“The ROI of Internal communications”

How to engage employees to get the best results from internal communications

OBJECTIVE

• TO SHOW HOW COMPANIES CAN ENGAGE THEIR EMPLOYEES TO GET THE BEST RESULTS FROM INTERNAL COMMUNICATIONS.

MY POINTS

• WHAT IS EMPLOYEE COMMUNICATION

• WHO ARE THE DISENGAGED ONES AND WHY

• THE CONNECTION BETWEEN AN ENGAGED WORKFORCE AND PROFITABILITY

MY POINTS

• HOW TO USE EMPLOYEE COMMUNICATION TO GET EMPLOYEE ENGAGEMENT.

• INTERNATIONAL TRENDS.

• THE FOUR DEADLY SINS OF EMPLOYEE COMMUNICATIONS.

THE WAY FORWARD

• SUGGESTIONS FOR EFFECTIVE EMPLOYEE COMMUNICATION

• LINKING EMPLOYEE COMMUNICATION TO THE BOTTOMLINE

EMPLOYEE ENGAGEMENT

• EMPLOYEE ENGAGEMENT IS —WINNING THE HEARTS AND MINDS OF EMPLOYEES.

EMPLOYEE ENGAGEMENT

• CREATING AND MAINTAINING LOYALTY TO THE COMPANY.

• MAKING THAT CONNECTION BETWEEN WHAT EMPLOYEES DO AND HOW IT IMPACTS ON THE COMPANY’S BOTTOMLINE.

EMPLOYEE ENGAGEMENT

• IT IS ABOUT MAKING EMPLOYEES MAKE MONEY FOR THE COMPANY.

• IT IS ABOUT ADDING TO THE BOTTOMLINE

EMPLOYEE ENGAGEMENT

• RESEARCH HAS SHOWN THAT POORLY SERVED EMPLOYEES SERVE CUSTOMERS POORLY

EMPLOYEE ENGAGEMENT

• ENGAGED WORKERS GET RESULTS.

• GALLUP POLLS ESTIMATES: ACTIVELY DISENGAGED EMPLOYEES COST THE U.S. ECONOMY US300 BILLION A YEAR

DISENGAGEMENT COSTS

• LOST PRODUCTIVITY• THEFT• SABOTAGE• POOR CUSTOMER SERVICE • POOR QUALITY SERVICE.

DISENGAGED FIGURES

• STUDY OF 35,000 EMPLOYEES IN A BROAD SAMPLE OF U.S.COMPANIES:

• 17 PERCENT "ACTIVELY ENGAGED" • 19 PERCENT WERE "ACTIVELY

DISENGAGED.”• 64 PERCENT WERE "MODERATELY

ENGAGED."

DISENGAGED

MR/MISS DISENGAGED

• CONSISTENTLY LATE FOR WORK

• HAS A VARIETY OF EXCUSES WHY THE TASKS CANNOT BE DONE

• NO CONCEPT OF TIME FOR TASK COMPLETION

MR/MISS DISENGAGED

• READS THE GLEANER OR THE JAMAICA OBSERVER STRAIGHT THROUGHOUT THE DAY.

• VERY LONG LUNCH TIME

• OFTEN MISSING IN ACTION

M.I.A.

MR/MISS DISENGAGED

• FREQUENT ABSENCES YET WILL COLLECT A PAY CHECK

• NO KNOWLEDGE OF THE COMPANY, WHAT INDUSTRY IS IT IN?

• NO STRONG CONNECTION BETWEEN JOB AND THE COMPANY’S SUCCESS.

USING EMPLOYEE COMMUNICATION TO ENGAGE EMPLOYEES

• WHEN EMPLOYEES ARE BETTER INFORMED THEY SEE THEMSELVES AS HAVING A STAKE IN THE COMPANY.

PERSPECTIVES

PAST• TWO WAY MODEL

COMPANY STRUCTURE

• TOP

• DOWN

NOW• FLATTER STRUCTURE• EMPHASIS ON TEAM

WORK• SELF-MANAGED

GROUPS

OLD STYLE

• THE OLD STYLE IS FOCUSED ON COMMAND AND CONTROL AND SPICED WITH A PREFERENCE FOR "BECAUSE I SAID SO" RATHER THAN "HERE'S WHY.

