Change communications hrd programmes

Internal
communications &
employee branding

Communications to help manage change and
make employees achieve their goals

© Hunterskil Howard International Communications and Marketing

"To succeed today, a business has to be agile … It has to
continuously modify operating procedures, business models,
marketing.
To keep innovating, companies have to have employees who are
passionate about the mission of the company and the meaning of
the work.
Business has become a battle to find people who will bring their
brains, their hearts and all their energy to work with them.
Anything less, just is not enough …
"Without passion … employees won't deliver their full energy and
intellect, and companies won't innovate fast enough.
Employees who are less than fully engaged won't tolerate continual
change”

Schwab co-Chief Executive Officer David Pottruck. Context magazine July 2000

© Hunterskil Howard International Communications and Marketing www.hunterskil-howard.com

DHL Slogan (= brand promise):

“We keep your promises”
Question posed:

Who is “we”?


Holistic communications
Integration of internal and external communications campaigns & tools
The Sell-in The Sell-out
Why Attention

“We” “Them”
Willing Customers, Interest
Prospects,
Stakeholders

Able Desire

Action: We Sell They Buy :Action

What do you want “us” to do?
And how?

Vision

Mission

Values

Inform and create the spirit of
confidence
In an era of accelerating change …
Why did it
What kind of company Happen?
will it be? Why me?

What are we aiming What will be the
for anyway? impact
on my job?


Krauthammer Model
Vision

Mission Values Responsibilities

Goals Principles Competencies

Meaning + Willingness + Ability

Action

Internal communication model
Why, Willing & Able TM
 WHY:
• Explain your vision, mission and business so people
understand why they must act and/or change. Clarify what‟s
in it for them
 WILLING:
• Relate their individual actions to your vision and values and
corporate culture
 ABLE:
• Empower people to act. Coach, train, develop and support
with resources


Internal communications process
Stage Why Willing Able Action Results
Mission Values
Messages Training Procedures Incentive
Goals Principles
Quality model Leadership Plan/strategy Resources Process Results

Managers • Video • Sell-in • Conferences • Quality •CSF/EPS
• PowerPoint Meetings • Classroom handbooks •Performance
presentation • Employee sessions • Product inf. measurement
• Internal newsletter • Intranet • Price lists and
newsletter • Posters • Guiding development
Customer programmes
principles
facing
sales/support • Multimedia • Newsletter • IBT • Asset • Personal
• On-line video • E-mailings • Search management results page
• Kick off • News group engine • Document • Feedback
Shop floor/ meetings • Help desk distribution options
• Open day
suppliers • Directories • Interactive • Counters
support


A powerful business tool
 Often the most neglected area of a company‟s
communications investment … yet the most important
for mobilising its people
 Not a soft option but a business tool just as much as a
company‟s IT strategy
 The more staff understand the vision, mission and
values, the healthier the bottom line.
 No communication is bad communication - what‟s not
said will be guessed (9 times out of 10 will be wrong)
How clearly do you communicate vision, mission and
values to your staff?

Case studies
1. Novartis Consumer Health
2. DHL
3. Adecco Group
4. National Starch & Chemical


Heart & Pride for Vision

Internal communications
in a global company of brands
(Novartis Consumer Health, NCH)


Situation analysis
 It is believed that NCH staff have gone through too
many changes and reorganisations and are a not too
motivated to embrace the challenges that go with the
vision
 Employee motivation and satisfaction survey will
hopefully reveal the true situation


Objectives
 To align the hearts and minds of our people with the
strategic objectives
 Make people aware of and understand the vision, and
the critical success factors
- % know the vision (being leader)
- % know what consumer health industry is
- % know x number of key brands of NCH
 Position NCH as a global company of strong visible
brands


Audiences
 Top management
 Regional & country management
 Global brand management
 Global/national departmental managers

 HR Managers
 NCH Communicators
 Rest of Staff (with - without PC access)


The strategy
 Define strategic goals and gear all communications/
messaging as proof of goal value.
 Share results.
 Inform all Novartis staff in a friendly, personal way
about the background to the changes
 Define new goals for each person in Consumer Health
 Enable line managers to take message in more depth
to their units and act as ambassadors
A complete internal communications program to build
vision, motivation etc. using a variety of tools.

Core messages
 The Vision & CSFs
 NCH is a global company of strong visible brands in
the Consumer Health industry
 The Consumer Health industry is a fast moving, highly
competitive industry where only strong brands win
 NCH is an organisation in which people are the
competitive edge


Messages
 Specific messages related to organisational
procedures and programmes
- Best Sales Award Programme
- People Performance Review &Development
Programme
- The People speak! Employee survey
- HS&E Programme
 Any other company news that helps realise the
Vision/CSFs and supports the Circle of Reinforcement
model (company – brands – people)


Employee communications

Messages Mission Values Training Procedures Incentive
Goals Principles

Conferences Meetings Conferences Quality CSF/EPS
Managers The Word Classroom Trainings handbooks
Impulse sessions How to guides Product inf.
Brandbook Brochures Price lists
Posters
Middle Brochures • Asset
manage- • Personal
management ment results
• Multimedia • Newsletter • IBT page
• E-mailings • Search • Document
• Intranet distribution • Feedback
Shop floor/ “Free the • Newsgroup engine options
Genie” + • Help desk • Interactive
suppliers • Announce- product • Counters
Brand ments • Directories
sections support


Tools
 Dare to Lead (D2L) conference with
multimedia presentation + other “roll out” items in Europe
and U.S.
 NCH Corporate Profile - Vision + Market
 NCH Brand book/binder
 Intranet - “Free the Genie” + Brand Section
 Global internal newsletter – The Word (12,000 people,
40 countries)


