INTERACTIVE INTERNAL COMMUNICATIONS

Transcription

1 PRIA STATE AWARDS FOR EXCELLENCE CATEGORY 7 INTERNAL COMMUNICATIONS INTERACTIVE INTERNAL COMMUNICATIONS ENTERED BY PETER GRIMSHAW STAR CITY JULY 2006

2 TABLE OF CONTENTS Executive Summary.3 Situation Analysis.4 Goals and Objectives..4 Research...5 Target Publics..5 Communication Strategy 5 Implementation 6 Budget..7 Results..7 Evaluation 8 2

3 EXECUTIVE SUMMARY: Star City s 2005 Employee Opinion Survey identified communications as an area of concern. Only 59 per cent of staff believed communications were satisfactory despite the array of magazines, bulletins and notices issued regularly to employees. This meant nearly half Star City s workforce was not satisfied with the level of information they were receiving from management. Star City s Public Relations team was given the task of finding a way to provide information to the 3000 employees who work around the clock. Many employees have limited English and limited reading skills. It was decided to launch a major interactive communications program aimed at: making employees feel part of the company educating staff on key issues improving customer service levels by increasing employee engagement rewarding staff for exceptional performance improving communication as measured by the 2006 Employee Opinion survey The campaign achieved all objectives with a 20 per cent increase in employee satisfaction with the company s communications in 12 months (to 71 per cent) and a 100 per cent increase in positive customer service feedback. The program showed that, by meeting the needs of employees, business improves, morale rises and the customer benefits from a better work environment. 3

4 Situation Analysis: Star City s 2005 Employee Opinion Survey found that only 59 per cent of staff believed communications were satisfactory. Nearly half the staff saw communications as inadequate. This was unacceptable but not surprising given that Star City employs around 3000 staff who work in shifts around the clock 24 hours a day, 7 days a week. Star City s Public Relations team was given the task of finding innovative new ways to improve communications and deliver key messages to staff. The challenge was to get employees involved in communications so they would feel part of the business. At the same time, Star City had a series of major education campaigns to run in 2005/06 relating to Responsible Gambling, Customer Service and dealing with Illegal and Undesirable Activity. New methods were needed to educate staff about their roles and responsibilities and to encourage them to be enthusiastic about these issues. This could only be achieved if Internal Communications were significantly improved. Goals and Objectives: The campaign had three key goals: To improve Star City communications as measured by the annual Employee Opinion Survey by at least 10 per cent per annum To educate and engage employees on a range of major issues including the promotion of Responsible Gambling and Responsible Service of Alcohol, reporting Illegal and Undesirable Activity and Customer Service. Success would be measured by surveys. Improve Customer Service levels by engaging staff so they improve their performance in the workplace. The aim was to lift patron advocacy of Star City by at least 20 per cent The Public Relations Department determined that these goals could not be met by the usual communication methods such as staff notices, staff magazine stories, briefings etc. Instead, an innovative campaign was devised with the following objectives: Engage employees by inviting them to participate in company initiatives. Attendance would be monitored followed by any subsequent improvement in customer service survey results Educate employees on key issues with quizzes to measure whether the training was successful Improve customer service with regular surveys to measure results Reward employees to show their input is valued 4

5 Research: Star City s 2005 employee opinion survey found that only 59 per cent of staff viewed the company s communications favourably. Sixty focus groups were then held with a total of 600 employees to determine how communication could be improved. There is no shortage of written communication at Star City. However, employees said they wanted to engage in the communication process, hear their managers speak and provide feedback. The focus groups also indicated that employees wanted to be rewarded for strong performance. Staff said the communication problems were having a flow-on effect on Star City s business because they were not spruiking Star City s businesses. This was confirmed by customer service surveys which showed that only about 19 per cent of visitors to Star City were advocates who would tell their friends and family to visit the complex. Target Publics: The campaign was aimed at Star City s 3000 employees who indicated that communication was not adequate. We asked them their views and they told us they wanted to be more involved in communications. Star City has a significant proportion of employees with limited English skills so communications had to be easy to understand and interactive where possible. Since Star City operates 24 hours a day, the program also had to target employees working late at night not just those working business hours. Indirectly, all patrons would also be targeted because it was hoped that customer service would be improved. Communication Strategy: Star City s Public Relations Department liaised with the key business units to devise a strategy to address the communication problems. It was decided that this would be done by: Giving every employee access to the Managing Director to demonstrate that their views and questions are not only welcome but encouraged Devising interactive communication sessions where staff would actually enjoy learning about key issues Introducing a new reward program to recognise excellence both inside and outside the workplace to encourage superior customer service It was decided that this approach would be most effective because it would engage employees from the outset and from the highest level in the company - and involve them in every step. 5

