How great internal comms has an immediate impact on your bottom line
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How great internal comms has an immediate impact on your bottom line

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Increasing employee satisfaction has a direct impact on customer satisfaction and operating margins. Empower managers to become effective communicators as they are the most trusted channel in your ...

Increasing employee satisfaction has a direct impact on customer satisfaction and operating margins. Empower managers to become effective communicators as they are the most trusted channel in your organisation and a vital listening post. Use SharePoint intranet and webcasts to enable multi-way communication and collaboration.

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    How great internal comms has an immediate impact on your bottom line How great internal comms has an immediate impact on your bottom line Presentation Transcript

    • Internal communications What matters most… November 2013 @HelenMcI uk.linkedin.com/in/helenmcinnes
    • Agenda  Why does internal communications matter?  What does good look like?  How can you improve line manager communications?  All-hands meeting best practices  Intranet best practices  Key take-aways Inspiration Credibility Timing 2
    • Why does it matter? The employee-customer-profit chain Sears [1] Towers Watson +0.5 Revenue +1.3 Customer satisfaction +5 Employee satisfaction [2] Same-year operating margin (%): Study of 50 global companies 2012 [1] Rucci, Jirm, Quinn, "The Employee-Customer-Profit-Chain at Sears", HBR, 1998 [2] Work environment that more fully energizes employees by promoting their physical, emotional and social well-being 3
    • What does good look like? Traditional engagement Enablement Belief in company goals & objectives Freedom from obstacles to success at work at work (work-life balance) Emotional connection (pride, would recommend employer) Availability of resources to perform well Supportive social environment (stress-free) Willingness to give extra effort to support success Ability to meet work challenges effectively Feelings of enthusiasm/accomplishment at work Unsupported Energy Ability to maintain energy Detached Highly engaged Disengaged: Low score on on all measures 4
    • What does good look like? Those who score high on all three aspects of sustainable engagement Those who are traditionally engaged, but lack enablement and/or energy Those who feel enabled and/or energised, but lack a sense of traditional engagement Those who score low on all three aspects of sustainable engagement Source: Towers Watson Global Workforce Survey 2012 of 32,000 employees in 29 markets globally 5
    • Employee engagement survey  Fairly consistent with Gallup’s research: 120% 18% 100% 7% 80% 26% Engaged 49% Not engaged 60% 40% Actively disengaged 67% 53% Highly engaged & engaged but unsupported/unenergised 20% 0% World-class Average Gallup 2007 6
    • The importance of managers  The quality of employees’ relationship with their managers, their trust in senior leadership matters more than any other factor for employee engagement Towers Watson Global Workforce Survey 2012 of 32,000 employees in 29 markets globally 7
    • The importance of line managers Key actions:  Define what “good” looks like (within the manager competencies framework)  Educate managers about what drives engagement  Set the expectation that the line manager is the preferred communication channel  Build manager communication capability and support them with content packs 8
    • The 8 competencies of managers 1. Leadership and motivation 2. Planning and organising 3. Commercial awareness 4. Customer focus 5. Continuous improvement 6. Communicating and influencing 7. The ability to develop yourself and others 8. Teamwork and collaboration 9
    • The importance of managers Regular two-way communication about company strategy, the team/individuals’ roles in executing it and progress against plan is critical 10
    • Huddles  Research by Aviva showed managers felt overwhelmed by the information they needed to share  They now provide a brief for managers each week  Managers can they use on what’s at a local level customise what depending relevant Quick, regular huddles managed by line managers are the most effective internal comms channel 11
    • Encourage people to share their views Two-way communication is critical – get feedback from employees and pass it on at a corporate level Weigh-in Buy-in Outline what you are taking action on Explain why you might not do what they suggest   12
    • Company reputation matters    Internal branding: communication of strategy, vision and values is essential A brand is more than just a logo -> it’s your gut feeling about a company You need to connect the “WHAT” we stand for, “WHY” we do it with the “HOW” we’re successful (relative to the competition):  “Merchandise” media coverage + positive social media comments internally  Share customer satisfaction survey results  Recognise the efforts of individuals in bringing the brand values to live 13
