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FleishmanHillard Seoul’s Yvonne Park Recognized by Women Corporate Directors for Advancing Board Diversity in Korea

November 30, 2020

SEOUL, November 30, 2020 — Yvonne Park, president and senior partner of FleishmanHillard in Seoul, earned recognition from the South Korean Ministry of Gender Equality and Family for assisting with legislation passed this year to require gender diversity on boards of its largest listed companies at the fourth annual conference of Women Corporate Directors (WCD) in Korea on November 26, 2020.

Eight of 10 listed Korean companies with assets of more than 2 trillion won (equivalent to $1.7 billion U.S.) were found to have no women on their boards of directors.

Park’s prestigious award recognizes her significant contributions as a board member of WCD Korea and ground-breaking effort to pass the ‘Glass Ceiling Act’ into law to expand women’s involvement on executive boards. The ‘Glass Ceiling Act’ requires at least one female board member, an important step toward greater diversity of rich perspectives and experience necessary for sustainable growth and performance.


How Travel Brands Can Succeed While Travel is on Pause

November 24, 2020

With travel on pause for many this year and consumer sentiment around future travel fluctuating daily due to the consistent rise in COVID-19 cases globally, travel brands have been tasked with remaining relevant while also being mindful.

In July of this year, our client Chase and Marriott Bonvoy conducted a study that found most respondents (85%) anticipate traveling domestically in the next year. In addition, nearly half (43%) said they would stay in a hotel before the end of the year. This optimism around travel shows that demand and desire are still there – so what is the most effective way to reach these consumers who are beginning to travel this holiday season or start making plans to rebook a canceled/postponed trip?

Travel brands that have risen to the top throughout the pandemic have succeeded in meeting the consumer where they are right now: at home. Focusing on keeping travel close to home may sound counterintuitive as travel brands often root themselves in helping the consumer escape, but with consumers’ needs shifting, the brands that performed best are those that pivoted to meet these new needs. Here are ways that travel brands continue to stand-out amidst the current travel climate:

Quick Reactions and Helpful Pivots 

This year saw airline and lodging/hotel companies offer essential workers free flights and stays, and cruise ships converted into medical facilities. Travel companies that found timely ways to help those most affected and actively participate in the COVID-19 response have remained a part of the conversation.

Rewarding Consumers 

Since the onset of the pandemic, many consumers saw milestones canceled, ranging from weddings and honeymoons to graduations. The brands that stepped up to help reward these consumers with surprise and delight events, monetary prizes, etc., which they could use to celebrate from the safety and comfort of their own homes, earned positive recognition from consumers and media.

Optimism Meets Realism 

A focus on future travel and travel planning allows consumers to whet their appetites for travel without promoting travel outwardly at a time when many may still feel uneasy and many health officials caution against it. Brands that encourage optimism but remain realistic show consumers that the brand’s focus and commitment to consumers’ safety are genuine. It also acknowledges that we will travel again and highlights the benefits of planning travel with loved ones at home before we’re ready to get back out there.


Web Summit 2020: Unlocking the Branding Power of Influencers

November 23, 2020

When: Friday, December 4, 2020, 3:45 p.m. GMT/9:45 a.m. CST; Session is part of Web Summit 2020, which takes place online December 2-4, 2020

Where: Online Event

Purchase tickets for the virtual Web Summit here.

Influencers reach billions of people across various social media platforms daily. How can brands utilize influencers to engage their audiences?

John Saunders, president and CEO of FleishmanHillard will be joined by Ben Jeffries, co-founder and CEO of Influencer.com; Caspar Lee, co-founder of Influencer.com; and Jade Scipioni, senior reporter at NBCUniversal to discuss why influencers are a valuable asset to brands and organizations.

Register for Web Summit here and join the Unlocking the Branding Power of Influencers session on December 4 at 9:45 a.m. CST.


Managing Employees as COVID-19 Settles in for Winter

November 18, 2020
By Josh Rogers

With COVID-19 cases continuing to rise and colder weather in much of the country pushing more activities indoors, U.S. employers may not be rushing to recall employees who have been working from home back into the workplace. But whether maintaining the status quo or making changes to work arrangements, employers will benefit from considering the following guidance as the colder months pose new challenges for employers and employees alike.

1. Ask for employee input.

Much has happened since COVID-19 began disrupting the way we live and work in the spring. If a change in working arrangements is on the horizon for your organization, socialize the plan or plan options with your employees, as their opinions on working in proximity to one another, customers or business partners may have evolved as well. Whether you conduct a survey or speak with workers directly, take this opportunity to hear what’s on their minds and give them a voice, which can establish trust and build rapport. Ask about their preferences and biggest concerns, their thoughts on timing or particular approaches you are considering, ideas they have to improve the process and what might be keeping them up at night.

