Dulye & Co. Research: The State of Internal Communications During a Down Economy<br />Conducted June 2010<br />
Contents<br />Survey Overview<br />Summary Observations<br />Overall Data<br />
Assessment Process<br />Administration<br />A paper form was administered at the International Association of Business Com...
Outcomes and Trends<br /><ul><li>Despite the economic downturn, scores indicate that communications practices of senior le...
Management visibility in the workplace has changed slightly—with more emphasis at the senior leader level.
There has been some erosion in trust and openness. But, for the most part, respondents cited a steady state for both facto...
Written feedback indicates the most difficult change has been to incorporate more candid, face-to-face communications.
Newsletters and other print publications were identified as the leading practice or tactic that has been eliminated. Where...
Economic conditions have driven a focus on leadership communications and support for managers / supervisors.</li></li></ul...
Senior Leader Communications Practices<br />Evaluate and rate specific practices at your company / organization over the p...
Manager / Supervisor Communications Practices<br />Evaluate and rate specific practices at your company / organization ove...
Employee Feedback<br />Evaluate and rate specific practices at your company / organization over the past 18 months.<br />N...
Level of Engagement<br />Evaluate and rate specific practices at your company / organization over the past 18 months.<br /...
Written Feedback<br />Quotations appear as they were submitted, without grammatical or spelling corrections.<br />
Written Feedback<br />Over the past 18 months, what has been the most difficult change that you’ve made in internal / empl...
Greater transparency. Shift to direct reporting to President-CEO
Relaunching our NA employee newsletter, release of our new manager comm's toolkit
Trying to work with execs on leadership comms trying to reduce "corporate speak“
More open communications about budget and layoffs.
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Dulye co. research on internal communications during down economy 20100630

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Research conducted by Dulye & Co. (Dulye.com) at the IABC Global Conference in Toronto in 2010.

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  • Dulye co. research on internal communications during down economy 20100630