    • All-hands meetings   Format should be decided from a: a) Communication effectiveness b) Cost & c) CEO availability perspective Simultaneous global communication should be the aim Conference call + online presentation (Lines on mute -> Q&A by IM + podcast replay) 2. Live all-hands meeting at one site + streamed live video on the intranet + VOD replay (roving mike for Q&A + questions by email/IM) 3. Recorded video streamed on the intranet (may be preferable for very global companies that are unable to find a suitable time to hold the meeting to span the key timezones) Keep it short (20-30 mins max + 10 mins Q&A) Check live + recorded media viewing number to determine audience reach 1.   14
    • All-hands meetings  Video communication success factors: • Outlook invite + request for questions in advance • Reminder email on the day • Showcase on your intranet homepage • The ability to watch simultaneously regardless of where you are in the world is important • Let people know what they missed. “Trail/preview” key points on the intranet Kontiki/Melcrum Survey: Jan 2013 15
    • Intranets… …are a facilitator of:  Multi-way, multi-level, multi-channel communications (topdown, bottom-up and peer-to-peer; mobile, online + in-person)  Enabler of business processes (e.g. travel/holiday bookings, invoicing, team collaboration) …and reinforce company culture and values 16
    • Intranets Great intranets must:  Enable people to short-cut their way to their most used tools  Communicate something valuable as they pass through  Increase productivity, improve knowledge-sharing and employee engagement 17
    • Intranet structure - Corporate comms - Enterprise search & browse - Short-cuts to most commonly used tools Central portal Divisional areas - Publishing/project workspaces - Calendars - Wikis - Blogs - Polling - Document libraries - Business processes - Forms - Workflows - Scorecards - Group reporting Team sites My site -Bios with “hidden” interests/skills (e.g. CSR volunteering - Blogs 18
    • Applying a branded visual template My site Team site
    • Metadata  Makes search easy (relevancy, faceted search – refinements, filtering/sorting in lists etc.)  Think globally, act locally:  Establish a layer of standardization across the enterprise (e.g. top-level metadata values)  Ask your user community to add no more than one or two metadata tags to each document  Add synonyms for preferred terms   A “folksonomy” will emerge (taxonomies controlled by end users) Use inheritance to pre-populate one or more of these: In a library called ‘Contracts’ on the German sales team site, you could pre-populate the Business Function ‘Legal’, the Country ‘German’, Region ‘Europe’ and Activity ‘Sales’ 20
    • Key take-aways  Effective employee engagement through great communication has an immediate impact on the bottom line  Face-to-face communication is best (esp. line manager “huddles”)  Create a platform for, and culture of, employee involvement. Enabling people to “weigh-in” leads to “buy-in”  Help all employees connect with the external brand. Show how their job relates to it  Use intranets and webcasts to encourage multi-way communications and collaboration 21
    • Stay in touch Find more useful tips at: www.slideshare.net/HelenMcI2 www.scribd.com/HelenMcI Connect with me at: uk.linkedin.com/in/helenmcinnes @HelenMcI Thanks for your time… 22
    • Resources Intranets: - Nielson Norman Netratings best practice guide - Melcrum - Ragan Communications - Brightstarr - Creative Sharepoint Webcasts: - Kontiki + Cisco Systems(used and recommended) - Ignite Technologies, Kaltura, Polycom, Qumu, Sonic Foundry & VBrick Systems (other options) Internal comms management (incl. email newsletters) - Newsweaver 23
    • Resources Employee engagement - Gallup’s 12 questions: Do you know what is expected of me at work?  Do you have the materials and equipment you need to do my work right?  At work, do you have the opportunity to do what you do best every day?  In the last seven days, have you received recognition or praise for doing good work?  Does your supervisor, or someone at work, seems to care about you as a person?  Is there is someone at work who encourages my development?  At work, do your opinions seem to count?  Does the mission or purpose of my organization makes me feel my job is important?  Are your associates or fellow employees are committed to doing quality work?  Do you have friends at work?  In the last six months, has someone at work has talked to me about your progress?  In the last year, have you had opportunities at work to learn and grow?  24
    • Internal communications What matters most… November 2013 @HelenMcI uk.linkedin.com/in/helenmcinnes