2. Examine your time-off policy.

Your employees may be sitting on more unused vacation days than typical for this time of year, which could disrupt your business at the end of the year if everyone takes time off for the holidays. Placing limitations on the use of vacation days to maintain business continuity may be necessary for the health of your business, but it is likely to be an unpopular decision and will require smart communications. If you don’t typically allow employees to roll unused days over to the following year but decide to do that this year, determine – and communicate – now whether that will become a permanent benefit or will be a one-time occurrence. Not setting those expectations now has potential to create an employee satisfaction/engagement challenge next year if that benefit later is withdrawn.

3. Think about the holidays.

How employees spend their time away from work could present challenges for organizations with employees working onsite. With the approaching holidays, which typically see families and friends gathering in person, consider a communication from your CEO encouraging employees to stay safe while enjoying their deserved time off. If your organization intends to ask employees about their holiday activities or screen them differently upon their return, communicate that ahead of time.

4. Highlight open enrollment.

If your annual enrollment window for 2021 employee benefits remains open, point out the cost-saving potential of health saving accounts (HSAs) and flexible spending accounts (FSAs) in your benefits communications. With reported virus cases increasing every day, more and more workers will be facing increased medical bills, and these benefits can help offset expenses and ease concerns. Additionally, with more Americans out of work now than a year ago, more people may need to provide coverage for their significant others or dependents for the first time. This may call for a more careful review of benefits plan options than usual to ensure a comprehensive understanding of what is covered and what is not. If your organization hosts a benefits fair in partnership with your benefits administrator, encourage the administrator to underscore these points and offer related guidance for your employees.

5. Continue promoting mental health and wellness.

COVID-19 has impacted the health and wellbeing of people everywhere, and not just among those who have tested positive for the virus. Its indirect effects – including financial uncertainty, lack of interpersonal contact, child and senior care challenges – have caused significant distress among millions of people. The holidays, which are a stressful time for many people, are likely to exacerbate the situation, as will the lack of social connection for some employees living and working alone at home during the colder months. This makes it all the more important for employers to support the mental health of their workers. Continue to promote the services offered by your EAP and other health and wellness benefits, and encourage managers to check in on employees and offer them support.

6. Evaluate your performance management process.

If you didn’t adjust your performance management process this year to accommodate for pandemic impacts, consider whether you need to do so for the next review period to ensure employees have an equitable review experience. Take a look at your performance review framework, including timing and the evaluation criteria used in your materials, both for employees and managers. Pay close attention to requirements out of sync with other policy updates you have made, such as changes in attendance or time-off policies. If you make changes to your performance review framework or guidance, consider a webinar or other communications to highlight those changes to your people.

7. Maintain leader presence.

Even though we are several months into the pandemic, the need for senior leaders to stay visible remains just as imperative today as ever. If your leaders have not been communicating with employees on an ongoing basis, now is the time to engage. Whether sharing next year’s strategic plan, expressing gratitude for employee efforts around the U.S. Thanksgiving holiday or reflecting on your employees’ achievements in the face of adversity to close out the year, there are plenty of opportunities to connect with workers now … and commit to ongoing communications in the coming year.

8. Build a community.

If you haven’t already, consider using your internal collaboration/social platform to launch a virtual community where employees can share experiences and ideas, and offer support to one another with virtual learning ideas, solutions for safely celebrating the holidays or other topics. To forge stronger connections between leaders and employees, encourage executives to participate and share their own experiences, being careful that their contributions aren’t insensitive to workers who may have had to make bigger sacrifices at the hands of the pandemic.

9. Equip your managers with resources.

Managers are employees’ most trusted source of information. In conjunction with updates from leaders or your corporate communications team, remember to equip managers with resources and additional background to help them amplify communications and provide local context and support for their teams. Empower them to collect employee feedback and share it with company leaders, as appropriate.


FleishmanHillard Named Finalist in Multiple Categories at ICCO Global Awards 2020

November 17, 2020

ST. LOUIS, November 17, 2020 — FleishmanHillard earned several finalist nods at this year’s ICCO Global Awards for Regional Network of the Year – Americas and exceptional client work. The global public relations and marketing agency received shortlist nominations for work on behalf of clients, Noluma, PGA, Samsung Russia, Santander, and Viber and WWF.

Presented by The International Communications Consultancy Organisation (ICCO), the ICCO Global Awards program celebrates excellent and creative public relations work, practitioners and agencies.

  • FleishmanHillard (Regional Network of the Year – Americas)
  • Noluma with FleishmanHillard Fishburn, “Giving Milk Its Bottle Back” (B2B; Strategy and Evaluation in a Campaign)
  • PGA, “PGA of America” (Media Relations)
  • Samsung Russia with FleishmanHillard Vanguard and Orta Communications, “The New Media Reality in Russia” (Consumer)
  • Santander with FleishmanHillard Fishburn, “The Future of the Homeownership Dream” (Financial Services)
  • Viber and WWF with FleishmanHillard Vanguard and Orta Communications, “Viber and WWF: Saving Siberian Tiger” (Technology)

Winners will be announced during a virtual ceremony on December 2. View the complete list of finalists here.


