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Jti Internal Communications Jti Internal Communications Presentation Transcript

  • The role of internal communication in the implementation of complex projects for internal audiences Case study Lidiya Nadych-Petrenko Katerina Zasoukha JTI Ukraine March 14, 2009 Growth in PR
  • A bit of theory . Internal communication – information exchange inside an organization Internal communications – a function inside an organization which helps to manage internal communication (L.Smyth, 2004)
  • The Evolution of Internal Communications . Phase I – industrial relations Improve morale, recognition, focus on people One-way communication Phase II – realistic journalism Reporting of news and facts, focus on events Phase III – marketing/internal branding Two-way communication Strategy implementation, aid to management, business orientation (L.Smyth, 2004)
  • Where internal communications sits in an organization . Regardless of where it sits in an organisation, internal communication is the responsibility of everyone from CEO to line manager and supervisor PR/Comms Dept Marketing Dept HR Dept Administration
  • Internal Audiences Segmentation
    • Position levels
    • Board
    • Senior management
    • Middle management
    • Supervisors/line managers
    • Front-line staff
    • Creatives and specialists
    • Subcontractors
    • Volunteers, trustees (non-profit sector)
    • Ways to segment
    • Age
    • Gender
    • Location
    • Part time/full time
    • On site/off site
    • Time with organization
    • Position in organization
    .
  • Internal Communications vehicles
    • Face2Face meetings
    • Written comm-n (letter,memo)
    • E-mail
    • Voicemail
    • Intranet
    • Audio/video podcast
    • Corporate blog
    • Newsletter
    • Info boards
    • Grapevine
    • Points to remember!
    • Different purposes require different vehicles
    • Using a few vehicles at one time should be aligned
    • Always evaluate your vehicles
    .
  • Developing Internal messages Points to remember! Internal messages should always be aligned with external messages Test your messages before using them Choose the right speaker for each message
  • Internal communication – one of the key pillars of an organization’s long-term success
    • EMPLOYEES = AMBASSADORS
    • interact with
    • Customers
    • Partners
    • Media (and New Media)
    • Potential Employees
    • shape reputation
  • Internal communication – one of the key pillars of an organization’s long-term success
    • Informed employee = confident employee
    • Informed employee = engaged employee
    • Engaged employee = motivated employee
    Reputation Performance Reputation Performance
  • What is Employee Engagement?
  • Employee Engagement Relates to Business Performance Towers Perrin-ISR . Companies with satisfied employees who are engaged in their jobs are more likely to have: Lower turnover Higher productivity Enhanced profitability Improved customer service
  • Objectives of the Employee Engagement Survey 2009
    • Communicate survey aims, results, planned actions and outcomes.
    • Learn “best practices” regarding survey process organisation and management.
    • Test questionnaire content and wording, possible basis for a global JTI employee opinion survey.
    Communication Process Content To Learn Best Practices for the Global JTI Survey
    • Prioritize key activities to achieve sustainable increase in employees’ engagement levels.
    • Deliver 2-3 actions per internal unit, according to local priorities.
    • Monitor action planning and delivery.
    Prioritising Delivering Monitoring To Plan Follow-Up Actions
    • Compare employee attitude data across internal units within JTI.
    • Offer benchmark data comparisons for JTI to Global High Performing Companies, Global Transitional Companies and Global FMCG Companies helping JTI to prioritize key activities focused on improving employee engagement.
    Internal External To Obtain Benchmarks
    • To obtain valuable feedback from all JTI employees from the Adriatic, CIS+ Region and Export Markets.
    • To measure current levels of engagement within these areas and their short-term and long-term key drivers.
    Employee Engagement Key Drivers of Engagement To Gain Insight
  • Global provider
    • Pilot study across CIS+ locations (market + GSC) centrally sponsored
    • Future studies as per markets needs
    • Global roll-out (all employees worldwide who have not participated in the pilot study)
    • Benchmarking: internal (comparison across CIS+); external (comparison against leading organizations)
  • Where we stand?
