internal communications strategy - cuna councils...internal communication: the strategy purpose •...

Internal Communications Strategy

205-469-5730bmckinney@alabamacu.com

715-5833-8133

jan.johnson@rcu.org

509-536-6140

mgrabicki@numericacu.com

Brandi McKinneyAssociate VP, Human Resources

Internal Communications Strategyat Alabama Credit Union

About Alabama Credit Union

• Headquartered in Tuscaloosa, AL• 31 locations • $876M in assets• 80,000 members• 270 FTI team members

Beyond “Open Door Policy”• No ivory towers

• Important to communicate the strategic plan

• Willing to have a little fun

• Social & Community Events

Intranet & Departmental Communications• “The Lighthouse”- Policies, procedures, etc. housed here• Departmental Communication Plan• Semiannual Leadership Forum • Weekly ThinkTank sessions

-One/month is for HR topic-One for product reviews & promotions-One for monthly sales/service review (“ThinkIn”)-One for miscellaneous training needs (security, etc.)

High-Performance Teams

• Teams of 6-12 people• Vary in length based on

complexity• Any HPT must tie back in to

strategic plan• Mid-Point check-in and closeout

Communications Team (Hydro)

• Strategic communications only• Variety of methods – primary is

weekly HPTV• High-Performance Team progress• Rotating team with quarterly

phases• Plans and executes StafFest

Why are HPTs important?

• Learning opportunity for participants

• Pushes relevant strategic projects to more people

• Those people talk about the project’s strategic value

• Creates a method for relationship-building

• MORE and BETTER VALUE informal communications

Shared ValuesHR, Marketing, and Talent Development

Careers PageOnboarding

Job descriptions Ongoing training

Performance reviews Strategic communications

Rolled out by Team Hydro

StafFest

• “Steve’s Favorite Day of the Year”• ALL team members are expected to attend• Input from consultants and Senior Leadership Team• Senior Team participates• Strategy-oriented

StafFest

StafFest

StafFest

• “Rude Questions”

• Themes carried forward with HPTV

• Surveys for engagement

• Ongoing references throughout year

Jan JohnsonEVP of Organizational Agility

Internal Communications Strategyat Royal Credit Union

About Royal

• Headquartered in Eau Claire, WI• 22 Branches in Wisconsin and Minnesota• $2.4B in assets• 205,000 members• 623 team members

Internal Communication: The Need

2013: Royal was entering into an organizational transformation

• Established core purpose and core values as the foundation for all decisions and behavior

• True Member-centricity only occurs when every team member recognizes how they contribute to the Member experience, directly or indirectly, and has the information necessary to deliver effectivelyo Breaking down functional barriers and eliminating a silo mentalityo Clear understanding of core purpose and values, strategic direction, organizational goals

• Effective communication is critical to success and requires a strategic, not haphazard, approach

Internal Communication: The StrategyPurpose

• Inform, engage, focus – entire organization• Enhance cross-functional, cross-geographical, and multi-directional information

sharing• Enhance knowledge sharing to provide continuous learning• Provide a faster path for idea communication and implementation• Ensure consistent and timely sharing of critical business information• Increase efficiency• Improve the Member experience• Drive agility, accountability, team member engagement

Internal Communication: The Strategy What’s covered

• Email

• Team member portal

• Meetingso Recurring executive visitso Service Alignment Meetingso Purposeful Leader Meetingso Impact Meetingso Annual team member event (alternate between a Summit and a Community Give-Back Day)

Internal Communication: The Strategy

What’s excluded

• Everyday interactions, whether impromptu conversations or formal meetings

• Formal training programs

• Emergency and disaster recovery communications

Internal Communication: The Results 2013 Royal’s first team member engagement survey

2014 team member engagement survey

2018 team member engagement survey

Item Results % Fav % Unfav

I understand my role in helping RCU achieve our strategy 75 9

Item Results % Fav % Unfav

I know how I can contribute to Royal Credit Union’s Success 94 1

Leadership gives team members a clear picture of Royal Credit Union’s strategic direction.

87 3

Item Results % Fav % Unfav

I know how I can contribute to Royal Credit Union’s success 93 1

Leadership gives team members a clear picture of Royal Credit Union’s strategic direction.

90 2

Michelle GrabickiVP, Corporate Culture

Internal Communications Strategyat Numerica Credit Union

About Numerica

• Headquartered in Spokane, WA• 22 Branches in Washington and Idaho• $2.2B in assets• 145,000 members• 565 team members

Numerica Journey

• Why are internal communications important?• What is the goal?• How did we make this a reality?

The Why

• Multiple locations in different markets• Organizational alignment

• Consistent member experience

What is the goal?

• Strategic Alignment

How did we make this a reality?

• Executive buy in• All in with a full time position• Scope

• Daily huddles• Intranet articles• Video Production• All Company huddles• Communication courses• Frequently Asked Questions

How do we know it is working?

• 94% Employee engagement in Best Places to Work• Internal communications incorporated in to business processes

• Project roll outs• Reminders• Celebrations• Performance updates• Service spotlights

• Utilization of multiple channels• E-mail, intranet, huddles, videos