Mastering communication. Linda Rolf, Director of Internal Communication and Employee Engagement Specsavers

Transcription

1 Mastering communication Linda Rolf, Director of Internal Communication and Employee Engagement Specsavers

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6 True False

7 True or false? Companies with high effectiveness in change management and communication are twice as likely to outperform their industry peers Towers Watson Change and Communication ROI study report

8 True or false? According to the Edelman trust barometer, in 2014 trust in regular employees scored nine points above trust in CEOs Edelman Trust Barometer 2014

9 True or false? The score for trust in employees is an impressive 10 percent increase on the score in 2009 Edelman Trust Barometer 2014

10 True or false? The best way for CEOs to build trust is to communicate clearly and transparently Edelman Trust Barometer 2014

11 True or false? Internal communication is the second highest driver of employee activism after leadership Weber Shandwick Employees rising: seizing the opportunity in employee activism

12 True or false? A one point increase in engagement would cut mortality rates in hospitals by 2.4% Dromey J (2014) Meeting the challenge: successful employee engagement in the NHS IPA

13 True or false? Only 38% of NHS employees say communication between senior managers and staff is effective Dromey J (2014) Meeting the challenge: successful employee engagement in the NHS IPA

14 True or false? Effective communication helped to cut the accident rate at construction sites for the 2012 Olympics by 25% Rayton and Dodge (2012) Engage for success. Nailing the evidence.

15 High quality internal communication Helps to drive employee engagement Which drives business success

16 What is excellent internal communication? Strategic, planned Skilled channel management Impactful messages Owned by leaders Agile A strong employee voice

17 Strategic, planned

18 Comms planning Objectives Stakeholder analysis Messages Comms schedule Evaluation

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21 Skilled channel management

22 Face to face Online Publications Ambient 1-1 and group Connect Identity Posters Builds trust Inclusive Leaders Motivational Multi-media Use for: Performance updates Launch initiatives Speed, 24/7 Global reach Links Interactive Multi-media Use for: Main channel for news and info Direct Targeted Easy to access Use for: Leader s, crisis To develop: Social business media Credibility Durable Take it home Features Use for: Communicate our values, journal of record Highly visible Visual appeal Use for: Awareness Call to action

23 Our main comms channels

24 How we co-ordinate our channels

25 The A Z of Internal Communications (2009) Gatehouse Consulting Limited

26 Impactful messages

27 Message builder Stakeholder Where are they now? Think Feel Do Positive and negative perceptions and issues What do you want them to think as a result of your comms? What emotions do you want them to feel? What actions do you want them to take?

28 Developing messages Key message If you had 15 seconds to tell your main point Supporting messages The key messages in a little more detail Proof points How would you back up the supporting messages? Stories- anecdotes and illustrations Create an emotional connection by bringing your message to life

29 Choosing the right language Start with the user what do they know? Keep it simple Short sentences. Short words. Avoid jargon Active not passive Tell stories

30 How to tell your story? People think I can teach them style. What stuff it all is! Have something to say, and say it as clearly as you can. That is the only secret of style. Matthew Arnold, 1898

31 Owned by leaders

32 Supporting leaders Advice, encouragement, coaching Leaders and managers comms toolkit Leadership development

33 Agile internal comms

34 Agile campaign workflow Plan strategy Create message Deliver Assess Round Incremental value created across campaign From Melcrum (2014) Agility: Internal Communication s answer to constant business change

35 Agility in internal comms From Extensive, sequential planning Change curve Business partner model To Adaptive, iterative planning Employee moments of truth Go to market priorities Internal communication specialists Communication generalists From Melcrum (2014) Agility: Internal Communication s answer to constant business change

36 A strong employee voice

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38 Enabling employee voice Leadership development Open forums Discussion forums on Connect, comments Social business networks Insight

39 Insight 2015 OFFICE/M&D SITE 2,200 support office colleagues in ten countries 1,200 colleagues in manufacturing and distribution sites STORE TEAM 20,000 store team colleagues Partners receive report for their store PARTNERS 3,000 joint venture partners in ten countries

40 Response rates % %

41 ENGAGEMENT TRENDS ENABLEMENT TRENDS 85 High Performing Norm General Industry Norm Support Offices exc. Healthcall Above the High Performing Norm Trending Upwards % Favourable % Favourable

42 I believe Specsavers will take action % % High perf norm 67%

43 Keeping it fresh

44 The future?

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