employee engagement during change
TRANSCRIPT
Internal Communications and Employee Engagement Workshop
17 February 2011
CharityComms is the professional membership body for charity communicators. We believe charity communications are integral to each charity’s work for a better world.
W: www.charitycomms.org.ukT: 0207 426 8877E: [email protected]
About us
Paul SweetmanDirector,
Fishburn Hedges
Laura PallutHead of Internal Communication,
Save the Children
There are many types of change:
• Mergers and acquisitions
• New strategy/vision
• Re-structuring
• Brand engagement
• Closures/redundancies
• Constant evolution…
What do we mean by change?
• Falling budgets
• Service cessation
• Office closures
• Redundancy programmes
• Employee/volunteer morale
• Public awareness/concern
The trials of tough times
The challenge of change
13
“There is still a strong tendency for directors
to adopt the ‘ready, fire, aim’ approach to
change and then to pray that the impetus will
carry them through. This approach creates
confusion, demoralisation and resistance to
change. It is highly cost-ineffective and
organisationally destructive”
(Professor Bob Garratt, Imperial College, London)
“I’m gutted!”
“I feel numb”
“I’m gutted!”
“I feel numb”
“ I don’t believe it”
“This can’t be happening”
“ How can I have got myself into this position?”
“ What happens next?”
“I’m prepared to give it a go”
“To make things work around here we could do this”
“ OK, I’ll give it the benefit of the
doubt”
Denial/rejection
Anger/resistance Acceptance/curiosity
Enthusiasm/hope
Commitment/ excitement
Opposed Engaged
A typical change curve
Building commitment
Degre
e o
f change
Degree of involvement
Awareness
Understanding
Support
Involvement
Commitment
• Anticipation
• Clarity
• Predictability
• Regularity (“little but often”)
• Leadership and management
• Dialogue
Our top ten principles
• Empathy
• Co-ordination
• Responsiveness
• Integration
And one more, underpinning them all:
• Flexibility
Our top ten principles (cont/d)
A simple roadmap…
Gain feedback
Build a firm platform
Analyse audiences
Articulate messages
Equip gatekeepers
Engage audiences
Embed change
1. Build a firm foundation
• Help leaders understand the role and impact of comms (even when
there isn’t any change…)
• Create a cross-functional Comms team (e.g. HR)
• Agree on key objectives and milestones
• Ask the difficult questions, eg:
o What can/can’t we say at each stage?
o Are there any events/issues that could affect us?
o Does everyone agree to follow the principles/practices laid down?
• Make sure plans, reporting processes, protocols are clear
2. Analyse audience(s)
• Draw together existing evidence…
o audience maps
o employee research
o channel mapping
• …but segment for this specific exercise
• Identify key groups, eg
o ‘gatekeepers’
o special groups (eg maternity, long-term sick, absent people)
• Articulate the ‘desired response’ from each group
The rational: what do we want people
to know?
The emotional: what do we
want people tofeel?
The action: what do we want people
to do?
Desired audience responses
3. Articulate messages
• Create a clear, core narrative
o rationale
o facts/evidence
o vision
o empathy
o process
• Involve key stakeholders in development/testing
• Equip all protagonists to use this narrative, eg:
o leaders
o managers
o gatekeepers
• Review regularly and update
Typical core narrative format
Overarching messages• Theme 1• Theme 2• Theme 3
Theme 1
• Sub-theme• Sub-theme• Sub-theme
Theme 2
• Sub-theme• Sub-theme• Sub-theme
Theme 3
• Sub-theme• Sub-theme• Sub-theme
• Leaders set vision, ‘gatekeepers’ shape and deliver
• Collate knowledge/insights about communication preferences
• Issue bespoke briefings on role and importance, eg:
o Note from CEO/webcast/audio
o Briefing document and core narrative
o Q&As to respond to teams
• Keep them informed
• Keep seeking views and feedback
o What concerns do they have?
o What questions are others raising with them?
• Recognise they may be affected too…
4. Equip ‘gatekeepers’
• Create one programme, tailored as necessary
o Core mechanisms, for momentum
o Additional channels by audience
• Keep information flowing, even as brief updates
o Maintain leadership visibility
o Harness full communication infrastructure
• Ensure consistent support for ‘gatekeepers’
• Seek, welcome and respond to employee feedback/ideas
• Show how people affected are being treated
• Maintain alignment with external communication
• Monitor and respond (not least to social media…)
5. Engage audiences
• Change requires communication, not just information
• Dialogue opportunities:
o Leadership: audio, visits, ’11@11’, ‘speed date’ process
o Management: Team meetings, ‘breakout moments’
o Functional: ‘surgeries’ , breakfast sessions
o Electronic: blogs, discussion boards, video pods
o Quirky: postcards, ‘question of week’
• Proactively seek feedback and questions
• Feed back the feedback
• Be rapid, open and honest throughout
6. Build dialogue – and gain feedback
OutputsOut-takes
Outcomes
• Feedback forms• Audience numbers• User figures
• ‘Pulse’ surveys• Pop-up surveys• Key figure interviews• Focus groups• Q&A processes
• Full survey• Business metrics
Evaluation opportunities
• Keep showing care and empathy (for those who leave andthose who remain)
• Identify new symbols and stories
o New ways of working?
o Front-line anecdotes?
• Celebrate supportive behaviour
o Case studies
o Proof points
• Maintain leadership visibility
• Continue supporting ‘gatekeepers’
• Keep seeking, sharing and responding to feedback
• Align processes/performance management
7. Embed the change
• Your organisation is facing pressure on resources and cuts on funding
• It will need to reduce the scope of its services and make redundancies as a result
• It will need to introduce these changes whilst seeking to maintain, as far as possible, ‘business as usual’
• You need to prepare an internal communication plan to support the change
Your challenge
• Group 1 – consider audiences/desired response
• Group 2 – core script
• Group 3 - communication channels, opportunities and issues
10 mins and then present back
Groups
• Plan, plan, and plan again
• Don’t hide
• Create a crystal clear narrative: and stick to it
• Ask the difficult questions up-front
• Stick to what you can say, when (and don’t speculate)
• Be prepared to unsettle people
• Be candid but show compassion
• Be vigilant and responsive at all times
Top tips
• Not being clear on rationale
• Not speaking to audience interests/concerns
• Leaving rumours to fill the void
• Using ‘management speak’
• Not building dialogue
• Not evaluating/seeking feedback
Common pitfalls
1. Typical format for internal communications plan
2. Typical internal document set
3. Brief for communication champions
Handouts