6 Implementation: The first phase involved devoting an entire day to a series of 90 minute seminars called Heart of the City where the Managing Director outlined the company s vision and direction, encouraged feedback from all staff and stressed the need for improved customer service. Every employee in the company was personally invited to attend the six sessions which were held throughout the day and night to ensure all shifts were covered. The next step was Responsible Gambling Awareness Week. Videos, quizzes, prizes and role plays were used to make the promotion more interesting to staff than a similar promotion in A second themed week Be Alert Week - was held to educate employees about measures they should take to stamp out illegal and undesirable activity on the premises. Police provided a machine to detect counterfeit notes which provided an interactive bonus for those who participated. Employees were so enthusiastic about this concept that a Responsible Service of Alcohol Week was held to reinforce the laws relating to intoxication. Employees were given beer goggles which simulated the effect of having a blood alcohol reading of They were able to see how hard it was to complete a child s jigsaw puzzle - let alone drive a car - while intoxicated! Throughout this period, Star City s customer service surveys, known as 20/20, were conducted. A new Employee Rewards program was then introduced to thank staff for their improved performance. Staff were previously rewarded for outstanding performance with badges and certificates. However, the new scheme enabled managers to give their star employees a $30 voucher which could be used anywhere on the Star City premises including the hotel, restaurants, bars and theatre. This had a double benefit of rewarding outstanding employees and giving them the chance to test the company s facilities so they could tell our customers about them. Finally, it was decided that Star City would send out a message that it values those who perform great service outside the workplace as well as on the job. It was decided to run the Shine Community Service volunteer reward scheme with cash rewards going to the charity or non-profit group where the employee helps out. 6

7 Budget: The launch of the campaign the Heart of the City sessions - were regarded as a priority to send a message to staff that communications would be improved. Sessions were held on-site so costs were restricted to printed materials of $15,000. The themed weeks had a budget of $5000 each. KPMG were hired to review the survey results at a cost of $20,000. The new employee reward scheme had a budget of $10,000 per month. Finally, Star City put up prize money of $25,000 for the Shine Volunteer program. The 20 / 20 Customer service surveys cost around $20,000 a month. External administrative costs for the entire campaign are estimated at approximately $25,000. Since the majority of the work was performed by Star City s in-house public relations team, other labour costs were incorporated in the company s normal budget. Star City allocated a budget of $100,000 on top of the normal marketing and PR costs which include customer service surveys and employee rewards program. This was significant but demonstrated Star City s commitment to improving staff communications. Results: The campaign launch - the Heart of the City seminars attracted around 1200 staff. These employees turned up voluntarily in their own time to hear where the company was headed and to quiz the Chief Executive on his plans for the future. KPMG oversaw Responsible Gambling Awareness Week and reported a surge in staff knowledge of responsible gambling issues compared with the previous survey in per cent of staff believed their responsible gambling training was effective Nearly every employee in the company could identify and assist a patron with a gambling problem About 95 per cent of staff correctly answered questions about their obligations to prevent gambling problems Be Alert Week was just as successful with the accompanying survey finding that: 99 per cent of employees know their compliance obligations 94 per cent of staff would report a customer not doing the right thing 85 per cent of employees believe their managers show leadership in compliance. Most importantly, the process enabled Star City to reach hundreds of employees on compliance issues. More than 500 staff took part in the survey associated with Responsible Service of Alcohol Awareness Week most of them from the bars and restaurants where alcohol is served. 7

8 The survey showed that 96 per cent of staff believed their RSA training was effective in enabling them to identify an intoxicated patron. 100 per cent of respondents said that, after taking part in RSA Week, they would take action against minors or intoxicated patrons. The next step was to reward employees for superior customer service and volunteer work. Star City s independent customer service surveys showed a steady increase throughout the period under review. In November 2005 only 19 per cent of visitors to Star City were advocates of the business. By May 2006, this figure had more than doubled to 42 per cent. In other words, customer service had improved so much that nearly half those visiting Star City would recommend it to their family and friends. To say thank you to staff, Star City introduced a new reward and recognition scheme. Staff who performed above and beyond their normal duties were given $30 vouchers which could be spent at any of the Star City restaurants, bars, shops or hotel. The response from staff was exceptional with more than 300 vouchers being issued in the first month of the trial. The scheme has now been introduced permanently. Star City also recognised those who performed great deeds outside the workplace through the Shine Community Volunteer Scheme. It attracted more than 30 entries from staff who previously kept their community volunteer work private. It uncovered some amazing stories of employees who give up their time to help underprivileged children, the homeless and other disadvantaged groups. Star City management provided $25,000 to the charities involved. Hundreds of staff attended the awards ceremony. The results of the 2006 Employee Opinion Survey were released in June. They showed that communication is no longer a major issue among Star City employees. Those rating Star City s communications favourably rose from 59 per cent to 71 per cent a 20 per cent increase in 12 months. Evaluation: By any measure the campaign was a success. The first goal to improve Star City s communications was achieved. The 2006 Employee Opinion Survey showed that 71 per cent of staff rate the company s communications highly a 20 per cent rise in 12 months. The themed weeks proved a huge success in educating staff about key issues such as responsible gambling and responsible service of alcohol. KPMG reported that more than 90 per cent of staff retained the key messages. The campaign resulted in a surge in Star City s customer service. The number of advocates visitors prepared to recommend the casino to friends and family rose from 19 per cent a year ago to more than 40 per cent in May 2006 a 100 per cent increase compared with the target of 20 per cent. Volunteering NSW said Star City s volunteer awards uplifted staff, raised awareness in volunteering and improved Star City s reputation. The campaign proved that, by meeting the needs of employees for better communications, we were able to boost staff knowledge and improve customer service to record levels. Word Count 2159 (including Executive Summary) 8

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