“We know that communication is a problem,

but the company is not going to discuss it with the

employees.” Actual quote by an executive at a communications company

AgendaCommunications in Large Organizations

How We’re DoingThe Transition Communications Plan & Your

RoleQuestions & Suggestions

My PartCommunications in Large Organizations

Impress You With StatisticsUse At Least One Scientific TheoryGain Your Commitment To Great

Communications

Some Statistics

Estimated that miscommunication can cost an organization 25% to 40% of its annual budget

Estimated that 14% of each work week is wasted as a result of poor communication

A study of more than 2,000 senior executives and managers across the U.S. found that 94% of the participants identified "communicating well" as the most important skill for executives and managers to have in order to be successful today and tomorrow

Some Statistics

Gartner Group survey concluded that more than 80% of IT projects were "late, over budget, short of expectations, or simply undelivered" as a result of poor communication at the outset

Symptoms of Poor Communication

Frustration

Fear

Uncertainty

Dissatisfaction

Sense of Hopelessness

Bottom Line

The bottom line for organizations is that poor communication slows productivity, reduces quality, can create turnover,

and can contribute to a negative culture/climate

Obligatory Scientific Theory

Herzberg’s Motivator-Hygiene Theory

“Structures, actions and policies within organizations can serve as either

motivators or demotivators.”

On The Flip Side

Research has shown, when employees are kept informed, they tend to be more satisfied with their jobs, exhibit a higher level of morale and are more motivated to be productive employees

Watson Wyatt study in 2003 found that a significant improvement in communication effectiveness was associated with an almost 30% increase in market value

Watson Wyatt Study

Employees want to know: Where are we headed? Why? WIIFM? (What’s in it for me?) How can I help?

Watson Wyatt Study

Managers want to know: How can I get all the work done? How can I meet my targets/goals? How can I get the most out of my people?

“Stuck in the middle with you?”

The dreaded “Bottleneck” – why? Turf protection Politics Managers aren’t communicators More important things to do Body odor

So How Are WE Doing?

Great!

Terrible!

Communications Audit

Key Themes Consistency: Volume, Frequency, Message Some managers doing great – some….not Over/under filtering Delivery system problems (addresses,

mail boxes, communications rooms, etc.) Perception of wasted time

Communications Audit

Key Themes Managers can’t do it alone: Push/Pull Computer Access (CAT):

All online won’t get it done

Communication Is Important

One of our core values

We made a promise

Transition Team consensus

People are at different levels/places

The Big Finish

#1

Communicator’s Rule of Thumb

What

So What

Now What

The Big Finish

#2

Communication from one’s own manager creates 4X the employee support than

CEO Town Hall and 9X that of the company newsletter.

(Sorry, Vennie)

Transition Team Communications

Plan Overview

Transition Team reporters

Plan components Newsletters Transition Talk updates Town Halls Web updates

Newsletters

Released shortly after each milestone date

Will be produced by Marketing Communications and distributed with enough hard copies for each staff member

Also sent to key Divisional partners from across the University

Transition Talk Updates

The primary printed source of timely information about all Transition Teams

Produced by Marketing Communications bi-weekly, beginning this week

Sent via e-mail to all supervisors within the Division

Distribute widely Discuss with staff Focus on the facts

Divisional Town Halls

Divisional Town Halls in January, April and July First one: January 28 in Kellogg

Center Auditorium APSA/APA staff at 10 a.m. Anyone at 1 p.m.

Departmental Town Halls

Will provide staff in new departments an opportunity to interact with their department head and get questions answered Open to everyone February schedule posted in the

Transition Talk for this week

Web Updates

New intranet site in development

In the interim, we will continue to add information to the Transition Team portion of the Future State Web site

The Supervisor’s Role

Timely, accurate information for staff

Increased face-to-face communications

Keep tabs on the pulse of your staff and make the Transition Teams aware of issues if they arise

If You Get Questions

You may not have the answers

Submit questions to the Transition Teams

Responses will be posted on the Web and included in the next Transition Talk update

Refer media inquiries to Marketing Communications Director Tony Frewen

Questions?