RE-ENGINEERINGEMPLOYEE COMMUNICATIONSJENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide       ...
ABOUT HONEYWELL AEROSPACEAEROSPACE FACTS•   Headquartered in Phoenix, Ariz.•   38,000 employees•   Nearly 100 manufacturin...
LESSON #1Define and Differentiate Value•   Identify your unique value proposition•   Define clear success metrics•   Devel...
LESSON #2Get Your Stakeholders On Board• Market the change … heavily• Focus on ROI they value• Innovate at consumable leve...
LESSON #3Your Team Is Going Through Change Too•   Allow for the natural change cycle to occur in    your own function•   T...
LESSON #4Accept That Change Takes Time                                 COMFORT                                   ZONE     ...
LESSON #5Leverage Social MediaEMPOWER EMPLOYEES TO:• Generate content• Distribute information• Send and receive news real ...
LESSON #6Start Small• Begin by listening• Don’t wait for perfection• Enlist early adopters• Distribute current content thr...
LESSON #7Get Your Leaders Out There•   Start with leaders whose personality    or “early adopter” traits lend    themselve...
LESSON #8Give People A Reason To Join In•   Make a channel the ONLY place certain    kinds of information will be posted• ...
LESSON #9Get Your Legal Ducks In A Row•   Know your company culture•   Reflect that culture in your social media    guidel...
LESSON #10Find a Trusted Partner                         12
THANK YOUJENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide
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Re-Engineering Employee Communications

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Waggener Edstrom's Monica Lin-Meyer at Advanced Learning Institute's Social Media for Internal Communications on re-engineering employee communications.

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Re-Engineering Employee Communications

  1. 1. RE-ENGINEERINGEMPLOYEE COMMUNICATIONSJENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide ADVANCED LEARNING INSTITUTE Social Media for Internal Communications April 17, 2012 (New York City)
  2. 2. ABOUT HONEYWELL AEROSPACEAEROSPACE FACTS• Headquartered in Phoenix, Ariz.• 38,000 employees• Nearly 100 manufacturing and service sites worldwide• Revenue of $11.5 billion in 2011EMPLOYEES• PhD-level to high school educated• Varying levels of English proficiency• Large industrial base = thousands of factory floor, “offline” jobs• Mix of union/non-union employeesSTRENGTHS• Global leader in the aviation industry• Developing innovative safety products• Driving modernization of global air traffic management• Revolutionizing combat technology• Committed to improving operational efficiencies 2
  3. 3. LESSON #1Define and Differentiate Value• Identify your unique value proposition• Define clear success metrics• Develop service level agreements with your key stakeholders – and stick to them! 3
  4. 4. LESSON #2Get Your Stakeholders On Board• Market the change … heavily• Focus on ROI they value• Innovate at consumable levels• Don’t assume that “they get it”• Don’t shy away from difficult conversations• Promote early wins to build confidence 4
  5. 5. LESSON #3Your Team Is Going Through Change Too• Allow for the natural change cycle to occur in your own function• Treat your team like the stakeholders you support• Stay focused on the end goal and executing toward it• Educate your team on the role of the “new communicator”• Recognize that not everyone may “opt in” 5
  6. 6. LESSON #4Accept That Change Takes Time COMFORT ZONE NEW ENDINGS BEGINNINGS IN THE GAP 6
  7. 7. LESSON #5Leverage Social MediaEMPOWER EMPLOYEES TO:• Generate content• Distribute information• Send and receive news real time• Self-segment – form their own teams and communities• Find answers to their own questionsFOCUS YOUR LIMITED TIMEAND RESOURCES ON:• Using the tool as a listening device• Coaching “compelling voices” onto the tool• Promoting the tool 7
  8. 8. LESSON #6Start Small• Begin by listening• Don’t wait for perfection• Enlist early adopters• Distribute current content through new channels• Use survey questions you already have as conversation starters• Form your own group, invite members, “facilitate” them online 8
  9. 9. LESSON #7Get Your Leaders Out There• Start with leaders whose personality or “early adopter” traits lend themselves to the tool• Leader feeds lure employees with: • Authenticity (no ghost-writing here) • Access • Endorsement of the channel • Unique perspectives (“the inside track”)• Don’t define leaders by title alone• Support leaders with ideas on what they can post and who they can follow, groups to join, etc. 9
  10. 10. LESSON #8Give People A Reason To Join In• Make a channel the ONLY place certain kinds of information will be posted• Make it a benefit or perk• Use the timeliness of it as a channel differentiator (hear it here first)• Help define some of the initial groups or collaboration projects to register … then promote, promote, promote!• Start factoring social media channels into all communications plans• Encourage active users to invite others to join the channel or a specific group 10
  11. 11. LESSON #9Get Your Legal Ducks In A Row• Know your company culture• Reflect that culture in your social media guidelines or formal policies• Advocate for the KISS approach• Avoid legal requirements becoming a barrier to entry• Don’t avoid this aspect of it, but be reasonable and advocate your position• Be tenacious if guidelines or lack thereof are bogging you down! 11
  12. 12. LESSON #10Find a Trusted Partner 12
  13. 13. THANK YOUJENNA ROWELL Honeywell Aerospace | MONICA LIN-MEYER Waggener Edstrom Worldwide
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