The Future of Work Six Months Later

November 12, 2020

In May, when TRUE Global Intelligence (TGI), the in-house research practice of FleishmanHillard, surveyed 500 Americans and 500 Brits currently working at home, the pandemic in those countries was still young, with lockdowns still in effect in many places since March and many still learning what the new normal meant for them.

I recall a client, Robert, with two school-aged children, waxing rhapsodic about being home with his kids during the workday and realizing how much of their lives he was missing out on, especially those golden childhood hours between school and dinnertime when they were most excited to share their day and play away the energy stored up from sitting at a desk. The client didn’t want to go back, he said, to how it was before, a full-time dad who nonetheless mostly saw his kids evenings and weekends because, like most office workers, he was tied to his desk and devices.

Most of the remote workers who participated in our survey feel the same way:

  • 80% feel less tired, healthier, more human, or more connected to their family since beginning remote work;
  • 75% report working from home for so long made them realize the things they were missing out on before;
  • And 56% — including 62% of executives and senior managers, a higher proportion than non-managers — believe the relationship between work and life was broken before the pandemic.

Asked about the future, our survey respondents were not interested in a return to a pre-pandemic work-life relationship. What they wanted instead was a dialogue, not just between themselves and their employers but across society:

  • 80% are enjoying the time they are spending with their family and want to do everything they can to keep it;
  • 62% don’t want to go back to how they balanced work and life before the pandemic;
  • 94% see a need for a dialogue between management and employees to set expectations for one another based on what’s been learned during the pandemic;
  • And 91% believe we should take this opportunity to have a true discussion as a society about how work and life should coexist moving forward.

It’s now six months later, we’re well into Q4. The suspended quality of time during the pandemic will, hopefully, give way sometime in 2021 to a vaccine, and though it will not be a silver bullet, we’ll surely find time suddenly short as we approach something like the return to public life we yearn for.

Between now and then, TGI is ready to help clients think through the tough questions that will determine how we as employers, employees and society balance work and life in the next normal:

  • What have we learned about running our businesses? What have we learned about running our lives? What were we missing before? What was extraneous? What do we need and not need to reach our business and personal goals?
  • How do we ensure all voices are heard with an equal opportunity to impact policy decisions? How can we facilitate genuine, authentic dialogue?
  • What is it that we want out of the work-life relationship in our next normal? How do we avoid letting ourselves default to the previous ways of doing that didn’t work for most employees and go about making deliberate choices to create the relationship we want?

These are hard questions, and the easiest answer is to avoid them entirely, assuming the next normal will coalesce on its own into “the way things are” just like the old normal. But the old normal didn’t work, and future-forward companies have already begun recrafting policies and expectations that will become the standard against which other companies are judged as they seek to retain and attract talent.


The Rise and Impact of the Retail RD

November 11, 2020
By Tressa Frankel

From social distancing to online shopping, there is no doubt that the grocery experience has changed. To succeed, grocery stores have pivoted to accommodate the needs of their shoppers — including shifting how retail registered dietitians (retail RDs) provide food, nutrition and culinary guidance.

Retail RDs are a subset within the larger RD profession that work at both the corporate and store levels. Whether it’s crafting store messaging or providing nutritional recommendations for shoppers’ dietary needs, retail RDs influence consumers’ decisions at the moment of purchase — making them valuable allies for marketers and brands.

Getting your brand, product or commodity on retail dietitians’ radar can be a key to its success. Retail dietitians influence where, when and how your product shows up, and at a time when health and wellness are at the forefront of many people’s minds, their influence should not be overlooked. While it may be hard to determine what else is in store for 2020 or 2021, the impact of the retail RD is one area that can drive growth.

As clients and consumers continue to revise their grocery shopping habits, it is important to acknowledge the health and wellness of every individual, monitor the market trends, and shine light on these health professionals. Our team of dietitians have expertise in nutrition communications and relationships with a network of retail RDs who can help you build your breakthrough retail RD strategy that includes:

Shaping Consumer Experiences

Whether it’s online shopping or special promotions, retail RDs have a pulse on the next big thing and regularly work with store leaders to highlight these products.

Providing Cooking Inspiration

Retail RDs are often the wizards behind the curtain selecting and developing the recipes highlighted by retailers – on their website, on social media and in app.

Continuing to Educate

From store messaging to one-on-one counseling, retail RDs are a trusted source for the latest nutrition information. This information often guides product selection, product placement and more.

Finding Connections

While a small subset of the larger dietitian profession, retail RDs belong to a number of various organizations and practice groups that provide educational opportunities that brands, products and commodities can collaborate with.


The EU’s Chemicals Strategy for Sustainability

November 3, 2020
By Peter Holdorf and Rosanna Accettura

The EU’s chemicals strategy for sustainability towards a toxic-free environment presented by the European Commission on 14 October 2020 is a flagship initiative under the European Green Deal. […]

The post The EU’s chemicals strategy for sustainability appeared first on European Union.