In a previous blog about behavioral economics, I talked about using “framing” in your headlines to get action. Today, I’d like to share the second lesson from that same Benefits Quarterly article, which states that “people strive to do what is socially expected and acceptable.”
Think of a wave at a football game. It’s contagious. Research has shown that in certain situations, especially when we are uncertain what to do, we follow the lead of others.
How can you apply this principle to your benefits communications?
- Point out specifically what the majority of people are doing right.
The following examples use what is known as descriptive norms:
“Last year, over 85% of all PremierCo employees, and over 90% of employees at your location, got a flu shot.”
“Four out of five employees contribute enough to the 401(k) plan to get the Company matching funds.”
Tip: Make the descriptive norm comparison as similar to your target audience as possible (e.g. “people at your location” or “sales associates”).
- Set the social rules for what’s acceptable and what’s not.
If you haven’t yet achieved the stats to use descriptive norms, try injunctive norms which describe the behaviors that are and are not approved. Injunctive norms fall under the umbrella of “this is who we are and what we stand for.” Many companies have used this approach for initiatives such as safety, no smoking and no texting or cell phone usage while driving. The Benefits Quarterly article also cited a company that transitioned from talking about biometric screenings and health risk assessments as something “you should do” to something that is expected. The article quoted their materials as follows: “We’re passionate about helping our customers on their paths to better health. To succeed, we all need to be on the same path ourselves. Starting now, all employees enrolled in one of our medical plans must get a health screening and complete an online health risk assessment every year. Why? The evidence is clear that these are the right things to do.”
A couple tips
- Avoid using statistics that highlight bad behavior. Consider the following stat: “seven out of ten American adults don’t exercise regularly, despite the proven health benefits” (“CNN,” April 7, 2012). You may think that will get people’s attention, but it may have the opposite effect. Your employees may interpret it as, “I’m ok because most people like me don’t exercise.” It’s better to focus on stats that reinforce good behavior.
- Testimonials pack more punch than stats. There’s nothing like a good story, especially when it’s told by “people like me.” Encourage your employees to share their success stories. They’ll not only get a pat on the back, they may inspire others to take action.
Behavioral economics may be a science, but when you think about it, these tips are pretty much common sense. Put yourself in your employees’ shoes, give them a good example to follow and you’ll do just fine.
