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MARKETING CASE STUDY

An Integrated Marketing Solutions


Case Study for Selling Successfully to
State & Local Government and Education
A Global Workforce Management Companys 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management trends and outdated, inefficient systems had created a costly problem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

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 companys hunch. Most agency managers werent aware
of how much money they were losing their outdated systems couldnt quantify the
problem. Our survey generated concrete data that clearly demonstrated the value of
the clients solution a solution that would pay for itself and generate savings, reducing
government spending for years to come.

CUSTOM 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.

EVENTS Well-publicized events highlighted the clients problem-solving power


and thought leadership and helped the client develop personal, meaningful
relationships with key decision makers.

BRANDING Simultaneously, online and print branding reinforced all of the


other campaign elements, making the clients solution seem like it was suddenly
everywhere ready to help cash-strapped governments when they needed it most.

Our hunch all along was


that we had identified
a costly and unique
workforce management
trend in the public-sector
marketplace.

Given the markets


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.

THE RESULTS: MORE THAN 1,000 TOTAL LEADS

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This Successful Campaigns Steps ...


Research
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?
ISSUE

PERCENT RESPONDING

Budget Cuts

29%

Increasing
Workload

28%

Perceptions of
Government

12%

Reduction in
Workforce

8%

Training Needs
Aging Workforce
Issues

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.

8%
5%

Other

10%

Measuring and Addressing Concerns

Thought
Leadership
Custom Media

The 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 agencys 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 agencys ability to address employee engagement.

Lead Generation
Webinars & Online Forums

Relationships
Events

Branding
Print & Online

Strategies for Improving Engagement

In 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. Dont just talk listen. Solicit employee feedback and work
to implement suggestions where possible.

GUIDE TO

THE STATES AND LOCALITIES

October 2015

CYBERSECURITY
AS RISK MANAGEMENT

American
Evolution
Minorities will reshape
the nation in coming
decades. In some parts
of the country, they
already are.

The Role of Elected Officials

Angie Carillo
of Las Vegas,
with her son

The State & Local Government and Education


Market Experts
e.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.
FOR MORE INFORMATION, CONTACT:

erepublic.com/mediakit / marketing@erepublic.com / 800-940-6039

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Updated 11/18/15