INTERNATIONAL TRENDS

• INTERNATIONAL TRENDS• GLOBALLY COMPANIES RECOGNIZE

THE CONNECTION BETWEEN EMPLOYEE COMMUNICATION -EMPLOYEE ENGAGEMENT AND COMPANY PRODUCTIVITY AND PROFITABILITY.

INTERNATIONAL TRENDS

• A FOCUS ON EMPLOYEE COMMUNICATIONS:

• CREATION OF EMPLOYEE COMMUNICATIONS POSITIONS WITHIN THEIR COMPANIES.

INTERNATIONAL TRENDS

• INTERNAL COMMUNICATIONS OFFICER

• EMPLOYEE COMMUNICATIONS SPECIALIST

• MANAGER INTERNAL COMMUNICATIONS

• INTERNAL COMMUNICATIONS MANAGER.

INTERNATIONAL TRENDS

• REPONSIBILITIES: DEVELOPING AND IMPLEMENTING COMPANY-WIDE EMPLOYEE COMMUNICATIONS STRATEGY. OVERSEEING DAILY OPERATIONS OF MASS MEDIA EFFORTS;

• DEVELOPING PLANS TO INCREASE THE REACH OF EMPLOYEE COMMUNICATION TOOLS.

FORD J/D• “Developing and implementing a strategy in North

America (aligned with global strategy) to make Ford Employee Communications a benchmark. Support development of and lead implementation of a 5-year plan for leadership among both salaried and hourly employees carefully assessing our current situation, resources required and effective delivery mechanisms. “

JAMAICA

• IN JAMAICA THEN THE QUESTION IS: WHOSE JOB IS IT?

• SHOULD EMPLOYEE COMMUNICATION BE A H.R. FUNCTION OR THE JOB OF P.R. OR COMMUNICATIONS DEPARTMENT?

INTERNATIONAL TRENDS

• GLOBAL STRIDES MADE IN THE DEVELOPMENT OF TOOLS FOR EMPLOYEE COMMUNICATION AND EMPHASIS ON HOW TO MEASURE THE EFFECTIVENESS OF THESE TOOLS.

NEW TOOLS

• BLOGS, PODCASTS, SNAP TOOLS, SOME MANUFACTURING COMPANIES HAVE RADIO STATIONS; NEWSLETTERS HAVE BEEN MODIFIED TO DIRECTLY IMPACT EMPLOYEES.

DO’S AND DON’TS

• THOU SHALT NOT SEND OUT A BARRAGE OF E-MAILS

DEADLY SIN

• THOU SHALT NEVER, EVER COMMUNICATE NEWS TO THE MEDIA BEFORE ALERTING YOUR EMPLOYEES

DO

• THOU SHALT TEACH MY MANAGER TO COMMUNICATE WITH ME.

DO

• THOU SHALT ALWAYS MATCH YOUR ACTION WITH YOUR WORDS

USING EMPLOYEE COMMUNICATION FOR ENGAGEMENT

TIPS• KNOW YOUR AUDIENCE

• NEVER UNDER-ESTIMATE YOUR EMPLOYEE’S INTELLIGENCE

• EMPLOYEES ARE ALWAYS INTERESTED IN WIIFM.

WIIFM

• MESSAGES MUST BE RELEVANT TO THEM

• MUST INTERPRET THE ISSUE WITHIN THEIR WORK ENVIRONMENT

TIPS

• CEO MUST BE ACTIVELY INVOLVED IN DELIVERING THE KEY MESSAGES

TIPS

• FACE-TO-FACE: MOST DESIRABLE METHOD OF EMPLOYEE COMMUNICATION

• WHY?• BECAUSE IT IS:• IMMEDIATE• PERSONAL &• INTERACTIVE

TIPS• RESEARCH HAS SHOWN THAT AN

EMPLYOYEE’S PREFERRED SOURCE OF INFORMATION IS HIS MANAGER

• COMPANIES WITH EFFECTIVE PROGRAMS DEVOTE A LOT OF ATTENTION TO FACE-TO-FACE COMMUNICATION

TIPS

• FACE-TO-FACE:

• TOWN-HALL MEETINGS WITH CEO• DEPARTMENT MEETING• ONE-ON-ONE MEETING

BEST PRACTICE COMPANY

• FED-EX

FED-EX’S PROGRAM

• FACE-TO-FACE• PRINT PUBLICATIONS• T.V. NETWORKS WITH EARLY

MORNING TELECASTS AROUND THE WORLD

THANK YOU