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Dulye co. research on internal communications during down economy 20100630
 

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.

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 Dulye co. research on internal communications during down economy 20100630 Presentation Transcript

  • Dulye & Co. Research: The State of Internal Communications During a Down Economy
    Conducted June 2010
  • Contents
    Survey Overview
    Summary Observations
    Overall Data
  • Assessment Process
    Administration
    A paper form was administered at the International Association of Business Communicators’ 2010 Global Conference in Toronto, Canada on June 7-9, 2010
    Response
    21 participants completed the survey
    Key areas evaluated
    • Impact of latest economic downturn on internal communication practices, employee feedback, and engagement levels of managers and employees.
    Results Preparation
    Data were compiled, analyzed and packaged in summary report by Dulye & Co. of Warwick, NY.
    .
  • Outcomes and Trends
    • 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.
    • 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 factors in communication between senior leaders and front-line employees.
    • 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 new practices have been added, many are online and social media approaches.
    • Economic conditions have driven a focus on leadership communications and support for managers / supervisors.
  • Overall Data
  • Senior Leader Communications Practices
    Evaluate and rate specific practices at your company / organization over the past 18 months.
    N = 21
  • Manager / Supervisor Communications Practices
    Evaluate and rate specific practices at your company / organization over the past 18 months.
    N = 21
  • Employee Feedback
    Evaluate and rate specific practices at your company / organization over the past 18 months.
    N = 21
  • Level of Engagement
    Evaluate and rate specific practices at your company / organization over the past 18 months.
    N = 21
  • Written Feedback
    Quotations appear as they were submitted, without grammatical or spelling corrections.
  • Written Feedback
    Over the past 18 months, what has been the most difficult change that you’ve made in internal / employee communication practices?
    • Have yet to make change
    • 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.
    • Establishing an IC discipline at my current company
    • 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
    • Complete change of structure, system, media, team, channels
    • Getting senior leaders out in the "field"
    • Changed intranet site from a repository of forms to employee communication tools w/articles (change daily), CEO blog, etc.
    • More face to face (less email)
    • Shoring up the recognition within management that strategic communication must take precedence over the tactical fires
    • 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.
  • Written Feedback
    Over the past 18 months, identify 1 internal / employee communications practice or tactic that was started.
    • Webcast
    • Weekly team E-news letter - approx. 500 on expanded team (reporting on project status)
    • Dropped our internal CEO newsletter
    • Away today list (posted on portal) folks who were absent.
    • Sales win articles
    • Exec breakfasts for new starters
    • Enterprise wide communication eliminated in favor of targeted comms to district audience segments
    • Printed newsletter
    • Ability for employees to spam each other via e-mail.
    • e-newsletter
    • Print publications from different business units to be replaced by one with corporate & BU content
    • None
    • Newsletter, fewer town hall/staff mtgs - quarterly instead of monthly
  • Written Feedback
    Over the past 18 months, identify 1 internal / employee communications practice or tactic that was eliminated.
    • One of our written corp comm tools
    • Bulletin Board because no one used it - fear of repurcussions if they jade comments
    • They have stayed the same for the past few years
    • Internal magazine now on-line
    • Direct interaction between CEO and employee communications leader
  • Written Feedback
    What has been the single biggest impact of the economic downturn over the past 18 months on internal / employee communications at your company / organization?
    • Regional town halls
    • Weekly e-update to end user (employees) community. Contents: app support, job aids, work arounds, alerts, workshops, etc.
    • Direct Ask Me online question to President & CEO. Anonymous but answers posted with 72 hrs.
    • Manager-specific email (manager communications toolkit) w/monthly talking points
    • Leadership summits
    • Comms planning based on comprehensive audience analysis.
    • Online newsletter and YouTube
    • Quarterly leadership updates
    • Intranet development
    • A "new cast/program" - 10 min - video
    • Middle managers kit to help them communicate at their monthly meeting
    • Evaluation of intranet site to determine if the change is meeting the needs
    • Talk to me. "Let's chat" type sessions
    • My company started a blog
    • Revised intranet with some social media tools
  • Provide Real-Time Response
    Dulye.com or iTunes to download
  • Provide On-the-Job Coaching and Tools
    Spectator-Free Workplace™
    Coaching resources: 4R training, podcasts, e-mail newsletter.
    Go to Dulye.com/blogto subscribe
  • Keep the Dialogue Going
    Spectator-Free Workplace™ Tweets
    Visit twitter.com/dulye to follow Linda Dulye on twitter.
    Twitter.com/dulyeto follow us
  • Visit Dulye.com
    Let our team guide you to a disciplined, measured, and Spectator-Free Workplace behind your firewall!
  • The entire contents of the presentation are proprietary to Dulye & Co. This material may be not be copied or reproduced for any purpose.
    Any reproduction or disclosure requires the prior consent of Dulye & Co.For more information, please contact Roger Gibboni, Business Manager,
    at 845-987-7744 or rgibboni@dulye.com.
    Thank You!