Consider the eight motivating factors for changing employee perception and behaviors when implementing a virtual meeting program. These motivators, and remedies to change behavior, are described below. If these eight motivating factors prevent travel reduction, then select the appropriate remedies to change behavior.T&E Plus: Virtual Meetings: Eight Motivating Factors
Common motivators that may derail a Virtual Meeting Program | |
| Motivator: Job Performance | |
| Description | Remedy |
| Employees believe that: · Building relationships increases camaraderie thereby enhancing job performance · Participating in person will enhance visibility thereby enhancing job performance · Participating in face-to-face meetings is highly valued and considered "achievement" · Leading or participating in new project or initiative requires face-to-face meetings | · Change performance metrics to encourage "less travel" · Encourage virtual relationships · Modify communications · Scrutinize travel requests with strict approvals · Improve policy · Modify project expectations to increase virtual meeting usage |
| Motivator: Knowledge | |
| Employees are: · Uninformed about current technologies and why to consider them · Unaware that higher quality tools will enhance the experience · Uninformed about the cost of using technologies | · Increase communications and marketing efforts on virtual communications technologies applicability |
| Motivator: Skills | |
| Employees are: · Uneducated on how to use technologies · Unsure of the process to reserve the technologies · Less confident in abilities to prepare content to fit virtual delivery | · Provide training and support |
| Motivator: Social | |
| Employees believe that: · Customs, ethical, religious and other social reasons may encourage face-to-face presence rather than virtual methods · First meetings often require face-to-face meeting to build camaraderie | · Provide support and leadership expectations that second meetings and follow up meetings should be conducted using virtual communications technologies · Set clients expectations by helping both traveler and clients save money by additional use of virtual communications tools. |
| Motivator: Environmental | |
| Employees believe that: · Internal content, technology and logistics support may not be available · Time zones may affect available technology support during meeting time · The organization is offsetting travel carbon footprint | · Provide support structure to assist with process, reservations, virtual communication choices, content creation to match format, and technical support. · Use carbon footprint as a change management driver that is acceptable to clients, government agencies and private sector |
| Motivator: Political | |
| Employees believe that: · International, national, regional and local laws and any aspect of the political environment might influence the initiative. An example may be that a face-to-face class is needed to fulfill a continuing education requirement and a virtual communication tool is not a viable replacement | · Determine the travel requirements during the budgeting process for travel activities · Determine essential, versus non-essential travel and communicate to all employees |
| Motivator: Attitude | |
| Employee: · Perception about the technology quality, content delivery, purpose or experience may affect the willingness to accept change within the environment. | · Develop a change management plan including incentives, communications, training, and leadership expectations. |
| Motivator: Compensation | |
| Employees believe that: · Traveling increases take-home pay · Traveling increases rewards and perks that can be used for personal travel · Traveling is an entitlement and one of the reasons for working at the organization | · Require supplier receipts (hotels, transportation) · Require per diem pay-backs if monies are not used · Incorporate corporate credit card program for travel expenses · Strategically source hotel and other transportation suppliers for improved discounts; require compliance to preferred suppliers · Modify pre-hire perceptions about travel opportunities |