Tools (cont‟d)
 Employee Survey
 Brochures and follow up for specific programmes
 Posters
 Feed back generating post cards
 Brand of the month
 Explain the health care continuum and the “raison
d‟etre” of NCH


What we„ve done for Novartis
 International Cross-Division Communication, Branding and
Design
 Internal Communication supporting merger and culture change
 Conference conception and execution
 Information sharing using Lotus Notes and Intranet technology
 Employee Motivation and Development
 Electronic Newsletters
 Community Relations


Building unity after
radical change in
working practices
Internal communications programme ongoing
since 1997: DHL International


Situation analysis
 DHL – a world-leading international express company
headquartered in Brussels (now part of Deutsche Post)
 HQ split across 2 locations in Brussels
 Moved into one building: Global Coordination Centre
(GCC) but people from global side saw themselves as
different people to the operational staff
 The merger involved integration – no one was happy !


The strategy
 Put open communications channels in place
 Make heroes of everyone
 Canvass opinions
 Allow people to express themselves
 Create employee forums around European directives


Tools

 Employee opinion survey
 Badge/logo for Global Service Commitment
 Forum reports
 GCC.com internal newsletter
 e-flyers to promote new services internally
 Multimedia programs, video, ads, posters, e-flyers,
binders etc. to promote Global Service Commitment on
a global basis to more than 70000 employees.

Teamforce
reinforcement
across global group
Internal communications programmes:
Adecco Group


Company situation
 Adecco – one of the largest staffing companies in the
world
 Comprises various brands: Adecco, Ajilon, Lee Hecht
Harrison, and jobpilot.
 Adecco‟s task is to pull all different companies together
and motivate its staff.

Need for popular communications channels to
communicate across the different channels


Viva! the internal e-zine for Adecco


Adecco group portal intranet


Sharing information


What we„ve done for Adecco
 International Media relations
 Corporate Branding & Design
 Award Winning Annual Report and supporting publications
 Intranet design and management
 Electronic newsletter – Viva!
 Sponsorship campaigns for Formula One and Davis Cup tennis


Creating a “virtual”
workplace to keep
people in touch
Global intranet site:
National Starch & Chemical


Situation analysis
 National Starch & Chemical – a member of the ICI group of
companies and leading manufacturer of adhesives, specialty
synthetic polymers, electronic & engineering materials, specialty
food, healthcare and industrial starches
 A need to promote National brand values and facilitate National
corporate thrusts
 A need for knowledge management and sharing, e-learning and
empowerment:
• Provide easy and rapid access to information, knoiwledge and assets
• Support awareness of the values of the individual to the success of the
company
• Improve personal and team productivity
• Promote global team working
• Increase customer responsiveness


The strategy
 Encourage National employee to actively search for information
via Intranet
 Make it easier to share available information and expert
knowledge
 Make information accessible, easily searchable within 2-3 mouse
clicks
 Introduce intranet as a place where business gets done
Hunterskil Howard positioned the National intranet as a virtual
workplace; a living, changing world geared to providing
work-related services that enhance people’s existing
capabilities


System architecture
 Built in Lotus Notes
 Series of LN databases, which were „web enabled‟.
 Development environment required to test new code,
functionality and changes
 Once tested and approved by the client, these
changes can be made live
 Site is hosted within National at Warwick by IBM, this
is then mirrored across the globe at local servers
 Time differences and replication times have to
managed carefully

Launch of N-Zone
 Rolling launch – over 24 hour period
 Email from CEO with Macromedia Flash movie attachment sent to
notify users of the launch region by region, based on the time
zones
- States, Australia, Asia, Africa and finally Europe.
 Printed Poster/Flyers sent to more than 130 National Starch
locations throughout the world


National Toolbox – further people
empowerment
 A key component of the N-Zone – widely accepted
within National
 Enables National employees to create, publish and
maintain their own sites within N-Zone framework
 Users can add text, images, files and links when
creating their own sites
 No previous knowledge of computer programming or
HTML is required
 The Webmaster at National has the final authority to
publish individual sites.

Internal communications process
Mission Values
Messages Training Procedures Incentive
Goals Principles

Managers • Video • Sell-in • Conferences • Quality •CSF/EPS
• PowerPoint Meetings • Classroom handbooks •Performance
presentation • Employee sessions • Product inf. measurement
• Internal newsletter • Intranet • Price lists and
newsletter • Posters • Guiding development
Customer programmes
principles
facing
sales/support • Multimedia • Newsletter • E-learning • Asset • Personal
• On-line video • E-mailings • Search management results page
• Kick off • News group engine • Document • Feedback
Shop floor/ meetings • Help desk distribution options
• Open day
suppliers • Directories • Interactive • Counters
support


Global Internal Communications
 Realising your Vision, Mission and Goals
 Proven track record for companies such as:
• DHL Global Service Commitment programme
• Novartis (Ciba Geigy / Sandoz)
• Adecco (Adia, Ecco, etc.)
• National Starch & Chemical
 Based on proven models and methods
 Maximising the returns on investments


What is our role?
 Listen and learn and give an honest perspective on
your ideas and needs
 Innovate, Integrate, Improve, Inspire …
 Build and nourish your vision through compelling
programmes … and measure their effect
 Develop pragmatic, deliverable communications
positions, missions, strategies & action plans within
budgets and timescales
 Develop and produce powerful, memorable and highly
creative communications programmes

Unleash the power of your people

We can help “we” succeed


Change communications hrd programmes

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à Change communications hrd programmes

Similaire à Change communications hrd programmes (20)

Change communications hrd programmes