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As a newer organisation, just under three years old, MOSL is in the process of strengthening its Employee Value Proposition
Number of employees:
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Employee discounts, employee recognition, Childcare Vouchers, employee wellbeing
The first big challenge Lyvia Nabarro, Communications Manager at MOSL, faced was strengthening and creating MOSL’s internal brand. Lyvia wanted to create an engaging, one-stop-shop for employees to visit where they could digest important company messages and information, recognise and reward colleagues, and gain insights from different teams.
The second big challenge Lyvia faced involved gathering all of the right materials, as not all of them were going to be ready from day one. After massive growth in April 2017, MOSL’s company culture inevitably shifted as it became a new type of market operator. The company was seeking a strategically-phased launch which included culture, values, business strategy and people frameworks, alongside a consistent look and feel of the existing platform with Reward Gateway, called MyMO.
To help employees better connect with each other and the new company culture, Lyvia worked with an internal working group to brainstorm ways to diversify the company’s internal brand from its external brand. This meant creating secondary colours which were bold, fun and easily recognisable. The internal team also worked on establishing a tone of voice which spoke directly to the team rather than the industry.
MyMO would now become the new home for a range of new initiatives to be launched between April and July, including the new people frameworks, new HR policies and employee handbook, culture and values and brand centre. Meaning, timing and detailed planning were critical.
This led the team to launch the new platform in four phases:
The team didn’t want to overwhelm colleagues with the launch, so the phases helped to introduce the new approach as well as create lasting excitement around the platform by developing new aspects over a set period. After only two months, the team were midway through phase two and into preparations for phase three.
But what’s a launch without some fun and excitement? To encourage team members to engage with the platform, as well as to showcase the rewards and benefits available to them, MOSL employees were asked to create their own Bitmoji (a personalised avatar) and send it in along with three facts about themselves. The team then used the Bitmojis and three facts to create a brand new team directory – a key way to not only learn more about colleagues through their fun facts but also a way to access key contact details.
To add further to the excitement element of the launch, MOSL created a “Best Bitmoji” competition, with a winning prize of a £50 MyMO voucher along with some extra goodies. After the platform launched, MOSLers were asked to send a “You’re the Best Bitmoji” eCard to the person they thought should win. More than 40% of colleagues submitted a vote, and the team even created a MyMO “acceptance speech” blog about the winner of the competition.
By introducing the platform through a competition, employees were able to get familiarised with MyMO and learnt how to send eCards and like or comment on the blog post. There was even a live demo which went through other areas of the platform – mainly the reward and recognition section – and a drop-in session for people to ask questions and walk through different areas of the site.
Currently, 94% of the workforce is using MyMO, but the team’s aspiration is to make that 100%. Since the platform first launched in April, MOSL’s 35 employees have spent over £6k through the rewards platform, sent over 130 eCards and blog readership has increased by 160%. The company’s CFO now writes a blog every fortnight, which helps support company objectives around leadership visibility and engagement – a key area of improvement identified in the employee survey.
As part of phase two, the robust people frameworks are a big part of MyMO and support the success of the business through continued commitment to employees’ development. Having a platform which showcases company culture and values is an essential part of MOSL delivering strategic objectives and embedding the culture, which is part of phase four.
After two months of the platform launch, MOSL asked employees for feedback to help steer the next steps. The results showed that colleagues were logging in on average 1-3 times a week and wanted to see more MOSL news and potentially have more training as the company rolled out new features. MOSL then redesigned the homepage to feature company and HR-related news first, as well as introduced MyMO as part of the performance management training, along with training on navigating the frameworks of rewards and recognition.
MOSL is looking to give its employees their own blog feature with the opportunity to connect directly with others and share thoughts in a dedicated “MOSLer blog.” With the rollout of its new core values, MOSL has introduced specially designed, value-centric eCards and will be running a campaign for a different value each month, which will all play a key role in helping people understand, embed and celebrate these new values.
of workforce using engagement platform
increase in company blog views