    1. 1. Dulye & Co. Research: The State of Internal Communications During a Down Economy<br />Conducted June 2010<br />
    2. 2. Contents<br />Survey Overview<br />Summary Observations<br />Overall Data<br />
    3. 3. Assessment Process<br />Administration<br />A paper form was administered at the International Association of Business Communicators’ 2010 Global Conference in Toronto, Canada on June 7-9, 2010<br />Response<br />21 participants completed the survey<br />Key areas evaluated<br /><ul><li>Impact of latest economic downturn on internal communication practices, employee feedback, and engagement levels of managers and employees.</li></ul>Results Preparation<br />Data were compiled, analyzed and packaged in summary report by Dulye & Co. of Warwick, NY.<br />.<br />
    4. 4. Outcomes and Trends<br /><ul><li>Despite the economic downturn, scores indicate that communications practices of senior leaders, managers / supervisors, and employees have remained the same over the last 18 months.
    5. 5. Management visibility in the workplace has changed slightly—with more emphasis at the senior leader level.
    6. 6. There has been some erosion in trust and openness. But, for the most part, respondents cited a steady state for both factors in communication between senior leaders and front-line employees.
    7. 7. Written feedback indicates the most difficult change has been to incorporate more candid, face-to-face communications.
    8. 8. Newsletters and other print publications were identified as the leading practice or tactic that has been eliminated. Where new practices have been added, many are online and social media approaches.
    9. 9. Economic conditions have driven a focus on leadership communications and support for managers / supervisors.</li></li></ul><li>Overall Data<br />
    10. 10. Senior Leader Communications Practices<br />Evaluate and rate specific practices at your company / organization over the past 18 months.<br />N = 21<br />
    11. 11. Manager / Supervisor Communications Practices<br />Evaluate and rate specific practices at your company / organization over the past 18 months.<br />N = 21<br />
    12. 12. Employee Feedback<br />Evaluate and rate specific practices at your company / organization over the past 18 months.<br />N = 21<br />
    13. 13. Level of Engagement<br />Evaluate and rate specific practices at your company / organization over the past 18 months.<br />N = 21<br />
    14. 14. Written Feedback<br />Quotations appear as they were submitted, without grammatical or spelling corrections.<br />
    15. 15. Written Feedback<br />Over the past 18 months, what has been the most difficult change that you’ve made in internal / employee communication practices?<br /><ul><li>Have yet to make change
    16. 16. Greater transparency. Shift to direct reporting to President-CEO
    17. 17. Relaunching our NA employee newsletter, release of our new manager comm's toolkit
    18. 18. Trying to work with execs on leadership comms trying to reduce "corporate speak“
    19. 19. More open communications about budget and layoffs.
    20. 20. Establishing an IC discipline at my current company
    21. 21. Getting other service providers (internal) to recognise the need & benefits of customer needs analysis & engagement w/developing services (eg: intranet). Most ppl just want to make a technology decision on behalf of business
    22. 22. Complete change of structure, system, media, team, channels
    23. 23. Getting senior leaders out in the "field"
    24. 24. Changed intranet site from a repository of forms to employee communication tools w/articles (change daily), CEO blog, etc.
    25. 25. More face to face (less email)
    26. 26. Shoring up the recognition within management that strategic communication must take precedence over the tactical fires
    27. 27. Having to become more distant from the decision-making process and seeing much of what we had been put in place over the past several years dismantled.</li></li></ul><li>Written Feedback<br />Over the past 18 months, identify 1 internal / employee communications practice or tactic that was started.<br /><ul><li>Webcast
    28. 28. Weekly team E-news letter - approx. 500 on expanded team (reporting on project status)
    29. 29. Dropped our internal CEO newsletter
    30. 30. Away today list (posted on portal) folks who were absent.
    31. 31. Sales win articles
    32. 32. Exec breakfasts for new starters
    33. 33. Enterprise wide communication eliminated in favor of targeted comms to district audience segments
    34. 34. Printed newsletter
    35. 35. Ability for employees to spam each other via e-mail.
    36. 36. e-newsletter
    37. 37. Print publications from different business units to be replaced by one with corporate & BU content
    38. 38. None
    39. 39. Newsletter, fewer town hall/staff mtgs - quarterly instead of monthly</li></li></ul><li>Written Feedback<br />Over the past 18 months, identify 1 internal / employee communications practice or tactic that was eliminated.<br /><ul><li>One of our written corp comm tools
    40. 40. Bulletin Board because no one used it - fear of repurcussions if they jade comments
    41. 41. They have stayed the same for the past few years
    42. 42. Internal magazine now on-line
    43. 43. Direct interaction between CEO and employee communications leader</li></li></ul><li>Written Feedback<br />What has been the single biggest impact of the economic downturn over the past 18 months on internal / employee communications at your company / organization?<br /><ul><li>Regional town halls
    44. 44. Weekly e-update to end user (employees) community. Contents: app support, job aids, work arounds, alerts, workshops, etc.
    45. 45. Direct Ask Me online question to President & CEO. Anonymous but answers posted with 72 hrs.
    46. 46. Manager-specific email (manager communications toolkit) w/monthly talking points
    47. 47. Leadership summits
    48. 48. Comms planning based on comprehensive audience analysis.
    49. 49. Online newsletter and YouTube
    50. 50. Quarterly leadership updates
    51. 51. Intranet development
    52. 52. A "new cast/program" - 10 min - video
    53. 53. Middle managers kit to help them communicate at their monthly meeting
    54. 54. Evaluation of intranet site to determine if the change is meeting the needs
    55. 55. Talk to me. "Let's chat" type sessions
    56. 56. My company started a blog
    57. 57. Revised intranet with some social media tools</li></li></ul><li>Provide Real-Time Response <br />Dulye.com or iTunes to download<br />
    58. 58. Provide On-the-Job Coaching and Tools<br />Spectator-Free Workplace™<br />Coaching resources: 4R training, podcasts, e-mail newsletter.<br />Go to Dulye.com/blogto subscribe<br />
    59. 59. Keep the Dialogue Going<br />Spectator-Free Workplace™ Tweets<br />Visit twitter.com/dulye to follow Linda Dulye on twitter.<br />Twitter.com/dulyeto follow us<br />
    60. 60. Visit Dulye.com<br />Let our team guide you to a disciplined, measured, and Spectator-Free Workplace behind your firewall! <br />
    61. 61. The entire contents of the presentation are proprietary to Dulye & Co. This material may be not be copied or reproduced for any purpose. <br />Any reproduction or disclosure requires the prior consent of Dulye & Co.For more information, please contact Roger Gibboni, Business Manager, <br />at 845-987-7744 or rgibboni@dulye.com.<br />Thank You! <br />

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