employee engagement, they must be prepared to communicate and act on the results to maintain credibility.

To be successful, the engagement survey must lead to a strategy for improvement that is clearly aligned with the agency’s vision, guidance, programs and services. Scores can be negative; respondents, employees and leaders will want guidance on how to make improvements instead of focusing on negative conditions.

Participants suggest that agencies hold employee roundtables or workgroups to address major areas of concern that arise in engagement surveys; the groups can be departmental or agency-wide, depending on the nature of the problem. Group recommendations should be evaluated by HR and agency administration and implemented to the extent that they are feasible. If not possible, HR should communicate the decision and the reasoning to employees.

Perhaps as a result of perceived neglect of employee concerns, only half of those surveyed say they are satisfied with their department or agency’s ability to address employee engagement.

Strategies for Improving EngagementIn the online discussions, survey participants provide suggestions for improving engagement that fall into

four broad categories: • Improve communication. Administrators should regularly communicate with all levels of

employees and actively involve them in planning and decision-making — particularly in matters that pertain to their own jobs or departments. Don’t just talk — listen. Solicit employee feedback and work to implement suggestions where possible.

Q. What is the single most important issue your department/agency is facing with regard to keeping employees engaged in, and satisfied with, their workplaces?

The “Other” category included reasons such as not being treated as a valuable resource, lack of opportunity to move ahead, poor organizational culture, the absence of alternative work arrangements and the lack of communication between agency leadership and employees.

ISSUE PERCENT RESPONDING

29%

28%

12%

8%

8%

5%

10%

Budget Cuts

Increasing Workload

Perceptions of Government

Reduction in Workforce

Training Needs

Aging Workforce Issues

Other

THE STATES AND LOCALITIES October 2015

AmericanEvolutionMinorities will reshape

the nation in coming decades. In some parts

of the country, they already are.

Angie Carillo of Las Vegas, with her son

FOR MORE INFORMATION, CONTACT:erepublic.com/mediakit / marketing@erepublic.com / 800-940-6039

Updated 11/18/15

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