Fluor
Easing the transition. Helping 30,000 employees manage change.
Situation
We need to make some key changes in the area of employee benefits. They’re important to the continued success of our $14 billion global construction company, but employees might not like them. How can we make the transition to new procedures and programs as smooth as possible?
To streamline internal resources and lower costs, Fluor moved to an outside benefits resource center that changed the way employees accessed and enrolled in their benefits. The company needed to ensure that employees understood these changes, as well as alleviate any concerns they might have. More importantly, Fluor wanted its 30,000 employees understand the value they could expect from the new program.
Solution
Anticipating employee questions and needs, Baker crafted communications that Human Resources could easily and cost-effectively adapt for a variety of audiences and circumstances. Initial employee communications explained how to access benefits-related information through the new call center and website, and highlighted the high level of support they could expect. A second series of communications targeted employees in key areas of the company’s operations — employees that might perceive the changes as negative. To generate greater support, these materials emphasized the new benefits program’s enhanced customizability and flexibility.
Results
Fluor’s transition to an outside benefits resource center proceeded smoothly. Employees found the new communications tools easy to use and understand. Calls to the company’s internal resource center, which remained open during a six-week transition period, diminished significantly. Fluor’s new benefits program to craft workers also rolled out according to plan, with Human Resources successfully reaching its target enrollment. Consistent messages and effective communication tools helped Fluor’s 30,000 employees understand — and embrace — change.