communicating organizational change
DESCRIPTION
Anne Smith presented "Communicating Organization Change" to the NE Wisconsin PRSA chapter.TRANSCRIPT
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