    • Towers Perrin has been selected as the supplier for the project satisfying all JTI requirements
    • The project concept has been presented to and approved by Steering Committee
    • Questionnaire structure and content development was approved by Excom
    • Survey to be run across all CIS+ locations at once.
    • Results to be obtained and communicated
    • Action plan development (based on survey results)
    Pilot Participants Armenia, Azerbaijan, Belarus, Bulgaria, Georgia, Kazakhstan, Moldova, Russia, Serbia, Ukraine
  • Promo Project Goals
    • Increase engagement
    • Reach the credibility of the research
    • Reach response rate min 89% (Serbia benchmark)
  • Previous Engagement Research Results What kind of results from your department will our regional management receive?
  • Responsible Team
    • HR Director
    • Internal Communications
    • Employer Branding
    • Business Partners
    • Talent Management
    • ExCom
    • Regional Management
    • Line Management
  • Research Communication Steps
    • 1 step – Anti-crisis communication
    • 2 step – Research communication (explanatory)
    • 3 step – Encouragement to participate
    • 4 step – Thanking and follow up
    • 5 step - Communication of the survey outcomes – JUNE,2009
  • Anti-crisis communication
    • Anti-crisis communication (preparatory)
    • Nothing about the research
    • Everything about “how we fight to keep you safe and satisfied”
    • Facts and figures
    • Two-way approach
    • Target: to make people believe that we really care and we care MORE than others do
  • ACC activities
    • Office
    • Meeting with GM
    • Intranet
    • E-mails
    • Podcasts
    • Sales
    • Voicemail
    • Hotline
  • Research communication
    • Research communication (explanatory)
    • ALL about the research (when?where?how?why?)
    • What is the SENSE?
    • Presentation and supporting materials
    • 2-way communication (meetings, road shows)
    • hotline
  • Research promo activities
    • Office
    • Meetings + Presentations
    • intranet
    • Sales
    • Road show
    • Opinion leaders
    • intranet
    • Team presentations Phone calls for distant employees
  • Encouragement to participate
    • Competition (we vs other markets of CIS+)
    • Countdown
    • Drive (the time has come!)
    • Motivation (special activities)
    • Target: to increase response rate
  • Research promo activities
    • Office
    • Business TV
    • E-mails
    • Posters
    • Rewards for “early birds”
    • Sales
    • Phone calls for distant employees
    • Line managers and opinion leaders
  • Schedule Calls to distances Research Office LM Office presentations ExCom W09 W14 W13 W12 W11 W10 Road Show
  • Thanking and follow up
    • Follow up (closing the campaign)
    • Gratitude
    • Announcement of the next research stages
    • Target: to maintain engagement and give the feeling that the story has JUST STARTED!
  • Research promo activities
    • Office
    • E-mails
    • intranet
    • Sales
    • Letters
    • Phone calls for distances
  • Outcomes*
    • Office
    • People admit that they became more confident in their selves and their employer
    • Less gossip
    • Sales
    • People admit that they became more confident in their selves and their employer
    • More trust in top management
    • Willingness to “struggle”
    *now we are coming to the 3-d step of communication project
  • Outcomes for the case study
    • Each strategic goal or initiative of an organization can be successfully performed only in case it is communicated properly to all parts involved
    • Communication for internal audiences should be developed using the same approach as for external audiences
    • HR plays a great role in studying personnel and identifying the needs and aspirations
    • PR manages the process of communication, creating messages and suggesting the best vehicles
    • CEO (General Manager, etc) should be involved in each internal communications project
  • Wishing you all the best in your careers! Ask you questions: [email_address] [email_address]
  • Employee Engagement Relates to Business Performance Towers Perrin-ISR has developed a robust approach to measuring employee engagement that has been shown to relate to business performance . Companies with satisfied employees who are engaged in their jobs are more likely to have: Lower turnover Higher productivity Enhanced profitability Improved customer service