communicating organizational change

Communicating organizational change

A corporate acquisition

We know that communication is a problem, but the company is not going to discuss it with the employees.

Provide a framework for

approaching significant change

Share tactical ideas

Learn from experience

Today’s goals

The Company

Swiss owners…

Swiss banking parent since 1997

Purchase by global insurer

“Under strategic review”

The Situation

…to Aussie owners

Our Challenge

Prepare

Engage

Monitor

Three Phases

Prepare

Research

Best practices in change communication (Ragan, PRSA seminars)

External research (Davis & Co., Watson Wyatt, Towers Perrin)

Existing company data – employee surveys, market analysis, customer metrics

Gather information

Employee perceptions

43% 64%

90%

Supervisor is preferred source

Grapevine is most reliable

Companies

manage effectively

Employee survey/focus groups

Employees want information.

Information helps employees contribute.

Employees value honest, transparent communication.

What do you want to achieve?

◦Know?

◦Believe?

◦Do?

How do you want to achieve?

Begin with the end

Educate and inform employees to minimize anxiety

Build support for the change so employees would continue to contribute at a high level

Help employees focus on positive to maintain brand reputation and “business as usual”

Goals

Announce first to stakeholders Communicate openly, honestly, timely and

consistently Use face-to-face communication and

executive visibility Use electronic communication as a

secondary channel to reach everyone quickly

Proactively identify and address concerns throughout process

Strategies

Think creatively

Define all activities

Identify resource needs

Determine who’s responsible

Write it down

Engage

Executive buy-in

Management team awareness

Mid-level manager expectations

Employees as ambassadors

Stakeholder engagement

Monitor

Assess the hallway chatter

Document employee feedback

Debrief internally and above

Talk to HR

Online quick polls

Check the company’s pulse

Tactics

Messaging - informative, reassuring, forward-focused

Strategic review” updates Executive briefing by teleconference “Day of” employee announcement

◦ broadcast voicemail◦ E-mail◦ intranet executive memo

“Day after” meetings led by department managers for follow-up discussion

Employee tactics

Intranet acquisition site

Ask A Question, Get An Answer

Executive interviewPersonal interview with QBE CEO for employee intranet

Local media coverage

Trade coverage

Welcome letter from CEO

Closing Celebration

Brand identity communicationStory and “to do” list for brand identity changes

Manager training

Recruiter talking points

Ongoing executive updates

Agent tactics Regional VP phone calls Bulletin announcement Agent breakfast with QBE CEO Newsletter articles Annual report with content about sale Executive road shows for agencies Talking points for field reps Information on discarding old branded

materials

Agent newsletter

Annual ReportReleased at close

Courtesy calls to state regulators

Customer letter template for agents

CSR talking pointsBill stuffer

Results

Coverage content analysis Employee turnover ratio Agent quoting Customer retention Q&A response time Event attendance Field office participation Anecdotal comments Office vibe

Start early Develop a plan format Implement approval process Encourage management visibility Make face-to-face a priority Use multiple communication channels

Don’t forget your remote staff

Build executive trust Partner with HR Give employees avenues to share

concerns Have a Plan B for leaks Use informal networks to gauge reaction Keep communicating Don’t ask for permission Measure everything you can De-brief and report on results

Lessons learned (continued)

Visible executives, transparent communication is key

Employee concerns/issues should be managed

Cheerlead, but don’t spin Focus employees on actionable goals and

good customer service Utilize employee ambassadors Offer self-help tools to reduce stress

Final thoughts

Anne M. Smith, APRAccount ExecutiveC. Blohm & Assoc.anne@cblohm.com608.216.7300 Ext. 22

Thank you!