chapter 10 seitel pr11e
TRANSCRIPT
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10-1Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
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10-2Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
In the early 21st century,
American workers grew
increasingly unhappy with
their jobs.
Major corporations laid off
thousands of workers asthe U.S. economy
sputtered.
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10-3Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
Public relations practitioners working in employee
relations face tough communications challenges.
Consider a recent survey:
Less than 50% of employees said they were satisfiedwith their jobs.
The least satisfied were the newest entrants to theworkforce.
Less than 39% of workers under age 25 said they
were satisfied with their jobs.
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10-4Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
Employee communications must be candid,clear and credible.
In these uncertain times, public relationsprofessionals must create communicationsthat are:
effective
believable
persuasive
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10-5Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
In the 21st century, 60% ofcorporate CEOs spend more timecommunicating with employees.
Companies that communicateeffectively with workersfinancially outperform those thatdont by up to 57%.
The value of intellectual capitalhas increased. Employees are themost important assets in the
organization.
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10-6Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
There is no single employee public.
An employee public comprises numeroussubgroups, each with different interests and
concerns.
Smart organizations tailor messages and media toreach each specific subgroup.
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10-7Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
In general, todays employees are:
Younger
Increasingly female
More diverse More ambitious and career-oriented
Less complacent Less loyal to the company
What does this demand in terms of communication?
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Management must ask hard questions about how it
communicates with staff:
1. Is management able to communicate effectivelywith employees?
2. Is communication trusted, and does it relay
appropriate information to employees?
3. Has management communicated its commitmentto its employees and to fostering a rewarding work
environment?
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Any organization concerned about gettingthrough to employees must offer them:
Respect Honest feedback Recognition A voice Encouragement
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An organization also must offer employees:
A willingness to express dissent Visibility and proximity of upper management Priority of internal to external communication Attention to clarity A friendly tone A sense of humor
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For employees, it all comes down to one simple word:
Credibility.
Employees want: managers to level with them.
facts, not wishful thinking. the truth, especially in person. to know how theyre doing.
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Q: How can management build trust whenemployee morale is so brittle?
A: By creating communications that are:
StrategicHonestOpenConsistent
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Internal communication auditsThis is one of the best forms of research to lay groundwork for
employee communications. Ask:
1. How do internal communications support the mission of theorganization?2. Do internal communications have managements support?3. Do internal communications justify the expense?4. How responsive to employee needs and concerns are
internal communications?
Audits help determine staff attitudes about their jobs, theorganization and its mission.
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Online communications These are more immediate than earlier print versions; they
reach employees at their desks and are more likely to beread and acted upon.
Examples include blogs, podcasts and wikis.
To be effective, social media must:1. have a business purpose.2. be entertaining and informative3. be composed of riveting content.
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The IntranetThis is like a specialized Internet just for employees.
When designing a site, remember: to consider the culture. to set clear objectives and then let it evolve. to treat it as a journalistic enterprise. to market, market, market.
to link to outside lives. that senior management must commit to it.
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Print publications The advent of online internal communications has been hard
on print publications. Yet, print defenders argue that print
still plays a key role.
Desktop publishing gives internal editors greater control ofdesign, layout and illustrations.
Many entry-level public relations practitioners work onwriting and editing employee newsletters.
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Bulletin boards Are of the most ancient of tactics. They have made a
comeback in recent years.
Boards are now being used to improve productivity, cutwaste and reduce accidents on the job.
They are repackaged into a more lively and visual medium.
Be sure to keep your bulletin boards current. One personshould be assigned this task.
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The suggestion box:These can still work well. Make sure
that managers will read the
suggestions and act on them.
Town hall meetings:Large gatherings of employees and
top management, where nosubject is off limits. Opendialogue is the goal.
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Internal video This can be highly effective. Consider the impact of a 10-
minute video of an executive announcing a new corporate
policy compared to print or audio.
Burger King, Miller Brewing Co., Ford and Southwest Airlineshave all used internal video successfully.
Examine internal needs and plan thoughtfully. Finally,produce the best quality video possible.
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Face-to-face communications Despite the social media revolution, the best employee
communications vehicle is face-to-face, preferably with a
supervisor.
The majority of employees list supervisors as their preferredsource of information.
The value of supervisor meetings lies in their substance,regularity and candor.
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In many organizations, the grapevine dominates
employee communications.
Public relations professionals must work to dispelrumors quickly and frankly.
Management can often use the grapevine to its
advantage as an internal communications vehicle.
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What type of employee communications areyou familiar with?
What do you think the intent of thepublication and/or communication was?
In your estimation, was it successful?Why or why not?
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In the 21st century, organizations have no choice:
They must build rapport with and morale among
employees.
The best defense against the grapevine is a strongand candid employee communications system.
Effective employee communications requires
openness and honesty from senior management.
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We can afford to lose money even a lot of
money. We cannot afford to lose reputation even a shred of reputation.
Warren Buffett
CEO, Berkshire Hathaway
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Meet the New BossReview this case on p. 203. As a class, discuss:
What do you think of Zells new handbook, and
might there be legal problems with it? What do you think of the CEOs response to the
photographer, in terms of employee relations and
the ethics of journalism?
For more information on this case, go to:http://www.nytimes.com/2008/09/17/business/medi
a/17paper.html
http://www.nytimes.com/2008/09/17/business/media/17paper.htmlhttp://www.nytimes.com/2008/09/17/business/media/17paper.htmlhttp://www.nytimes.com/2008/09/17/business/media/17paper.htmlhttp://www.nytimes.com/2008/09/17/business/media/17paper.html