Change communicationsSusannah Wintersgill, Head of Internal CommunicationsPublic Affairs Directorate22 November 2011Page *

AgendaRole of communications during changeAudience segmentationWhich channels to useThe role of the leaderCommunication needs during changeTips for successful changePotential pitfallsGroup discussion

Role of communicationsExplain why change is happening:Ensure people understand the rationale for changeTalk about the benefits / consequencesEmphasise whats not changing Show people where they are going:Map out the process of changeIdentify and recognise key milestones; celebrate successShow people how they will get there:Break it down into clear, simple stepsGive practical examplesBe directional

Planning your communicationEstablish a clear vision and objectivesDivide the project into phasesConfirm key milestones for each phaseIdentify your target audiencesSelect your channelsSelect your spokesperson/peopleDetermine resources and timetable

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AUDIENCES22 November 2011Page *

Audience segmentation

Wider community

22 September 2011Page *Vision

Directly affectedClose interestWider communityWhy is this happening?Will anything really change?When will it happen?What does it mean for me? Is my job secure?Where can I find out more?Why is this happening?What impact will it have on my work?How will I benefit?Where can I find out more?Why is this happening?Will it affect my work? Will anything really change?How much will it cost the University?

22 September 2011Page *Planning

Directly affectedClose interestWider communityHow will it be different?How will my role differ?Will my team change?Will my manager change?Will my work location change?Is my job secure?How can I raise issues / concerns?How can I get involved?What changes will happen?When will they happen?How can I contribute ideas?How can I raise issues?What is changing and why?What are the benefits?How much is this costing the University?

22 September 2011Page *Implementation

What will happen over the next few months?How will we know if were on the right track?When will the changes affecting me take place?How can I raise concerns?What changes are happening and when?How will they affect me?Will the service I use be disrupted?How can I issues?What is changing & why?What are the benefits?Will it affect my work?How much is this costing the University?

Directly affectedClose interestWider community

22 November 2011Page *UrgencyInfluenceLowHighHigh

CHANNELS22 November 2011Page *

Communication channels

Choosing your channelBest for: digesting complex informationWhen to use: to support face-to-face communication, esp when there are complex messagesAvoid: Relying on paper as a primary channel

Best for: retrieving factual information When to use: when people need to find small pieces of information quicklyAvoid: Relying on the web as a primary channel; sensitive information; changing behaviourBest for: difficult messages; changing peoples behaviour or attitudeWhen to use: primary channel for change communicationAvoid: communicating very complex or detailed information

Primary channelFace-to-face allows you to:Articulate the end visionUse the appropriate toneGauge reactionsCheck understandingCorrect misconceptionsProvide reassurance

Secondary channelsWebsite: quick retrieval of information and check factsQ&As: tailored information by subject/group Email: for short broadcast announcements and updates; not for major announcements about restructuring E-bulletin: regular updates; reminder of key milestonesStaff newsletter: recognise success; reminder of what has not changedEmail inbox: allows people to submit questions, concerns and ideas

LEADERSHIP22 November 2011Page *

The role of the leaderProvides direction and reassurance throughout the processArticulates the vision and the strategy clearlyMaps out the journey and the milestones along the wayInstils confidence that the process is being managed wellCommunicates regularly and in a timely wayIs honest; not afraid to say I dont knowExplains why at each stageRole-models new behavioursListens to peoples concernsRecognises peoples emotional as well as intellectual needs

COMMUNICATION NEEDS DURING CHANGE22 November 2011Page *

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Monitoring progressDid the briefings happen, how many people attended?What are people saying?What does the rumour mill say?Who are people listening to?Is there a change in behaviour?Do people need more support?

Tips for successful communicationClarify roles and responsibilities in advance, particularly the decision-making and sign-off process Reduce uncertainty and instil a sense of controlBe consistent maintain tight control over key messagesSeparate facts from reassuranceProvide as much information and support as you can throughout the change processEnsure the structure, tone and content of communications acknowledges peoples emotional and intellectual needsListen provide a range of feedback channelsUse FAQs and keep them currentGet people involved make them feel they have a say

Potential pitfallsRelying on written rather than face-to-face communicationConfusing information dissemination with communicationComplicating the messageHiding or massaging the truthImposing change rather than involving peopleUnderestimating peoples reactions to change, or the time needed for people to absorb changeUnderestimating the coffee and carparking factorsDelaying communication until every detail is confirmedCommunicating to affected audiences at different times Communicating bad news in different phasesNot having a communications infrastructure in place

Change communicationsSusannah Wintersgill, Head of Internal CommunicationsPublic Affairs Directorate22 November 2011Page *

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